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KaizenKaizen

Superfactory Manufacturing Excellence SeriesLean Overview5S & Visual FactoryCellular ManufacturingJidokaKaizenPoka Yoke & Mistake ProofingQuick Changeover & SMEDProduction Preparation Process (3P)Pull Manufacturing & Just In TimeStandard WorkTheory of ConstraintsTotal Productive MaintenanceTraining Within Industry (TWI)Value Streams

© 2007 Superfactory™. All Rights Reserved. 2

ContentsContents

• Introduction• Background and History• Components and Implementation

– How to KaizenHow to Kaizen– The Kaizen BlitzThe Kaizen Blitz– RoadblocksRoadblocks

• Knowledge Check


IntroductionIntroduction

• Kaizen is a process of continuous incremental improvement.

• The “kaizen blitz” is a five-day continuous improvement activity focused on a very specific process.


Components and ImplementationComponents and Implementation

• Selecting ProjectsSelecting Projects• Setting GoalsSetting Goals• The Team and Team LeaderThe Team and Team Leader• Support and InfrastructureSupport and Infrastructure• The Kaizen BlitzThe Kaizen Blitz• Potential RoadblocksPotential Roadblocks• Kaizen StepsKaizen Steps

– Set the sceneSet the scene– Observe the current processObserve the current process– Develop the future state processDevelop the future state process– Implement the new processImplement the new process– Report and AnalyzeReport and Analyze


Selecting Kaizen ProjectsSelecting Kaizen Projects

• Desirable criteria for initial projects– Unambiguously measurable– Management enthusiasm– A clear business need– Highly visible process– Fairly easy project– Strong environment for follow-up– Simple process– Stable and repeatable process– Allows contribution by all employees – not a

technical exercise– Self-contained process


Support and InfrastructureSupport and Infrastructure• Eliminate interruptions for team members

– No cell phones– No visitors– Dedicated conference room– Eat together

• Supplies– Flip charts– White board– Snacks

• Management support– Team members have full support of

management– Responsibilities are covered to eliminate

interruptions


Kaizen “Blitz”Kaizen “Blitz”

• Total focus on a defined process to create Total focus on a defined process to create radical improvement in a short period of radical improvement in a short period of timetime• Dramatic improvements in productivity, Dramatic improvements in productivity, quality, delivery, lead-time, set-up time, quality, delivery, lead-time, set-up time, space utilization, work in process, workplace space utilization, work in process, workplace organizationorganization

• Typically five days (one week) longTypically five days (one week) long


Observe the Current ProcessObserve the Current Process

• Crucial first step in process improvementCrucial first step in process improvement• Deep understanding of the existing Deep understanding of the existing

processes and dependenciesprocesses and dependencies• Identify all the activities currently involved in Identify all the activities currently involved in

developing a new productdeveloping a new product• Observe the process first handObserve the process first hand• Flowchart the processFlowchart the process• Take measurements – time, yield, travel Take measurements – time, yield, travel

distancedistance• Identify Value Added (VA), Non-Value Added Identify Value Added (VA), Non-Value Added Required (NVA-R), and Non-Value Added Required (NVA-R), and Non-Value Added (NVA)(NVA)• Generally creates more questions than Generally creates more questions than answersanswers


Develop the Future StateDevelop the Future State


Typical ResultsTypical Results

• 40 – 60% reduction of lead time40 – 60% reduction of lead time• 10 – 15% productivity improvement10 – 15% productivity improvement• 10 – 20% reduction in rework10 – 20% reduction in rework• Improved communication between functions Improved communication between functions

and departmentsand departments• Clearly defined customer needs throughout Clearly defined customer needs throughout

the value streamthe value stream• Improved customer satisfactionImproved customer satisfaction

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