kaizen lean management service sector2

8/12/2019 Kaizen Lean Management Service Sector2

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Perlaksanaan aktiviti KAIZEN dalam

Pengurusan LEAN Sektor Perkhidmatan.

Seminar Pengurusan Lean

MOHD AMRAN MOHD DARILUNIVERSITI KUALA LUMPUR (UNIKL)

MALAYSIAN INSTITUTE OF INDUSTRIAL TECHNOLOGY (MITEC)


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CONTENTS

KAIZEN - LEAN MANAGEMENT

OVERVIEW OF KAIZEN Page 3-4

This is an example text. Go ahead and replace it

KAIZEN AND LEAN Page 4

KAIZEN IMPLEMENTATION Page 7-20

1

2

3

4

KAIZEN IN SERVICE SECTOR Page 6

2


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OVERVIEW OF KAIZEN

3

WHAT IS KAIZEN?

Kaizen is Japanese word synonym with

Continuous Improvement.

Masaaki Imai (1986) in his book Kaizen, the key to Japan's

competitive successstated that Kaizen is problem-solving process

which follows immediately after the identification phase, and any

improvement mustsubsequently be standardizedto reach the nextlevel of improvement.

Bessant et al. (2001) find that most of the literature defined

Continuous Improvement as a particular bundle of routines which

can help an organization improve what it currently does.


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OVERVIEW OF KAIZEN

4

WHAT IS KAIZEN?

In Toyota Way 2001, Kaizen is one of the foundation for Continuous

Improvement (Jeffery K. Liker, The Toyota Way, 2005).


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KAIZEN AND LEAN

5

WHERE DOES KAIZEN COME FROM?

Originfrom manufacturing, introduced in Toyota

Production System and was formulated duringdevelopment of series of tools and techniques to

remove waste,thus able to increase efficiency and

productivity in order to maximize customer value

make the process LEANer

The term LEAN" was coined to describe Toyota's business during the

late 1980s by a research team headed by Jim Womack, Ph.D., at

MIT's International Motor Vehicle Program


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KAIZEN IN SERVICE SECTOR

6

CAN KAIZEN BEING USED I

NSERVICE SECTOR?

YES it can. Kaizen start in manufacturing then spread

it through supply chain process and currently being

taken to service industry.

In manufacturingenvironment the variances are tangible and costlybut in service sector variance is about the requirement of individual

customerand often the result of customer irritations.


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KAIZEN IMPLEMENTATION

7

WHERE TO START KAIZEN?

Especially to service sector (as the process somehow

quite intangible), start with look at process step bystepby walk through the process with the people who

operate the process and then map the process.

Could be begin with customer life cycle as a bigger picture thenzoom to specific process.


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8

EXAMPLE OFCUSTOMER LIFE CYCLE

UNIVERSITY

PROSPECT

APPLICANT

ADMITTED

ENROL1st

YEAR2nd

YEAR3rd

YEAR4th

YEAR

GRADUATION

5YEARREUNION

10YEARREUNION

MAJORGIFTS/DONATIONS

RECRUITMENT RETENTION DEVELOPMENT

CAMPUS LIFE ALUMNIATTRACTION


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9

EXAMPLE OF CUSTOMER LIFE CYCLEGOVERNMENT

Source: Productivity Report 2011/12, MPC pp:59


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10

HOW TO IDENTIFY KAIZEN?

Use Value Stream Mapping (VSM) to identify Kaizen.

The essential different between manufacturing and service is the

fundamental of its process. In manufacturingthe process can be

seenbut in servicethe process is quite intangible. Thus mapping the

process is really helpful to understand the process in service.


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KAIZEN IMPLEMENTATIONVALUE STREAM MAPPING (VSM)

CURRENT STATE

KAIZEN

BURST

KAIZEN

BURST

11


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KAIZEN IMPLEMENTATIONKAIZEN EXAMPLE

TICK THE PAYMENT INSTEAD OF WRITING ON THE RECEIPT

12


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FUTURE STATE

13


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CURRENT STATETitle: PUSPAKOM CURRENT VSM MODEL

LEGEND: Pull Push Push Customer or Considerations : 22 Work day /month PUSPAKOM JOHOR BAHRU BRANCH

(12 hour x 3600) - (1 hour x 3600) (e.g. from Store) ( finished goods) (to next process) Supplier LOT219, TAMANPERINDUSTRIANTEBRAU3,

20 vehicle Supermarket ( W.I.P or Production 81100 JOHORBAHRU

Q/T = Queue Time L/T = Lead Time VE = Vehicle Examiner V.I = Visual Inspection Cell / Combine Process Finished goods ) Kanban Kanban Post

C/T = Cycle Time C/O = Change over t ime AO = Auxiliary Examiner U.C = Undercarriage Check Signal Kanban 1 shift => 11 hour (after PFD)

CSA = Customer Service Assistant MRP = Material Requirement Planning Process Box Withdraw Kanban Inventory = 12 Hour - (2 x 30 Min)

L/T = Q/T + C/T + C/O PLT = Product Lead Time VA/T = Value added time Electronic Manual Date Rev Sheet

PFD = Personal Fatigue & Delay Time Kaizen Burst Employee Information Flow Information Flow 26.11.11 1 1 of 2

Done by Branch Mgr

M D. N AZI F HAM ZAH M R SH AM SU L

Takt Time =

CURRENT VSM MODEL

Customer

MRP

Process

Control

Daily CallWeekly calls

70 Min

Reg. Post 1

1

Q/T = 59 s

C/T = 70 s

C/O = 0 s

AO-1

41 Min

Reg. Post 2

Q/T = 38 s

C/T = 41 s

C/O = 0 s

AO-2

T OT AL C/ T = 12 9 s T OT AL C /T = 79 s

20 vech 2 vech

Customer

21

10 vech 6 vech 2 vech 1 vech 1 vech 1 vech 2 vech

2 vech

86 Min

Payment Post

318 Min

Visual Inspection

20 Min

Side Slip Test

211 Min

Brake &

Suspension Test

364 Min

Taxi Meter Test

229 Min

Undercarriage

Check

188 Min

Result

Q/T = 74 s

C/T = 86 s

C/O = 19 s

CSA-1

TOTAL C/T = 179 s

Q/T = 337

C/T = 318 s

C/O = 0 s

VE-1

TOTAL C/T = 655 s

Q/T = 28 s

C/T = 20 s

C/O = 17 s

VE-2&3

TOTAL C/T = 65 s

Q/T = 198 s

C/T = 211 s

C/O = 26 s

VE-2&3

TOTAL C/T = 435 s

Q/T = 233 s

C/T = 364 s

C/O = 41 s

VE-2&3

TOTAL C/T = 638 s

Q/T = 133 s

C/T = 229 s

C/O = 18 s

VE-2&3

TOTAL C/T = 380 s

Q/T = 142 s

C/T = 188 s

C/O = 17 s

VE-2&3

TOTAL C/T = 347 s

3 4 5 6 87 9

Daily Schedule

PLT = 2.35 days

VA / T = 1527 seconds

Customer Demand:

20 vehicles per day

( takt time = 1980 seconds )

Hours per Shift : 11

Break minutes per shift : 60

Shift per day : 1

Days per week : 6

seconds seconds secondsseconds seconds seconds seconds seconds seconds

1 days 0.1 days 0.5 days 0.3 days 0.1 days 0.05 days 0.05 days 0.05 days 0.1 days 0.1 days

12

KAIZEN

BURSTKAIZEN

BURST

14


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KAIZEN IMPLEMENTATIONBEFORE KAIZEN

TWO REGISTRATION POSTS

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KAIZEN IMPLEMENTATIONAFTER KAIZENONE REGISTRATION POST Eliminate Post 1 and integrate with Post 2

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FUTURE STATETitle: PUSPAKOM FUTURE VSM MODEL

LEGEND: Pull Push Push Customer or Considerations : 22 Work day / month PUSPAKOM JOHOR BAHRU BRANCH

(12 hour x 3600) - (1 hour x 3600) (e.g. from Store) ( f inished goods) (to next process) Supplier LOT219, TAMANPERINDUSTRIANTEBRAU3,

20 vehicle Store ( W.I.P or Production 81100 JOHORBAHRU

Q/T = Queue Time L/T = Lead Time VE = Vehicle Examiner V.I = Visual Inspection Cell / Combine process Finished goods ) Kanban Kanban Post

C/T = Cycle Time C/O = Change over t ime AO = Auxil iary Examiner U.C = Undercarriage Check Signal Kanban 1 shift => 11 hour (after PFD)

CSA = Customer Serv ice Assistant MRP = Material Requirement Planning Process Box Withdraw Kanban Inventory = 12 Hour - (2 x 30 Min)

L/T = Q/T + C/T + C/O PLT = Product Lead Time VA/T = Value added time Electronic Manual Date Rev S heet

PFD = Personal Fatigue & Delay Time Kaizen Burst Employee Information Flow Information Flow 26.11.11 1 2 of 2

Done by Branch Mgr

M D. NA ZI F H AM ZAH M R S HAM SU L

Takt Time =

FUTURE VSM MODEL

Customer

MRP

Process

Control

111 Min

REG. POST

1

Q/T = 59 s

C/T = 111 s

C/O = 0 s

AO-1

86 Min

PAYMENT POST

Q/T = 74 s

C/T = 86 s

C/O = 19 s

CSA-1

T OTA L C /T = 1 70 s TO TA L C /T = 1 79 s

20 vech

Customer

21

10 vech 6 vech 2 vech 1 vech

2 vech

86 Min

SIDE SLIP TEST

210 Min

BRAKE &

SUSPENSION TEST

364 Min

TAXI METER TEST

547 Min

V.I & U.C

188 Min

RESULT

Q/T = s

C/T = 20 s

C/O = 17 s

VE-1&2

TOTAL C/T = 179 s

Q/T = s

C/T = 210 s

C/O = 27 s

VE-1&2

TOTAL C/T = 237 s

Q/T = s

C/T = 364 s

C/O = 41 s

VE-1&2

TOTAL C/T = 405 s

Q/T = 198 s

C/T = 547 s

C/O = 18 s

VE-1&2

TOTAL C/T = 435 s

Q/T = 141 s

C/T = 188 s

C/O = 17 s

VE-1&2

TOTAL C/T = 346 s

3 4 5

6

7

PLT = 2.35 days

VA / T = 1527 seconds

Customer Demand:

20 vehicles per day

( takt time = 1980 seconds )

Hours per Shift : 11

Break minutes per shift : 60

Shift per day : 1

Days per week : 6

seconds seconds secondsseconds seconds seconds seconds

1 days0.1 days 0.5 days

0.3 days 0.1 days0.05 days 0.05 days

Every 6

Month

Weekly calls

Daily Calls

0.1 days

12

17


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KAIZEN IMPLEMENTATIONEXAMPLE KAIZEN

BEFORE - Everything in one row (food, drink,

payment, etc), causing long queue time.

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KAIZEN IMPLEMENTATIONEXAMPLE KAIZEN

AFTER Utilize space to separate foods, payment

and drinks.

Students does not have to

line up to take their foodStudent take/order

their drinks here

Student pay here

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20

HOW START KAIZEN?

Practicing Kaizen in Gemba (actual work place).

1. Form a team to walk through the process

2. Think howto do it, and not why it cannot be done.

3. Do not make excuses. Start by questioning current practices.

4. Dont seek perfection. Do it right away even if for only 50% of target.

5. Correctmistakes at once.

6. Ask Why? five times and seek the root cause.

7. Seek the wisdom of ten people rather the knowledge of one.


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THANK YOU!


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LERC is as one of the UniKL engineering technology research centresestablished at UniKL Malaysian Institute of Industrial Technology, managed by

its Quality Engineering school. LERCs mission is to research, apply and

communicate lean thinking.

It aims to provide a mechanism to promote and develop lean knowledge transfer

and offering a practical oriented hierarchy of lean qualifications - or learningladder - around which employees can develop their lean thinking skills, or for an

organisation to develop a lean competency strategy for its workforce.

Collaboration with Malaysia Productivity Corporation (MPC) was done to promote

Lean activities which aimed at establishing the Lean Institute of Malaysia.

kaizen lean management service sector2

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