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KAIZEN Foundation

TPS. MUDA / KAIZEN. JUST in TIME. JIDOKA. Standardized Work. Safety & 5S. KAIZEN Foundation. The House Toyota Built. Standardized Work. Agenda - Goals. Introduce goal of Kaizen Discuss purpose of Kaizen Discuss elements of Kaizen programs. What does Kaizen mean?.

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KAIZEN Foundation

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  1. TPS MUDA / KAIZEN JUST in TIME JIDOKA Standardized Work Safety & 5S KAIZEN Foundation The House Toyota Built Standardized Work

  2. Agenda - Goals • Introduce goal of Kaizen • Discuss purpose of Kaizen • Discuss elements of Kaizen programs

  3. What does Kaizen mean? • “Kai” (Ky) means change • “zen” (zen) means good (for the better) Kaizen are small, continuous improvements that are implemented right away.

  4. Kaizen The goal of Kaizen is incremental improvement activities. Activities focus on • Improving quality • Refining process • Eliminating waste

  5. Additional Kaizen Benefits • Cost reductions • Safety improvements • Environmental improvements • Lead time reductions • Increased teamwork • Better work environment • Improved employee morale

  6. Purpose of Kaizen • Eliminate waste • Involve employees in problem solving • Apply immediate action to address small improvement opportunities

  7. Elements of Kaizen • Types of Kaizen • Process improvements • Equipment improvements • Key Principles for improvements: • Elimination • Combination • Rearrangement • Simplification

  8. Eliminate Combine Rearrange Simplify 4 Principals of Kaizen There are 4 principles for practicing KAIZEN, and they can be hints when we think about KAIZEN. -Reduction -Easy to see -Use tools -Easy to take out and put in etc. Jobs can be performed without much thought, staring and skill. Can we -stop it ? -eliminate it? etc. Make the purpose of the operation clear. Can we -gather them? -join them? -do at the same time? etc. -Replace the order -Change the methods -Exchange -Reverse -Change process sequence etc. Try to change the methods. Please apply these principles and practice KAIZEN.

  9. Examples Eliminate Combine Conveyor Guide Joint 2 different sizes of wrench Wrench Joint Omit an operation Hose Brush Rearrange Simplify Stopper Press Jig Brush It doesn’t need skill or knack. Omit holding Clamp Bolt tightening Glue Use both hands Felt pen

  10. Forcing Work vs Raising Efficiency through Kaizen

  11. Action Based on Kaizen Needs • Know the problem through first hand observation – go and see for yourself • Define the Kaizen purpose or goal • Set a proper target for the improvement

  12. Setting Kaizen Goals / Targets Challenge what you must do – rather than what you can do If a repair will take time Do Kaizen for a quick repair Do Kaizen for no defects

  13. Involving Others • Involve actual operators in Kaizen • Operators have better hands-on knowledge

  14. Root Cause Analysis Ask “Why” 5 times or perform Fault Tree Analysis to get to the root cause before trying to solve the problem or make improvements

  15. Consider New Opportunities • No idea is a bad idea • Be open to change • See waste as an opportunity • Ask the silly questions, challenge the givens • Understand the data and principles • Speak up!

  16. Take Immediate Action • Make a quick Kaizen instead of a slow ingenious improvement • Just do it – even if you’re not sure it’s the best change

  17. MUDA Kaizen before Equipment Kaizen • Equipment Kaizen costs money • Always do Process Kaizen before Equipment Kaizen • Performing Equipment Kaizen after Process Kaizen is more economical

  18. Before Implementation of Kaizen When a countermeasure is decided, always check safety and quality considerations before implementing

  19. Typical Roadblocks to Kaizen • Too busy to study or do it • Someone already tried it • Not in the budget • Not our problem – let someone else analyze it • Theory is different from practice • Doesn’t match company policy

  20. Levels of Kaizen at Raymond • Individual / group changes based on employee suggestions • Kaizen Blitz – changes suggested by employees, groups, or direction from management • Kaizen Project Teams • Jishuken Project Teams

  21. Raymond Kaizen Program • Employees may submit suggestions as individuals or a group • All employees (90+ days) are expected to submit Kaizen suggestions • Employees can apply to participate on Kaizen Project teams • 90+ days • Fully meets or better on last performance rating

  22. Raymond Kaizen Program:How to Begin a Kaizen Individual/Group • Obtain Kaizen form from ATL, TL, or Manager • Fill out form – one for each improvement and submit to ATL, TL or Manager • Upon approval, management will communicate when to proceed with implementation

  23. Kaizen Rules • No idea is a bad idea • Stay positive • Speak out if you disagree • No blame opportunity • Treat others as you want to be treated • Communicate and value feedback

  24. Kaizen Project Teams To apply for a Kaizen Project Team: • Openings for applications will be posted on company bulletin boards. • Submit application at that time

  25. Review • List the goals of Kaizen • Give an example of each key principle for Kaizen improvements • Name two types of Kaizen and explain which type should occur first and why

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