kaizen 101 continuous improvement
DESCRIPTION
Kaizen 101 Continuous improvement simple approach . how to make big achievements with small step using continuous improvements in business and life .TRANSCRIPT
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改善Abdulrahman Alghamdi
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改善
改 善KAI ZEN
To Modify, To Change Think, Make Good, Make Better
= KAIZENMake It Easier By Studying It, And Making The Improvement Through
Elimination Of Waste.
改善
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Can you save 500,00 SR
out of your salary ?
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Assume you have 20 years to retire , can
you make it ?
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Can you safe 10 SR
Every day ?
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改善
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改善
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改善Total -
100,000
200,000
300,000
400,000
500,000
600,000
700,000
0% 73,000
5%120,691
6% 134,267
10%209,054
20%681,411
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Can you increase Your savings to
1.5 million SR?
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Can you keep saving 10 SR/ Day
For 5 more years?
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改善1 2 3 4 5 -
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
73,000 120,691 134,267 209,054
681,411
91,265 174,220 200,272
358,984
1,722,751
20 Years 25 Years
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Think
BIG
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Think
BIG
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
Think small
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Affect BIG
Think Small
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Typical Improvement Opportunities Available
改善
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改善
Improvement Approachesof Typical Companies
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Leveraging Opportunities At All Levels
改善
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???? Ask questions ????
• How can we …….
• KISS
• Think small
• Act
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• Problems are opportunities to LEARN• Hiding problems undermines the system
“No Problem” “No Problem” is problem
改善
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Most common mistake
Jumping from “problem” to “solution” without clear understanding and analysis
PROBLEM
SOLUTION
改善
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KAIZEN ( 改善 ) continuous improvement
Diagram by Karn G. Bulsuk
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PCDA Cycle
• Plan: For Improvement• Do: making improvement as planned • Check: is the customers satisfied with
the improvement?• Act: how to approach mistakes and
complaints
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Develop A High-Performance Team!
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ImproveQuality
DecreaseCost
Improve Productivity
DecreasePrices
IncreaseMarketShare
GrowThe
BusinessWith Better
Quality & LowerPrice
Quality’s Chain ReactionOur Problem is Quality!
W. Edwards Deming
How do you organize for Quality?
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Three Methods To Improve Quality
1. Improve The System: Improve the Process that creates the product, or service.
2. Distort The System: Get the demanded result, but it will only be short lived.
3. Distort the Figures: Use creative accounting to hide rework and waste.
CHOICES 2 & 3 ARE THE EASYEST BUT, THEN AGAIN, “SURVIVAL IS NOT MANDITORY”.
W. Edwards Deming
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What is a System?
A “System”: A network of inter-dependent components (sub processes) that work together to try to accomplish the “Aim” of the “System.” The OUTCOME of any “System” pre-exist in the methods of that “System.”
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The Organization As A System
MANAGEMENT’S JOB IS TO:
• Improve The System•Improve The People Working In The System!
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Kaizen and Management
TopMgnt
MiddleMgnt Supervisor Worker
Innovation
Kaizen
Maintenance
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The Five Main Elements Of KAIZEN
• Teamwork• Personal Discipline• Improved Morale• Quality Circles*• Suggestions For Improvement
改善
*Quality Circles : a volunteer group composed of workers , under the leadership of their supervisor , who are involved to identify, analyze and solve work-related problems and present their solutions to management in order to improve the performance of the organization
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改善
KAIZEN EVENT
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KAIZEN EVENT
• Increase awareness of continuous improvement in our teams .
• Introducing the concept• Coaching when needed
• Encourage team members to be involved in improvement
• Personal level• Team level
改善
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Kaizen Event Principles
• The goal of a Kaizen Event is NOT to create a PERFECT process. The goal is simply to create a better process.
• A Kaizen Event does not present the luxury to think of BIG, EXPENSIVE SOLUTIONS.
• Continuous Improvement means :• Simplify• Combine• Eliminate
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Kaizen Mindset!
• Throw out all fixed ideas about how to do things!
• Think of how the new method will work - not how it won’t
• Don’t seek perfection. 50% on the spot is excellent!
• Correct mistakes the moment they’re found!
• Ten people’s ideas are better than one person’s!
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Roles & Responsibilities• Facilitators ( us )
– Focus on participant expectations– Keep participants and Kaizen Event on track– Facilitate application of training to Kaizen Objectives– Relentless pursuit of learning from YOU!
• Participants ( our teams )– Ask questions– Challenge status quo– Actively apply new knowledge/skills to MAKE
CHANGE HAPPEN!
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Continual Improvement Flow Diagram
Define ProblemDefine
Problem
Identify Waste in Current Process
Identify Waste in Current Process
Conduct Gap & Root Cause
Analysis
Conduct Gap & Root Cause
Analysis
Measure Current Performance
Measure Current Performance
Define Should-BeProcess
Define Should-BeProcess
Improve Current Process
Improve Current Process
Develop Measurements
for Success
Develop Measurements
for Success
Standardize Operating Procedures
Standardize Operating Procedures
Develop 30 Day Action Plan
Develop 30 Day Action Plan
Expose ProblemsExpose Problems
Find theRoot CauseFind the
Root Cause
ImplementChanges
ImplementChanges
StandardizeWork
StandardizeWork
Do
It
Do
It
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How Would You Improve This Process?
Who is the customer?
What is their short term need?
What is their long term need?
How can we improve the process?
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One Potential Solution...
Short term solutions can create long term problems.
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Kiazen is not only about working on adding a value ,
work on elimination of waste
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Waste - Defined
• Any activity that consumes resources but creates no value.
• Anything that the customer will not pay for•
• Anything that does not show up in the customer experience.
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Operational Cycle Time
VA NVA
VA
NVA
NVAVA
Typical Company
Traditional Improvement
Waste Reduction
Original Lead Time
Minor Improvement
Major improvement
Time
Improvement Practices
Buying bigger, faster processing equipment addresses only the small value added portion of work performed. Concentrate on eliminating non-value added work to achieve major improvements in lead time.
$$$$$$$$$$$$$
• VA = Value Added Function or Activity• NVA = Non-value added Function or Activity
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KAIZEN Hero
How to create Kaizen heroes ?
• Check the performance of each member NOW
• Motivate everyone to IMPROVE• Not to be the first or highest
• Reward the highest growth• Usually will not be the first
改善
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THANK YOU
改善