INTEGRATING MANUFACTURING & SPECIAL PROCESSING
KAIZEN PROCESS3.1.1
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
The purpose of the Kaizen Process is to accelerate and create breakthroughs in work-area process performance.
3.1.1 Kaizen Process – How does your organization set and review priorities for Kaizen events? How are Kaizen events conducted? How is recognition for team members provided and are senior managers and the workforce involved? How are lessons learned shared with others who can benefit? How are process improvements documented and deployed to others using the same or similar processes? How are internal Kaizen leaders developed and deployed? How are goals set for Kaizen leadership and how is progress monitored?
Setup Preparation Event Post Event
KAIZEN PROCESS
Kaizen Leader collects data from work area related to upcoming Kaizen event
Kaizen Leader confirms objectives with Process Owner and Champion
Resources are approved by Champion – standby resource confirmed
Kaizen event schedule is set with specific daily action plans
Value Stream Maps Kaizen Splash PlansAnnual Improvement Plan
Kaizen Team Leader appointed from work area
Kaizen Objectives set and linked to Annual Improvement Plan
Conduct training
Assign action plans
Daily report outs
Pilot run if applicable
Create new standard work and training
Prepare report out
Present results
Manage event follow-up
Share results and learning with other teams/work areas
PPT report
Feedback
Collect feedback and improve process
Area
s Ad
dres
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3.1.1 Kaizen Process
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Initiate Kaizen
Project Authorized (Trigger)
Kaizen Team
CIP Champion
Analyze Causes of 7 Wastes
Kaizen Team
Develop Project Plan & ROI Analysis
Kaizen Leader
Identify & Select Best Solution(s)
Kaizen Team
Standardize & Update
Documentation
Kaizen Leader Kaizen Leader
Revise Training Material
Management Review
Reject
Process Owner
Certify Users to Level 3
“PLAN”
“DO”Implement
Project Plan
Kaizen Team
“CHECK”Monitor Results
“ACT”Process Owner
Report Out & Celebrate Success
- Form Problem Solving Team- Define Process Flows - Complete 6S Audit Checklist- Define C.S. VSM- Define C.S. facility map- Enter data into Kaizen Workbook- Estimate lean benefits and ROI - Submit Assessment for Review- Schedule Kaizen
- Create Team Name- Validate C.S. VSM - Validate facility map- Validate lean benefits & ROI- Validate Kaizen Workbook
- Review 6S Audit Checklist - Create 7 Wastes Poster - Create Brainstorming Poster
- Select best ideas - Define F.S. VSM- Define F.S. facility map
- Update Kaizen Workbook- Generate Kaizen Action Plan - Update lean benefits & ROI
Accept- Complete Physical Moves- Review 6S Audit Checklist- Schedule “Checkpoint” Meetings- Adjust & Identify Contingency Plan
- Post Metrics Poster- Collect Feedback & Update Metrics Poster
Reject
Accept
- Revise Procedures- Revise Checklist/Forms- Revise Quality/Lean Index- Revise Work Instructions- Revise Master Operations
- Revise Training Plan- Revise Training Materials- Revise Cert. Matrix - Revise Cert. Testing
- Implement Training- Certify Users- Update Cert. Matrix- Feedback from Trainees
- Post “Storyboard” to Metrics Poster- Post Lessons Learned to Metrics Poster- Post Final Results to Metrics Poster
Process Owner
Feedback & Improve Process
Pre-Kaizen Day 1-5 StepsDay 6-30 Steps
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Team Leader follows up on Action Items related to the Kaizen.
Process Owner is responsible for updating documentation, and
ensuring that training takes place.
Process Champion oversees the change process, and ensures accountability of the Process
Owner and Team Leader.
Key Roles
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
•Goal #1 Increase Process OTD from 97% to 98% by September 2012. (Measured on a 3 month rolling average)
•Goal #2 Increase Manufacturing OTD from 96% to 97% by September 2012. (Measured on a 3 month rolling average)
•Goal #3 Increase Productivity (earned hours/actual paid hours) from 55% to 85% by September 2012. (Measured on a 3 month rolling average)
•Goal #4 Reduce Scrap Dollars from $15,476/mo. (2.4% of Sales) to $10,850/mo.(1.7% of Sales – 1% per month) by September 2012.
•Goal #5 Decrease Internal and External PPM from 3273 to 2000 by September 2012. (Measured on a 3 month rolling average)
•Goal #6 Decrease Safety Incidents from 3 to 0 by September 2012.
Strategic Goals
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Kanban- Pull
Systems
Office Kaizens
Flow Manufacturing
Value StreamImprovement
Process (VSM)
The one common element: these tools help us eliminate waste from our processes.
Set-Up Reduction6S
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Value Streams
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
PO RECTRIGGER < 90
N
Y
NEW
N
YNPD
PROCESSREVIEWEDIT
QAREVIEWEDIT
PRODUCTION
CONTRACT REVIEW PROCESS FLOW
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
ENGINEER TO ORDER PROCESS FLOW
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
HOSPITAL ADMISSIONS PROCESS FLOW
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Production Control Planning Process
Receive S. O in F- Drive Review S.O for P/N’s , Qty’s ,
Due Dates
Create Hard Copy folder for all paper work
Print out both Indented ERRRB.O.M and SIMU reports
Review both against available parts Qty’s in I007 option 5
Write down P/N’s & Qty’s that are short both purchased and
make parts
Print W.O’s and stage at desk. Release by start dates on Q.F
form
Ship Finished Good B1B1.
Generate purchase requisitions from list using 6103 or XA
options based on due date on back scheduling of finished part
assembly and lead time.
Follow up on purchased parts by checking in Mapics I001-5 or XA.
If past due send email request for follow up to purchasing.
Wait two weeks and close out W.O’s I004 must force close
W.O’s labor & materials never complete to put W.O in status 55
Generate W.O’s for all subcomponents & top assembly P/N’s . Back schedule from top Assembly P/N’s. Use I004 for Xato Input W.O’s into Mapics. Record
W.O’s on ISO Doc QF0913A
Release W.O’s to stockroom for kitting. Follow up daily with floor supervisors for status of parts
( Manufactured)
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
days per period [ 249 Growthnumber of period [ 1 8%
Part Number Description Period Volume Daily Volume Line Design Volume - - - - - - - - - - - - - - - - - - - - - - - - - - - - Totals [ - - -
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
LEAVE WJ/BRAKE CELL SWAP CNC WALL
CURRENT FUTURE 1 FUTURE 2 FUTURE 3 FUTURE 4
LABOR MATERIAL DISTANCE LABOR MATERIAL DISTANCE LABOR MATERIAL DISTANCE LABOR MATERIAL DISTANCE LABOR MATERIAL DISTANCE
WATER 22 30 22 30 22 30 22 30 22 30
WATER 24 30 24 30 24 30 24 30 24 30
SAW 3 25 3 25 3 25 3 25 3 25
LASER 1.3 50 1.3 50 1.3 50 1.3 50 1.3 50
LASER 1.3 1.3 1.3 1.3 1.3
LASER 0.9 0.9 0.9 0.9 0.9
LASER 1.3 50 1.3 50 1.3 50 1.3 50 1.3 50
LASER 0.9 0.9 0.9 0.9 0.9
LASER 0.9 0.9 0.9 0.9 0.9
LASER 0.9 0.9 0.9 0.9 0.9
BRAKE 1.5 4.7 1.5 4.7 1.5 0.9 1.5 1.9 1.5 4.7
BRAKE 1 6 1 6 1 1.5 1 0.75 1 6
MAN MILL 10 4.7 52.55
CNC 25 8 25 4.7 25 0.2 25 0.1 25 1.9
CNC 15 5.3 15 1.0 15 0.6 15 0.8 15 3.8
CNC 20 1.1 20 2.1 20 2.3 20 2.3 20 4.0
DEBUR 10 1.9 28.96
DEBUR 3 1.2 5096
DEBUR 3 1.3
MIG 90 61 90 12.5 90 6.6 90 9 90 9.6
GRIND 10 6.9 10 4.4 10 5 10 10 10 6.9
SANDBLAST 6 8.75 6 8.75 6 4.375 6 10 6 8.75
PAINT 252.5 35.4 252.5 35.4 252.5 35.4 252.5 35.4 252.5 35.4
MIN 503.5 STEP 331.1 477.5 STEP 264.5 477.5 STEP 241.8269231 477.5 STEP 255.1692308 477.5 STEP 266.0336538
HRS 8.4 FT 827.7 8.0 FT 661.2 8.0 FT 604.5673077 8.0 FT 637.9230769 8.0 FT 665.0841346
26 66.6 26 89.26843891 26 75.92613122 26 65.06170814
199.8 267.8053167 227.7783937 195.1851244
3.3 4.463421946 3.796306561 3.253085407
0.0 HOURS 0.0 0.4 HOURS 0.1 0.4 HOURS 0.1 0.4 HOURS 0.1 0.4 HOURS 0.1
0.0 4 YRS 0.0 1102.8 4 YRS 565.1 1102.8 4 YRS 757.3 1102.8 4 YRS 644.1 1102.8 4 YRS 551.9
$0.00 SAVGS $0.00 $167,296.29 SAVGS $14,126.62 $167,296.29 SAVGS $18,932.35 $167,296.29 SAVGS $16,102.67 $167,296.29 SAVGS $13,798.50
SETUP 419.1 SETUP $0.00 SETUP $0.00 SETUP $0.00 SETUP $0.00
TOTAL SAVGS $0.00 683.8 TOTAL SAVGS $181,422.91 TOTAL SAVGS $186,228.64 TOTAL SAVGS $183,398.95 TOTAL SAVGS $181,094.79
MOVE $22,022.48 MOVE $2,500.00 MOVE $2,500.00 MOVE $2,500.00 MOVE $2,500.00
ELECT $19,801.59 ELECT $2,500.00 ELECT $2,500.00 ELECT $2,500.00 ELECT $2,500.00
$167,296.29 $2,500.00 $2,500.00
CNC CNC $30,000.00 CNC $30,000.00 CNC $30,000.00 CNC $30,000.00
COST $37,500.00 COST $37,500.00 COST $35,000.00 COST $35,000.00
$143,922.91 $148,728.64 $148,398.95 $146,094.79
$90,000.00 $90,000.00 $90,000.00
$233,922.91 $238,728.64 $238,398.95 $146,094.79
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
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productNew Process 0.51 0.00 0.56 0.00 0.52 0.00 0.00 0.50 0.00 0.00New MFG 0.13 0.13 0.14 0.14 0.13 0.13 0.13 0.13 0.13 0.13Existing >90 Process 3.17 0.00 3.57 0.00 3.20 0.00 0.00 3.11 0.00 0.00Existing >90 MFG 1.10 1.12 1.11 1.11 1.13 1.10 1.10 1.12 0.00 0.00Existing <90 Process 5.51 0.00 5.56 0.00 0.00 0.00 0.00 5.51 0.00 0.00Existing <90 MFG 3.31 0.00 0.00 0.00 3.34 0.00 0.00 0.00 0.00 0.00Fastrack Process 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00Fastrack MFG 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Sum 13.73 1.26 10.93 1.25 8.32 1.23 1.23 10.37 0.13 0.13 13.73Available time H 414.00 414.00 414.00 414.00 414.00 414.00 414.00 414.00 414.00 414.00Shifts per day S 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00TAKT Rate 30.16 329.66 37.88 331.53 49.78 335.91 335.91 39.91 3178.25 3149.93ATw 26.38 7.64 58.10 22.93 22.95 10.33 5.00 5.00 30.00 10.00Resources Required 0.87 0.02 1.53 0.07 0.46 0.03 0.01 0.13 0.01 0.00 3.15Operations per process 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Metric Pre-Kaizen Post-Kaizen Change
Travel 1986’ 500’1486’74.8%
LT Mfg 20.2 d 1 d19 d95%
LT Process 2 d 0.5 d1.5 d75%
WIP 18 j 4 j14 j
77.8%
CONTRACT REVIEW KAIZEN
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
MetricPre-
KaizenPost-
KaizenChange
Cycle time – New
2150 min 1725 min425 min
19%
Cycle time – Repeat
830 min 645 min185 min
22%
Work Instructions
0 5 5
Lead Time 387 hrs 37512 hours
4%
Through-put 1.78 Jobs/d 2.54 jobs/d.76 jobs/d
46%$4,000,000/yr
ENGINEERED TO ORDER KAIZEN
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Metric Pre-Kaizen Post-Kaizen Change
Planning time
4 days 1 day3 days75%
WIP Inventory
71 Jobs$1.3 mil
24 Jobs$0.4 mil
47 Jobs66%
Through put
75 pcs/day 75 pcs/day
PRODUCTION PLANNING KAIZEN
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Benefits PROJECT 1
Metric Pre-Event Post-Event Improvement PercentageDollarized
Improvement
7S AUDIT SCORE 12 pts 91 pts 79 pts 658%
SQUARE FOOTAGE 172 sq ft 100 sq ft 72 sq ft 42% $100,800
SAFETY Dangerous Hazard free
TIME 30 min 100% $15,750
Benefits PROJECT 2
Metric Pre-Event Post-Event Improvement PercentageDollarized
Improvement
7S AUDIT SCORE 3 pts 67 64 pts 2133%
SQUARE FOOTAGE 8 sq ft 8 sq ft
TIME 10 min 100% $1100.00
GENERAL APPEARANCE
cluttered neat
HOSPITAL 7S KAIZENS
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
LESSONS LEARNED
1.Don’t be rigid in your kaizen process2.Have a coordinator to manage the events
1.Too many events at once will create a mess2.Schedule the events to manage resources
3.Communicate, Communicate, Communicate4.ROI Before the event5.Small to make big, Big to make better
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Thank YouPaul Kobishop
Director of Quality Assurance and Lean Systems
Continuous Improvement Manager
Phoenix, AZ
303-882-6040