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KAIZEN

KAIZEN. WHAT IS KAIZEN. CONTINUOUS IMPROVEMENT NEW TECHNOLOGY ADAPTATION. KAIZEN. These improvement were made by involving all employees hence their Morale, Productivity and Quality went up, resulting in cost reduction Whenever any new technologies were introduce, the changeover was

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KAIZEN

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  1. KAIZEN

  2. WHAT IS KAIZEN CONTINUOUS IMPROVEMENT NEW TECHNOLOGY ADAPTATION

  3. KAIZEN These improvement were made by involving all employees hence their Morale, Productivity and Quality went up, resulting in cost reduction Whenever any new technologies were introduce, the changeover was Very smooth. This approach is Called KAIZEN

  4. SPORADIC AND IN BIG STEP • SUDDEN. • INVOLVES FEW . BRILIANT PEOPLE & IS • INDIVIDUAL BASED. • TECHNOLOGY ORIENTED. • THROWS OLD SYSTEM BRINGS NEWER • ONES. • REQURIES HEAVY INSVESTMENT. • DRAMATICALLY VISIBLE IN SHORT TERM BUT IS SMALLER IN LONG TERM • RELIES ON NEW INVENTIONS & THEORIES. KAIZEN Vs INNOVATION CONTINUOUS AND IS IN SMALL STEPS GRADUAL. INVOLVES EVERY BODY & GROUP BASED HUMANISTIC MAINTAIN & IMPROVE EXISTING SYSTEM. REQUIRES NO INVESTMENT. EFFECT IS LONG TERM & LONG LASTING BUT NOT OBVIOUS IN SHORT TERM. CONVENTIONAL KNOW-HOW BY WAY OF EXPERIENCE.

  5. 3-M

  6. 3M MURI - INCONVENIENCE MUDA - WASTAGE MURA - INCONSISTANCY

  7. 3M OBJECTIVE BASIC OBJECTIVE OF QUALITY CONTROL IS TO AVOID THESE 3M IN PRODUCTION PROCESS. BY IMPROVING. --- METHOD OF WORK. --- MACHINE LAYOUT --- HUMAN RELATIONSHIP

  8. 1M- MURI(INCONVENIENCE) -- HIGH SPEED WORK. -- UNCOMFORTABLE POSITION OF OPERATOR. -- DEPENDENCE ON PHYSICAL WORK. -- UNNECESSARILY HIGH STANDARDS -- LACK OF EDUCATION & TRAINING

  9. 2M-MUDA(WASTAGE) -- TIME WASTAGE BY WORKERS. -- UNNECESSARY MOVEMENT IN THE PROCESS OF MATERIALS AS WELL AS MEN. -- SCRAP. -- REJECTED MATERIAL. -- HANDLING -- IMPROPER PLANNING -- IMPROPER MAINTENANCE OF MACHINE.

  10. 3M-MURA(INCONSISTENCY) -- SOME WORKER WORK HARD AND OTHER DO NOT. -- INCONSISTENT QUALITY OF PARTS -- MACHINES ARE INCONSISTENT. -- LINES ARE NOT BALANCED

  11. 3-K

  12. 3-K Way to standardize the work and minimize mistake KIMERAARETA KOTA GA : WHAT HAS BEEN DECIDED KIHON DORI : EXAXTLY AS PER STANDARD KICHIN TO MAMORU : MUST BE FOLLOWED

  13. 4-GEffective Problem Solving

  14. GENCHI : GO TO THE ACTUAL PLACE GENBUTSU : SEE THE ACTUAL PROBLEM GENJITSU : TAKE REALISETIC ACTION BASE ON FACT. GENSOKU : ACTION MUST BE BASED ON SOUND THEORIES.

  15. 5-SImprove Quality

  16. WHAT IS WORK PLACE ORGANIZATION A SYSTEMATIC & RATIONAL APPROACH TO CLUTTER FREE, SAFE, WORKPLACE WITH THE OBJECTIVE OF REDUCING WASTE & PREPARING THE GROUND FOR FURTHER IMPROVEMENT.

  17. 5s (BACKGROUND) SINCE THE EARLY 80`S JAPANES INDUSTRIES WIDELY PRACTICED 5S AS A POWERFUL TECHNIQUE AND QUALITY . TODAY 5S IS USED IN WORLDWIDE TO PREPARE THE GROUND FOR IMPROVEMENT.

  18. 5s(ELEMENTS) 5 SIMPLE STEPS SEIRI : SORTING OUT SEITON : SYSTEMATIC ARRANGEMENT SEISO : SPIC & SPAN (CLEANUP) 4.SEIKETSU : STANDARDIZATION 5.SHITSUKE : SELF DISCIPLINE

  19. 5s(SEIRI) SORTING OUT, ORGANIZATION HUMAN TENDENCY OF NOT THROWING AWAY THINGS, BECAUSE WE THINK “ IT MIGHT COME IN HANDY SOME DAY” HOWEVER IN MOST CASE , WHEN YOU NEED THEM THEY ARE EITHER NOT TRACEABLE OR HAVE DETERIORATED BEYOND USE. SEIRI IS ABOUT SEPARATING THINGS WHICH IS NECESSARY FOR JOB FROM THOSE THAT ARE NOT & KEEPING THE NECESSARY ONCE.

  20. 5s(SEIRI) SORTING OUT, ORGANIZATION 1. CLEARLY DISTINGUISH NEEDED ITEMS FROM UNNEEDED OR 2. IDENTIFY USABLE & NON – USABLE ITEM

  21. 5s(SEIRI) SORTING OUT, ORGANIZATION HELPS TO : DECREASE UNNECESSARY ITEMS / RESERVE STOCK. EFFECTIVE SPACE UTILIZATION STOP MATERIALS FROM DETERIORATING AND / OR GETTING DAMAGE REDUCE WASTAGES, INCLUDING SEARCHING TIME.

  22. 5s(SEITON) SYSTEMATIC ARRANGEMENT A RATIONAL ORDERLY AND METHODICAL ARRANGEMENT OF ALL ITEMS WE USE, RE –WORK OR WRITE OFF.

  23. 5s(SEITON) SYSTEMATIC ARRANGEMENT PUTTING THINGS IN ORDER AFTER TO MINIMIZING SEARCH TIME AND ERRORS.

  24. 5s(SEITON) SYSTEMATIC ARRANGEMENT STEPS: ENSURE RATIONAL LAYOUT OF MACHINES, EQUIPMENTS CABINETS. PLACES FREQUENTLY-USED ITEMS AT THE POINT OF USE. IDENTIFY EVERYTHING ,USE LABELS,COLOUR CODE USE INDEXING FOR FILES RECORDS , DRAWINGS. EASY RETRIEVABILITY.CABINET , SHELVES , RACK SELF EXPLANATORY IDENTIFICATION AIDS. VISUALIZATION OF EACH THINGS TO MINIMIZING SEARCH TIME AND ERRORS.

  25. 5s(SEITON) SYSTEMATIC ARRANGEMENTHELP TO REDUCE: PREPARATION AND MACHINE SETTING TIMINGS. TIME SPENT ON LOCATING OR WAITING FOR TOOLS PARTS / MATERIALS. PROCESSING TIME AND CYCLE TIME ,BY IMPROVING THE LAYOUT OF THE WORK PLACE.

  26. 5s(SEISO) CLEAN UP TO RETURN ITEMS AND PLACES USED DURING WORK ,TO THEIR ORIGINAL CLEAN AND POLISHED CONDITION; AS WELL AS, DISPOSAL OF SCRAP AND LEFT –OVER MATERIALS, THUS PURIFYING. CLEANING BRINGS FRESHNESS, PROMOTES ORDERLY ENVIRONMENT, AND ON ORDERLY MIND.

  27. 5s(SEISO) CLEAN UP UNDERSTANDING HOW TO PREVENT THINGS FROM GETTING DIRTY AND ENSURING TIP TOP CONDITION.

  28. 5s(SEISO) CLEAN UP STEPS: SURVEY OF THE ORIGINS OF GRIME AND LEAKAGE. PRIORITIES FOR CLEANING WHERE GRIME IS MOST. STUDY WHY THINGS ARE DIRTY. STUDY POSSIBLE PLAN OF ACTION. DECIDE ON ACTION STEPS/ RESPONSIBILITY TIME FRAME.

  29. 5s(SEISO) CLEAN UP HELP TO: INCREASING ACTUAL PRODUCTION, IMPROVED YIELDS. REDUCED ACCIDENT BY REDUCING / ELIMINATING: BREAKDOWNS. STEP AND ADJUSTMENT TIME. FREQUENT STOPPAGES PROCESS DEFECTS.

  30. 5s(SEIKETSU) STANDARADISATION IT EXIST WHEN FIRST THREE PILLARS SORT SET-IN-ORDER AND SHINE ARE PROPERLY MAINTAINED MAKING SORT, SET-IN-ORDER AND SHINE A HABIT.

  31. 5s(SEIKETSU) STANDARADISATION STEPS ARE: FIX RESPONSIBILITY FOR IMPLEMENTING AND EVALUATING SYSTEM. INTEGRATE THESE RESPONSIBILITY INTO ROUTINE WORK. CHECK HOW WELL THE SYSTEM IS WORKING AND SUSTAINING ITSELF.

  32. 5s(SHITSUKE) SELF DISCIPLINE,SUSTAIN, PROPER ATTITUDE. INSTILLING THE ABILITY TO DO THINGS THE WAY THEY ARE SUPPOSED TO BE DONE , WITH REGARDS TO SAFETY RULES , PRACTICES AND PUNCTUALITY. EMPHASIS ON CREATING A WORKPLACE WITH GOOD WORKING HABITS.

  33. 5sCONCLUSION WELL RECOGNIZED JAPANESE METHOD FOR WORK IMPROVEMENT. 5-S CONSISTS OF FIVE PRINCIPLES: ORGANIZATION NEATNESS CLEANING STANDARDIZATION DISCIPLINE.

  34. 5sCONCLUSION 5-S WORK PLACE IS: HIGH IN QUALITY PRODUCTIVITY, KEEPS COST DOWN, ENSURE ON TIME DELIVERY, SAFE TO PEOPLE TO WORK MORALE IS HIGH IT IS ALSO THE STARING POINT FOR MANY COMMON QUALITY INITIATIVES SUCH AS QC CIRCLE, ISO-9000 AND TQM.

  35. POKA-YOKE

  36. POKA-YOKE (MISTAKE PROOFING) JAPANESE WORD FOR MISTAKE PROOFING. IS AVERY POWERFUL SET OF TECHNIQUE THAT EITHER KEEPS DEFECTS FROM NOT OCCURRING OR INDICATING IMMEDIATELY WHEN A DEFECT DOES OCCUR.

  37. POKA-YOKE (MISTAKE PROOFING) THE CONCEPT IS SIMPLE IF MISTAKE ARE NOT PERMITTED TO ENTER THE PRODUCTION LINE, THEN QUALITY WILL BE HIGH AND REWORK LOW. THIS RESULT IN INCREASE CUSTOMER SATISFACTION AND LOWER COST AT THE SAME TIME THE RESULT IN HIGH CUSTOMER PERCEIVED VALUE.

  38. POKA-YOKE STEPS: WHAT IS WRONG? WHERE WAS DEFECT DISCOVERED? WHERE WAS THE DEFECT MADE? WHAT IS THE DIFFERENCE IN TIME AND DISTANCE? WHAT WAS SUPPOSED TO HAPPEN? WHAT HAPPENED THAT WAS NOT SUPPOSED TO HAPPEN? WHY DID THE MISTAKE (NON STANDARD ELEMENT)HAPPENED?

  39. POKA-YOKE STEPS: HOW CAN EACH NON STANDARD ELEMENT (MISTAKE) BE ELIMINATED? NOW ORGANIZE FOR IMPLEMENTING THE SELECTED POKA-YOKE. AFTER INSTALLING, TEST OUT AND NOTE THE RESULT . ARRANGE FOR PROPER MAINTENANCE.

  40. POKA-YOKE CONCLUSION: INCORPORATE QUALITY INTO THE PROCESS. MISTAKE AND DEFECTS CAN BE ELIMINATED. DON’T HESITATE TO GO AHEAD WITH GOOD IDEAS AND IF AND IDEA DOESN’T WORK, DISCARD IT IMMEDIATELY. INSTEAD OF MAKING EXCUSES THINK OF WAY TO DEAL WITH PROBLEM WISDOM OF 10 IS BETTER THAN THE INSPIRATION OF ONE SEEKING THE TRUE CAUSE – 5WHYS AND 1 HOW.

  41. EXACTNESS

  42. EXACTNESS A MEANS OF ARRESTING VARIATIONS.

  43. EXACTNESS MANAGEMENT HAS THREE KEY FUNCTIONS: RETAINMENT IMPROVEMENT BREAKTHROUGHS

  44. EXACTNESS RETAINMENT IS BUILD ON TWO KEY FACTORS: EXACTNESS DAILY WORK MANAGEMENT.

  45. EXACTNESS TO BECOME WORLD CLASS IS LAID IN UNDERSTANDING AND IMPLEMENTING EXACTNESS. PROF TSUDA USED TERM EXACTNESS TO SIMPLIFIES ‘EXACT’ FOR THE PURPOSE OR EFFECTIVENESS TO IMPROVE CONFIDENCE IN OUR PRODUCT QUALITY i.e. MEETING CUSTOMER REQUIREMENTS.

  46. EXACTNESS EXACTNESS OF OPERATION COME THROUGH EXACTNESS IN: MAN METHOD MATERIAL MACHINE ENVIRONMENT

  47. EXACTNESS ELEMENT CONTRIBUTE TO EXACTNESS: MACHINE CONDITION MACHINE SET UP AND CHANGE OVER. TOOL SETTING AND MONITORING CONDITION. EXACTNESS OF INPUT MATERIAL MATERIAL FEEDING ACCESSIBILITY OF TOOLS AND CONSUMABLES APPROPRIATE INFORMATION APPROPRIATENESS OF HANDLING EXACTNESS IN CHECKING

  48. EXACTNESS ELEMENT CONTRIBUTE TO EXACTNESS: MEASUREMENT FEEDBACK GIVEN TO EACH WORK STATION SPC METHOD OF MAINTENANCE SKILL LEVEL OF OPERATOR COMMUNICATION ON WORK STATION / LINE. SAFETY OF OPERATOR HOUSEKEEPING.

  49. P-D-C-A

  50. PDCA PLAN : THINK FUTURE AND PLAN DO : ORGANIZE ALL RESOURCES TO REALIZE THE GOAL OF PLAN CHECK : CHECK THE RESULT , COMPARING THE GOAL OF PLAN AND ACTUAL ACT : TAKE COUNTERMEASURE AND PREVENTION NEXT PLAN

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