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1、Yellow Belt Training 10 Step Kaizen Process,This product was funded by a grant awarded under the Presidents High Growth Job Training Initiative as implemented by the U.S. Department of Labors Employment & Training Administration. The information contained in this product was created by a grantee org
2、anization and does not necessarily reflect the official position of the U.S. Department of Labor. All references to non-governmental companies or organizations, their services, products, or resources are offered for informational purposes and should not be construed as an endorsement by the Departme
3、nt of Labor. This product is copyrighted by the institution that created it and is intended for individual organizational, non-commercial use only.,Step Six: Develop Kaizen Plan,Go to “red light thinking” pick ideas to implement From “try storming”, choose ideas to be duplicated, modify others & eli
4、minate the rest Document the wastes to be eliminated Identify required resources Establish implementation responsibilities, due dates/time Inform impacted team members management and get buy-in,References,Gemba Kaizen by Masaaki Imai The Idea Generator (Quick & Easy Kaizen) by Norman Bodek & Bunji T
5、ozawa,Kaizen Definitions,Change + Improve Take Apart & Make Better Continuous Improvement,Continuous Improvement,Change your way of working,Kaizen Shifts the Responsibility to You!,Present an idea to your supervisor Keep the supervisor informed of your daily progress Write up the idea to share with
6、your co-workers Report back on your success or needs for additional assistance,You Dont Ask You Dont Get,Quick and Easy Kaizen Is an improvement system that includes ALL EMPLOYEES Shifts the responsibility for improvement to the worker Focuses on small changes that can be applied immediately Require
7、s each person to write down and implement his/her own ideas Begins with you!,Shortcut by Changing Methods,“First, have a definite, clear practical ideal; a goal, an objective. Second, have the necessary means to achieve your ends; wisdom, money, materials and methods. Third, adjust all your means to
8、 that end.” Aristotle,Ask your employees to fFind a new way to do things more quickly, or skip doing unnecessary things. That is Kaizen activity.,The iron bar is a method to reduce inventory,Kaizen means: I. Selecting a better way to do things II. Dont stick to just one way or the old way III. Think
9、, study, and devise new ways to do things.,Kaizen is Quickly, Simply, Easily, Persistently, Tenaciously, and Continuously Sustained and Repeated,Kaizen is continuous trial and error, within the scope of your own job.,Review Your Job,Why do I need to do this? Why do I need to do this thing to that ex
10、tent? Are there any other ways to do this job? What about other companies, how do they do what I am doing here?,Overcoming Limitations,Limitations Budget Time Manpower Equipment Facilities Human Factors Organizational Constraints,Actions If we dont have a large enough budget, we come up with ideas w
11、ithin our limited budget. If we only have three people to do the job, come up with a method to do the job with three people. That is Kaizen.,We Cant Do That Syndrome,We produce such a variety of products Our products are custom; we cant standardize The change is too rapid We are not in a mass produc
12、tion situation Our people are too busy,Share Ideas & Success Freely,How can you write down and share improvements quickly? How can you implement improvement quickly? How can you bring improvement ideas to the surface continuously?,3 Rules to Implementing Kaizen,Stop doing unnecessary things. Reduce.
13、 If you cant stop, reduce them somehow. Change. Try another way.,3 Reasons to have a Quick and Easy Kaizen system:,A conscious effort. To have improvement activities continue. Improvement becomes an organization-wide effort involving all employees.,In Kaizen, you dont have to be perfect Kaizen striv
14、es to get immediate results By making a small difference By taking a small step,Improvement Are Done:,Consciously Continuously Involve ALL Employees,Kaizen is:,Ordinary Common Obvious,Start with “better,” while striving for the best. By changing this way, you can do it right now when the best is som
15、ething you cannot do right now; it is too much. Start with what you can do and go as far as you can.,3 Elements of Successful Kaizen,Surface write it down. Implement you do it. Share post it, review it, and talk about it.,Share it, post it, review it and talk about it.,Kaizen is For You!,Dont stick
16、to one way of doing the work. With Kaizen you can change yourself and you can change your workplace. Kaizen should be done to benefit you. The person who gains the most from the Kaizen is the person who did the Kaizen.,Improvement by Visualization,Displaying, indication, and signs Emphasizing, color
17、, size, graphs Making a graph so that you can see the changes in visualization or comparison,Kaizen Targets,Customer service can be improved Quality can be improved Costs can be lowered Schedule improve delivery and production time Cycle time, set up time can be reduced Inventory reduce unnecessary
18、stock Safety reduce possible accidents,Kaizen Targets,People improve workers skills and knowledge Equipment improve downtime and efficiency Environment improve air quality, reduce odors Visual use colors, clean up, find things easier more easily Location or distance reduce unnecessary motion or faci
19、litate necessary interaction, etc.,Kaizen = Change + Improve,Changing your viewpoint or your position Changing your steps or methods Changing the way you are combining things Changing materials and parts Changing in a “pinch” or in a difficult time Changing negative to positive Changing the timing,
20、etc.,Kaizen also means to better communicate, to do better calculations, and make better explanations. That is Kaizen too.,Kaizen Mistakes,Saying but not Implementing Implementing but not Surfacing Surfacing but not Sharing,Eliminate the Unfinished,Saying and not doing. Doing but not doing any follo
21、w-up. Writing without any follow-up. Collecting but no follow-up later.,3 Obstacles to a Creative System,Employees dont have any good improvement ideas. You dont ask you dont get. Employees are happy just to do their job everyday and not think about change.,3 Report Items:,Before: What was the probl
22、em? After: How was it improved? Effect: What were the results?,Now is the only moment in time over which we have any control. Dream it now Plan it now Want it now DO IT NOW!,Kaizen is NOW!,Harry Smith,Kaizen for Troubleshooting & Problem Solving,5 Steps to Kaizen Problem Solving,1.) When a problem (
23、abnormality) arises, go to Gemba first. 2.) Check the Gembutsu (relevant objects). 3.) Take Temporary Countermeasures on the spot. 4.) Find the Root Cause. 5.) Standardize to Prevent Recurrence.,Step #1 Go to Gemba First,Gemba means: “Real Place”, or Where the “Action” is. When a problem arises, go
24、to Gemba first. Solve Specific Problems. Gemba is the most important place in an Company. Soichiro Honda; Founder of Honda Motor Co. did not have a Presidents OfficeHe was always found somewhere in GEMBA.,Step #2 Observe Gembutsu,GEMBUTSU means something physical or tangible Problem Ex. - Broken-Dow
25、n Machine, Reject, Service Delivered Poorly, Returned Goods, Complaining Customer, Poor Information Management! Observe Conditions that produced the Problem. Gather DataLook Closely at Materials, Machines, Manpower, & Methods,Step #3 Immediate Temporary Fixes,Take Immediate Action with a Temporary F
26、ix. Temporary Fixes only address symptoms, not the root cause Never stop the kaizen effort at the third stage (temporary countermeasures) Must find the root cause, then standardize to prevent re-occurrence,Step #4 Find the Root Cause,Many problems can be solved quite readily using the Gemba-Gembutsu
27、 principles 1.) “Why are you throwing sawdust on the floor?” “Because the floor is slippery and unsafe.” 2.) “Why is it slippery and unsafe?” “Because theres oil on it.” 3.) “Why is there oil on it?” “Because the machine is dripping.” 4.) “Why is it dripping?” “Because oil is leaking from the oil co
28、upling.” 5.) “Why is it leaking?” “Because the rubber lining inside the coupling is worn out.”,Step #5 Standardize to Prevent Recurrence,The Last Rule is Standardization. Eliminate Root Causes Implement Permanent Solution Confirm the Effectiveness of the Permanent Solution. Standardize the use of th
29、e new Procedure.,12 - Kaizen Target Areas Kaizen Teams,Customer Service can be improved Quality can be improved Costs can be lowered Schedule improve delivery and production time Cycle Time, Set-up Time can be reduced Inventory reduce the unnecessary stock Safety reduce possible accidents People imp
30、rove workers skills and knowledge Equipment improve downtime and efficiency Environment improve air quality, reduce odors Visual use colors, clean up, find things easier Location reduce unnecessary motion or facilitate necessary interaction, etc.,Kaizen Events with Teams,Kaizen Session Preparation M
31、anagement Selects Target Area Set Time 2 to 5 Day Kaizen Events Set Scope - Project Boundaries Identify Basic Theme or Improvement Targets Select Kaizen Team Members (4- 6 Cross Functional) Objective “Eyes” assigned to Project (Typically an External Consultant) Just Do IT !,Participate Observe & Stu
32、dy the Process Use Creativity (Before Capital) Use Kaizen Tools Share Ideas Ask Questions Experiment with Changes,Team Members Role,Kaizen Lean Tools Training Team Walk-through the Work Area & Observe and Collect Data Identify “WASTE” & List Opportunities for Improvement Group Opportunities & Assign
33、 Tasks to Team Members Periodically Meet with Team Members to assess, share ideas, Discuss Possible Solutions Experiment with Changes “TRY STORM” Adjust Solutions Based on Findings Implement Changes & Document,Kaizen Team Work Plan,1. Go to where the action is.Gemba! 2. Question current practices. 3. Use creativity before capital. 4. Involve the workers in the process. 5. Seek the wisdom often. 6. Avoid “PENCIL” kaizening. 7. Gather accurate data. 8. “Ready, Fire, Aim” is OK. 9. More than one solution OKLong & Short Term) 10. Ask “Why?” 5 Times. (Root Causes),Ten Rules for Kaizen,