Kaizen
- 2. Kaizen Guidelines 1. Have fun! 2. Keep an open mind – Paradigms 3. Use problem solving skills to resolve conflicts 4. Be tactful when critiquing ideas, communicate reasons 5. Involve all team members 6. Non blaming / Non judgmental
- 3. Kaizen is a Japanese word that means "change for the better" or "improvement". (“Kai” meaning Thinking and “Zen” Meaning Good.) Kaizen refers to a workplace 'quality' strategy and is often associated with the Toyota Production System and related to various quality-control systems, including methods of W. Edwards Deming. (Known as father of the Japanese post-war industrial revival) Deming taught that organizations can increase quality and simultaneously reduce costs (by reducing waste, and rework, while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces.“
- 4. The philosophy of continual improvement, emphasizing employee participation, in which every process is continually evaluated and improved in terms of time, waste, resources, quality, and other aspects relevant to the process. Kaizen in Summary
- 5. 1. Lean Manufacturing 2. VA/ NVA 3. Waste 4. Quality 5. Variation 6. Poka-Yoke 7. Paradigms 8. 5 Why’s 9. 5’S 10. C & E Matrix
- 6. Lean Manufacturing A systematic approach to manufacturing which based on the premise that anywhere work is being done, waste is being generated A vehicle through which organizations can identify and reduce waste A manufacturing methodology which will facilitate and foster a living quality system. The GOAL to Totally eliminate waste through… Defining Waste Identifying the sources Planning for Waste elimination Establish “PERMANENT” control to prevent its reoccurrence. The VISION: Continuous elimination of Waste
- 7. Traditional Manufacturing Lean Manufacturing Quick set-ups and short runs Product focus Fix it so it doesn’t break Multi-functionally skilled people Never good enough, continuous improvement Do it right the first time Leaders teach Retrain Make quality Infrequent set-ups and long runs Functional focus If it ain’t broke don’t fix it Specialized workers, engineers and leaders Good enough Run it, Repair it Management directs Penalize mistakes Make the schedule
- 8. Value Added vs Non Value Added Value Added – Adds value to a product; transforms raw materials into finish goods. Non Value Added – Activities that do not add worth or value to product. VA Examples: Cutting Product, Building Camels, Mixing pellets, welding CC NVA Examples: Moving product with crane, Moving Rebar, Pulling Parts from molds, Loading Trucks
- 9. 7 Classes of Waste Over Production – Producing over the customers requirements, producing unnecessary products Wait Time – Delays, Idle Time, wait on machine or material Conveyance – multiple handling, delay in material handling, unnecessary handling Over Producing – unnecessary process steps or work elements Excess Inventory – producing or holding unnecessary raw, working process (WIP), and finish goods Motion – extra steps, handling, multiple movements Process Failures – correction of errors, or rework (Quality problems)
- 10. Waste Walk Over Production Wait Time Conveyance Over Processing Excess Inventory Motion Processing Failures Examples
- 11. Quality Understand the Customer Requirements •Who is the Customer? – Internal and External •What do they want? – Faster, Better, Cheaper – Delivery, Quality, Cost (Q,C,D) •Visit the Customer
- 12. Quality •The Need for Zero Defects •No Acceptable Level of Defects •PPM (Parts Per Million Opportunities) If you produce 1 defect in a million, What do you tell that one Customer? •Goal: To Strive for Zero Defects, by eliminating waste and variation.
- 13. Variation "If I had to reduce my message to management to just a few words, I'd say it all has to do with reducing variation." - W. Edwards Deming Every Process has some variation. Variation In any process will control / effect results. Two Type of Variation 1 – Common Cause: Natural variation which is inherit to the given process. This variation is predictable, random in nature and cannot be attracted to a person in the process. 2 – Special Cause: Variation which not part of the normal process but are results from some outside influence or unusual event. It destroys the predictability of the process.
- 14. Variation Variation is the voice of any process, if you listen it will help you understand the process and improve it. To listen to you must track and measure the variation. The way you react to the voice is critical.
- 15. Exercise: Understanding Common vs Special Cause 1 – Write the Number 3 five times with your dominant hand. 2 – Are they all the Same? Why Not? What are some Reasons? (Operator Fatigue, The Pen, Paper) 3- Can You circle one number and Say why it is different? No you cannot the particular number is part of the given process for all the various reason listed. 4 – Now Write the Number 3 two times with your dominant hand, 2 times with other hand, and once with dominant. 5 – Which one is obviously different? Can we assign why? Variation
- 16. Mistake Proofing / Poka-Yoke A quality control device that prevents and or detects errors that Lead to defects. Such a device reduces the dependence of the Workers vigilance and moves closer to zero defects. Design and improve products and systems to allow our Employees the opportunity to succeed! Typical Applications: Processing Omissions, Processing Errors, Missing Parts, Errors in Setting Up, Improper, Damaged or poorly designed jigs, Using Wrong Parts
- 17. Guide Pins of Different Sizes Optical Magnification Different Colored Tags for Pressure Ranges Look Up Tables for Data Base Entry Spell Check Limit Switches Error Alarms Counters Checklists Asymmetric Parts Build Error Checking Into Control Logic Exact Part Count Poka – Yoke
- 19. A paradigm is a set of beliefs, theories, or a world view that is unquestioningly accepted. A paradigm is a way of seeing the world that has become established as "truth."
- 20. There are three types of people in this world: those who make things happen, those who watch things happen and those who wonder what happened
- 21. We don't know what we don't know We can't act onwhat we don't know We won't knowuntil we search We won't search forwhat we don't question We don't questionwhat we don't measure Hence, We just don't know Ask Why
- 22. 5 Why’s By repeating WHY 5 times, the true cause or root of the problem is identified... Ask WHY until the root cause is identified. Jeff’s late for work ……………... WHY? Jeff overslept…………………….. WHY? Jeff’s alarm clock didn’t work……. WHY? The electricity was off……………….WHY? The battery back-up failed……………. The power lines were down. WHY? Old Battery There was a Thunderstorm
- 23. Elements of OEE • Availability Rate • Performance Rate • Quality Rate
- 24. Calculating Availability Rate • Simply B/A or Net Operating Time/Running Time. • Example: If the net operating time on machine A was 480 but the actual run time was 200, what would the Availability Rate be? .42 or 42%
- 25. Calculating Performance Rate • Simply D/C or Actual Output/Target Output. • Example: If the actual output of an operation was 400 pieces and the target output is 500, what is the Performance Rate? 80%
- 26. Calculating Quality Rate • Simply F/E or Good Output/Actual Output. • Example: If the actual output of an operation was 400 pieces and good output is 400, what is the Quality Rate? 100%
- 27. Summary • OEE is simply the multiplication of Performance, Availability and Quality Rates. • You must know scheduled time, scrap, uptime, downtime, mold change time, and many other pieces of the data puzzle before you can accurately calculate OEE.
- 28. Be it making friends or concluding a deal, your fate is decided in the first five seconds. Hence,creating the right `first impression' is essential. Housekeeping
- 29. 5S - Workplace Organization To ensure your gains are sustainable, you must start with a firm foundation “5S Standards are the foundation that supports all the Phases of Lean Manufacturing.” The system can only be as strong as the foundation it is built on. The foundation of a production system is a CLEAN and SAFE work environment. It’s strength is contingent upon the employees/company committed to maintaining it.
- 30. Step 1: Sorting Step 2: Storage Step 3: Shining Step 4: Standardize Step 5: Sustaining 5’s Steps
- 31. 1. Sorting (Decide on what is needed) Definition To sort out necessary and unnecessary items. To store often used items at the work area, infrequently used items away from the work area and dispose of items that are not needed. Why Removes waste Safer work area Gains space Easier to visualize the process
- 32. 2. Storage: (Arrangement of items needed to straighten up the work place) Definition To arrange all necessary items. To have a designated place for everything. A place for everything and everything in its place. Why Visually shows what is required or is out of place. More efficient to find items/ documents (silhouettes/labels). Saves time, not having to search for items. Shorter travel distances. Things to remember Keep things used together - kept together. Use labels, tape, floor markings, signs, shadow outlines. Sharable items keep at central location (eliminated excess).
- 33. 3. Shining (Sweep and cleanliness) Definition To keep your area clean on a continuing basis. Why A clean workplace is indicative of a quality product and process. Dust and dirt cause product contamination & potential health hazards. A clean workplace helps to identify abnormal conditions. Things to remember “Everything in its place” makes time available for cleaning. Use a plant layout as a visual to identify individual responsibilities for cleaning - eliminates “no man’s land.” Cleaning the work area is like bathing. It relieves stress and strain, removes sweat and dirt, and prepares the body for the next day.
- 34. 4. Standardize Definition To maintain the workplace at a level which uncovers and makes problems obvious. To continuously improve our plant by continuous assessment & actions. Why To sustain sorting, storage and shining activities every day. Things to remember We must keep the work place neat enough for visual identifiers to be effective in uncovering hidden problems. Develop a system that will enable anyone in the workplace to see problems when they occur.
- 35. 5. Sustaining (Training & Disciplined Culture) Definition To maintain our discipline, we need to practice and repeat until it becomes a way of life. Why To build 5-S’s into our every day process. Things to Remember Develop schedules, check lists. Good habits are hard to break. Commitment and discipline toward housekeeping is essential in taking the first step in being World Class.
- 36. Benefits of 5S Implementation A cleaner workplace is a safer workplace Contributes to how we feel about our product, process, our company and ourselves Provides a Customer Showcase to promote our business Product Quality & especially contaminants will improve Efficiency will increase
- 37. Kan Ban Kan Ban a Japanese word for communication signal or card It is a technique used to “pull” products and material through and into the lean manufacturing system. The actual “Kan Ban” can be a physical signal such as an empty container or a small card. Kan Ban provides production conveyance, and delivery information. In it’s purest form the system will not allow any goods to be moved within the facility without the appropriate Kan Ban (signal) attached to the goods
- 38. Objectives of a Kan Ban (Pull System) Controls and balances the flow of resources - WIP and material supplies are consumed in small batch quantities Process capability such as setup time, yield, cycle time and and up time and demand are required to determine batch size. Provides visual reference of WIP and material supplies - Kan Ban cards are used to identify how much material is at an operation and when more material needs to be moved to that operation Also identifies when raw material or other supplies need to be ordered Provides visuals of all resources Eliminates waste of material handling Manufacture and ship what has been consumed Provides more time for constructive activities such as: Preventive Maintenance, Quality Improvements, Team Meetings, Training, Housekeeping, Continuous Improvement Activities
- 40. Project Layout Things to consider: “ U” shape workcells 90 degree turns for work location of all materials coming to line avoid double handling of parts and materials remove materials directly from box for use position boxes (WIP, F/G ), raw materials at 45 degree angle locate boxes on worktables, behind overhead location of all tools Single piece flow, lead-time eliminate any tables or equipment not absolutely required walk through flow of product completely the more detail the better
- 41. Rating of Importance to Customer 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 NoShortShot Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Total Process Step Process Input 1 0 2 0 3 0 4 0 5 0 6 0 7 0 8 0 9 0 10 0 11 0 12 0 13 0 14 0 15 0 16 0 17 0 18 0 19 0 20 0 0 Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Lower Spec Target Upper Spec This table provides the initial input to the FMEA. When each of the output variables (requirements) are not correct, that represents potential "EFFECTS". When each input variable is not correct, that represents "Failure Modes". 1. List the Key Process Output Variables 2. Rate each variable on a 1-to-10 scale to importantance to the customer 3. List Key Process Input Variables 4. Rate each variables relationship to each output variable on a 1-to-10 scale 5. Select the top input variables to start the FMEA process; Determine how each selected input varable can "go wrong" and place that in the Failure Mode column of the FMEA. C & E Matrix
- 42. Personnel Machines Materials Methods Measurements Env ironment Fishbone ( Cause & Effect Diagram )