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Vermont ASQ Meeting March 24, 2005 Jeffrey S. Solomon General Dynamics Burlington, VT 05401

Kaizen: Focused, Fast Team Improvement. Vermont ASQ Meeting March 24, 2005 Jeffrey S. Solomon General Dynamics Burlington, VT 05401. Outline. Introduction Kaizen Philosophy and Approach Kaizen Toolbox Results from Some Kaizen Events Lessons Learned (“The Bigger Picture”).

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Vermont ASQ Meeting March 24, 2005 Jeffrey S. Solomon General Dynamics Burlington, VT 05401

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  1. Kaizen: Focused, Fast Team Improvement Vermont ASQ Meeting March 24, 2005 Jeffrey S. Solomon General Dynamics Burlington, VT 05401

  2. Outline Introduction Kaizen Philosophy and Approach Kaizen Toolbox Results from Some Kaizen Events Lessons Learned (“The Bigger Picture”)

  3. What is Kaizen? • “KAI” – Take apart and make better • “ZEN” – Think. Make good the actions of others. Do good deeds. Help each other • KAIZEN – Make people’s jobs easier by taking them apart, studying them, and making improvements • Also known as: The Deliberate Application of Common Sense

  4. Some Kaizen History • First made popular by Toyota as part of their production system (TPS or Lean Manufacturing) in the 1970s • “Discovered” and described in books in the West starting in the 1980s • Popular in American Auto and Aerospace industries in the 1990s (“Kaizen Blitz”) • Key tool in Lean Production today

  5. Kaizen’s Basic Goal • Discover and Eliminate all Waste in a process • Waste (“Muda”) – anything that the customer does not pay for • Some waste is necessary or required by law (personnel files, financial records, meetings, maintenance)

  6. The Seven Types of Waste • Overproduction • Waiting • Overprocessing • Inventory • Motion • Defects • Transportation

  7. Today’s Marketplace • It is no longer Cost + Profit = Selling Price • Today it is • Selling Price - Cost = Profit

  8. Kaizen Event • Focused effort by a full-time, cross-functional team to analyze and improve a process in a short time (usually 1 week)

  9. Kaizen Event Schedule Mon Training and write problem statement Tues – Wed AM Process Analysis and Determine Improvements Wed PM – Fri AM Implement improvements Fri PM Management Outbrief

  10. Kaizen Event Preparation • Select area and determine scope • Select team • Provide rough objectives and some desired improvements • Communicate with all personnel in the area • Get buy-in from support groups

  11. Kaizen Event Team • Some people responsible for and knowledgeable about the process • Some people unfamiliar with the process • 6 to 8 total

  12. Kaizen vs Problem Solving Teams

  13. Kaizen Team Charter • NOT A LICENSE TO SPEND • Challenge Everything • Focus on improving things, not pointing fingers • No action – no success • Quick and simple is better than slow and fancy • If it doesn’t work out, can always go back to the way it used to be

  14. Kaizen Toolbox • Flowcharts • Cause and Effect Diagrams • Pareto Charts • Histograms • Control charts • Scatter Plots • Check Sheets • Statistical Methods

  15. Kaizen Toolbox, continued • Value Stream Mapping • 5S • Takt and Cycle times • Spaghetti Diagram • Poka Yoke • Kanban • Visual Controls • Preventive Maintenance • 5 Whys

  16. 5S • Sort • Straighten • Scrub/Sweep • Systemize/Schedule • Standardize/Sustain

  17. Results from Some Kaizen Events • Paint Room • Potentiometers Area • Proposal Group • Airplane Engine Integration Area

  18. Lessons Learned • Management support critical for long term success • Plan events that support company goals (avoid “shotgun kaizen”) • Your customer or your CFO should see results • Get everyone involved • Complete all actions on time • It’s easier to cut costs by 10% than it is to increase sales by 10% • Take photos before and after

  19. Questions?

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