final ppt snata pars

8/8/2019 Final Ppt SNATA Pars

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Sparsh Arora 9030241432Suryasnata Mohapatra 9030241434Saiyad Ali Marjaie 9030241428

KAIZENThe Key to JapansCompetitive Success

By MASAAKI IMAI


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Agenda

2. Targets

3. Waste

4. Time

5. Implementation

1. An Introduction

6. Commandments

7. Case Study


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Be it our working life, our sociallife, or our home life, deserves to

be constantly improved

KAIZEN Philosophy


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KAIZEN- An Introduction

Masaaki Imai is known asthe developer ofKaizen.

('kai') KAI means'change' or 'the action tocorrect'.

('zen') ZEN means

'good'


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Kaizen is small incremental changes made for

improving productivity and minimizing waste.


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Customerorientation

TQC

Robot

ics

QCc

ircles

Su

ggestionsyste

m

A

utomation

Disciplineinthe

workplace

TPM

Kamban

Qualityim

provement

JustinTime

Zerod

efects

Small-groupactivit

ies

Cooperativelabor

managem

entrelations

Productivityim

provement

New-produc

tdevelopment

KaiZe

N


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2 types of change for improvement

The 1st involves innovation - applying high costsolutions such as state of the art technology

The 2nd uses common sense tools, checklists &

techniques that do not cost money.

This approach is called kaizen


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Kaizen Target

Easy Handling of operations Improve equipment effectiveness Zero loss in minor stops, measurement and

adjustments, defects and unavoidabledowntimes.

30% Manufacturing cost reduction


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Shift Mind Set

Current Thinking Required Thinking

WASTETYPESOF

WASTE

Correction

Processing

Motion

Waiting

Inventory

Transportation

Over-Production


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KODAK OPERATING SYSTEM

CALL ITCALL IT

TWENTY?TWENTY?

22 TO BE ON22 TO BE ON

THE SAFE SIDE!THE SAFE SIDE!

TENTEN

PLEASE!PLEASE!

Over - Production

Taiichi Ohnos 7 Wastes


Waiting


Transportation


How do you spell that?

Over -Processing


Inventory

$$$$ $$$$ $$$$$$

$$ $$$$$$

$$


Motion


Defects / Rejects / Re-work


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VELOCITY FOR COMPETITIVE ADVANTAGE

StandardizationProcess optimizationElimination of waste

Evolution in people and technique

Durable training


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TIME:TIME: The single best indicatorof competitiveness

Customer Lead Time / Delivery Time

Working to reduce or minimize each of these times canmake your company more valuable to both its internaland external customers.

Set-up or Change-over Time

Product Development Time

Manufacturing Cycle Time


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Shrinking Lead Times

Order Lead Times Manufacturing Lead Times Delivery Lead Times

Manufacturing Lead TimesOrder Lead

TimesDelivery Lead

Times


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Non-Value Added Time (NVA)99% of Total Lead time

Value Added Time (VA)1%


VA1/2 %

Value AddedActivity (VA)

Non Value Added

Activity (NVA)


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Wheres the Time in Lead Time

NVA Time95% of Total Lead time

VA5%

When we look at attacking the NVA Activities in the Timelineand compare that to the original timeline:


Value Added Time (VA)1%

This shows a 5X improvement in lead timeGreatJob!!

Greatest Opportunities are actually here!


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.1 &Form a teamallocate

responsibilities

SevenSevenStepsSteps

.2 Measurecurrent

state

. &3 Analysisimprovemen

t

.4 Apply firstimprovement

.5 Set processwith new

scenario

.6 Analysis&

improvement

. -7 Set up boardfor

visualizatio

&nmonitoring

CuttingChange overtime


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PLAN

DO

CHECK

ACT Implementation


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Kaizen in 5 days

Conceptual:raining on

ay 1

-rojectpecificTraining

&easurenalyze

urrent WorkProcess

ormulaterocessImprovements

ay 2ay 1

valuateImprovements

stablish NewtandardProcess

perate Usingew StandardProcess

inalize NewtandardProcess

resentesults and

!elebrate

ay 4ay 1 ay 2 ay 3

reate andap newprocess

ay 3ay 1 ay 2 ay 4ay 1 ay 2 ay 3 ay 5ay 4ay 2 ay 3ay 1

usinessrocessKaizen tandardOperations5S aizenMethodology &oolsTechniques


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Result


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Improv

emen

t

Time

A P

DC

A PDC

Innovate

Innovate

Two Primary Ways to Improvement:Breakthrough / Innovation Cycle and

Kaizen

Adapted from: Imai, Kaizen


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Backslide

What usually happens

Time

I

mprov

emen

t

Backslide

Backslide

Could-a-Been

Actual

If worked to thenew standards

Innovate

Innovate



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Kaizen Prevents Backsliding

Time

Improv

emen

t

Kaizen

New Way Actual

OldWayActual

Kaizen

Kaizen

Innovate

Innovate

Standardize



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Kaizen Tools

Why - Why analysis

Error correctionSummary of losses

Kaizen register Kaizen summary sheet


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Benefits of Kaizen

It is a process oriented approach, hence has lasting impact asimprovements are made where faults are identified.

There is a high level of employee involvement which enhances theirmorale and motivation.

It helps to improve quality, there by enhancing customer satisfaction.

It helps to improve productivity resulting in low cost of operation.

It helps to reduce the rate of accidents thus improving work safety.

It aids in waste reduction in areas such as inventory, waiting time,transportation and others which in turn aids in better utilization ofspace and resources.

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Challenges faced by Kaizen

It requires lot of effort especially by executives at thetop-most level.

It is a people oriented approach. So employee supportis critical for successful implementation of Kaizen.

It requires a long term discipline and commitment.

So everyone should be patient about the results.

It should be a continuous process or else the expectedresults would not be obtained.

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11The costumer :The ultimate Judge of quality

22The eye of the needle struggle to enter the market

33Supplier relations

44Changing Corporate culture :Challenge to the west

(Citizens Against Virtually Everything)

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Kaizen Commandments Top Twelve

No interruptions from outside the Event.

No veto power from outside the team.

Rank has no privilege.Abandon departmental / silo thinking.

Finger-pointing has no place.

Avoid scope creep. Use creativity before capital.

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Kaizen Commandments Top Twelve Think yes, if instead of no, because

Get good data, then add experience and instinctto the mix.

Seek the wisdom of ten rather than the knowledgeof one.

Keep an open mind. Challenge existing

paradigms. Challenge everything! Improvements implemented today are better thanplanning to implement in the future.

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Dont see the happy face?

Sewing machine

An old lady employee

Both hands engaged to lead the narrow band

Material roll on a stool Production process should stop if somewhere itches!!

Case

1

CURRENT SITUATION

Sewing machine

An old lady employee

Both hands engaged to lead the narrow bandProduction process should stop if somewhere reaches!!

Happy face

Hands off to scratch wherever you want!!

Non-stop Production

Hands as important resources are free

+ KAIZEN

AFTER KAIZEN

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Dont see the wastage?

Case

2

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Results

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uAffect regulatory severityu

uForce hasty, inadequate workuuCut cornersu

uWork against the agency missionu

uSeek to fault staffu

Kaizen Does not...Kaizen Does not...

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References

Kaizen, Imai

The Idea Generator (Quick and Easy Kaizen),Bodek

The Idea Generator (Quick and Easy Kaizen)Workbook, Bodek

Creating a Lean Culture, David Mann

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