kaizen and lean - forum-manufuturep.org · kaizen week w results and presentation 5 d. intensive w...

1KAIZEN and GEMBAKAIZEN

are the trademarks of KAIZEN Institute

MANUFUTURE WORKSHOP

KAIZEN and LEANPractice and Evolution: the view of a global

consulting firm

Porto, 25th of June 2007

Euclides Coimbra,

CEO KICG – Kaizen Institute Consulting Group



Contents

• Who is Kaizen Institute?;

• What is the meaning of Kaizen?

• What is the Kaizen Spirit?

• What is a Gemba Kaizen Workshop?

• A Worlwide Trend to Develop CI Systems, The KMS - Kaizen Management System;

• Examples of CI – Continous Improvement Models;

• The Toyota Way – Using Operational Excellence as a Strategic Weapon;

• The Essence of CI Systems, The TFM Model;

• Questions & Answers.



Who is Kaizen Institute?

Local KAIZEN OfficesCountries where we operate

AustinJapan

India

GermanyFrance

Spain

Portugal Italy

Switzerland

Poland

Austria

Czech

Romania

United Kingdom

Bahrain

New Zealand

ChennaiMumbai

Dehli

Thailand

Malaysia

Saudi Arabia

Ghana

Egypt

Mexico

United States

Slovakia

Hungary

UAE

Kenya

Mauritius

China

Philippines

Indonesia

Brazil

Australia

Global Office

Russia

MASAAKI IMAI Founder and

President

Phoenix

Global Office

Local KAIZEN OfficesCountries where we operate

3



What is the meaning of Kaizen?

Change

for the better

K A I Z E N = Continuous Improvement

Z E N

K A I



What is the meaning of Kaizen?



What is the The Kaizen Spirit?

Go to Gemba Change the shop floor to change Habits (mental & physical)

Check Gembutsu Manpower, Machine, Material, Methods

Search for Muda (waste), Mura (variability), Muri (difficulty)

Make KAIZEN® Create Pull Flow and Install Countermeasures



What is a Gemba Kaizen Workshop?

• Team Work;• An issue to improve;• A target to achieve;• A limited duration.

• Done on the Gemba;

• Using a standard methodology;

• To obtain results with low cost, through Muda elimination.

W - 2W - 3

Collect Data

Target and team building

Moderator and team

leader ready

1 d. prep. 1 d. prep.

KAIZEN Week

W

Results and Presentation

5 d. intensiveW + 2 W + 7

Follow up (check & act)

Follow up (check & act)

1 d. follow up 2 d. follow up

Gemba Kaizen WorkshopsFlow

- Muda Elimination- Effectiveness

Product- Quality

- Cost

Equipment- Eficiency- Reliability

Office- Productivity

- Quality



A Worlwide Trend to Develop CI SystemsThe KMS - Kaizen Management System

Suppliers

Customers

Zero Errors

PeopleInvolvement

ProcessFlow

ProcessEffectiveness

Lean Support Systems

QCD QCD

FlowManagement

TFM

FlowManagement

TFM

AssetManagement

TPM

AssetManagement

TPM

QualityManagement

TQM

QualityManagement

TQM

ServiceManagement

TSM

ServiceManagement

TSM

Change ManagementTCM

Change ManagementTCM

Eliminate: MUDA-Losses Build up a solid basis with:

Values Based on Kaizen PrinciplesBuild up a solid basis with:

Values Based on Kaizen Principles Eliminate: MUDA-Waste1) Kaizen Values and Beliefs (way of thinking, mindset)

3) Kaizen Tools (way of acting, what and how)

2) Kaizen Mission (purpose, targets)

“A New Operations System Paradigm”



Examples of CI – Continous Improvement Models

TOYOTA

Pull

CIPCIP Standardization

Standardization

RIETERRPS



The Toyota Way – Using Operational Excellence as a Strategic Weapon

Source: Toyota Way, Liker

A New Operations System Paradigm:

“All we are doing is looking at the time line from customer

order to cash collection…

And we are reducing that time line by

removing the non-value-added wastes”

(Ohno, 1988)



The Essence of CI SystemsThe TFM – Total Flow Management Model

PLANT

Retail

Milkrun Loops

Distribution Centers

S

S

S

S

S

S

S

Suppliers

Capacity Planning ForecastsExecution Orders

KAIZEN Total Flow Management

Reduce Total Lead Time(Increase Process Flow)

Productivity Up,Costs Down,

Customer Satisfaction Up

Total Flow Management

Reduce Total Lead Time(Increase Process Flow)

Productivity Up,Working Capital Down,

Customer Satisfaction Up




Strategy

II. Production Flow

Smed

Border of Line

Layout and Line Design

StandardWork

Low CostAutomation

III. Internal Logistics Flow

Production Pull Planning

Synchronization (KB/JJ)

Supermarkets

Mizusumashi

Leveling

TFM History

I. Basic Reliability

V. Supply Chain Design

TFM Introduction

TFM Videos

TFM Overview

IV. External Logistics Flow

Sour

cing

Fl

ows

(w +

t)

Logistics Pull

Planning

Del

iver

ing

Flow

s (w

+ t)

TFM Case Studies




“The true discovery consists, not in

searching for new lands, but in looking through new eyes.” (Proust).

kaizen and lean - forum-manufuturep.org · kaizen week w results and presentation 5 d. intensive w...

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