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Kaizen Continuous Improvement Philosophy

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The KAIZEN Challenge GEMBA KAIZEN PHILOSPHY 1 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Definition of KA KAIZEN IZEN KAI Change ZEN Good (for the better) KAIZEN = Continual Improvement 2 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Definition of KA KAIZEN IZEN KAI Change ZEN Good (for the better) KAIZEN = Continual Improvement 2 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  K A I Z E N major part of working culture Doing without realising it  continuous improvement  / on-going improvement. involves everyone  ± top management, managers and workers of all levels. levels. 3 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  WHY and HOW did KAIZEN helped Japan become A Major Global Player. Business Environment Globally In the 1960¶s and early 1970¶s, unprecedented growth with tremendous demand for new technologies and new products. R e-Engineering strategy shows best results  Rapidly expanding markets  Consumers more towards quantity than quality.  ³Products sell by themselves´  There is abundant and low cost-resources  A belief that innovative products could offset sluggish performance in traditional operations.  Management more concerned with increasing sales and market shares than with reducing cost. 4 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  The oil crisis in 1970s!!!! The new situation (70¶s) :  Cost of material, energy and labour - Sharp increases  Overcapacity  Increased competition in saturated or dwindling markets (sunset industries)  Consumer values demanding quality first  The need to introduce new products more rapidly  The need to lower breakeven point of production facilities 5 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  To a company, this meant   Increased cost of resources  Stiffer competition  Quality level achievement strategic to win customers  The need to develop customer-orientated products and services faster  than ever  before.  Delays in adopting the latest technology are costly  Delays in adopting improved management techniques are costly Japan¶s KAIZEN Strategy was able to meet the challenges 6 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  The Challenges Facing Us in the 21 st Century 1. Need for high flexibility to respond to market changes and customers¶ requirements 2. Greater control for investments and the need for high returns on investments 3. Faster life cycle of products 4. Increasing cost pressure and price wars 5. Global relocation to countries of mostbenefit, e.g. China KAIZEN strategy can work for any company that takes advantage of the Kaizen tools and turn them into a competitive advantage. 7 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  The Kaizen Strategy No cultural factors Many Japanese management strategies succeed simply because they are good management practices. Over the last thirty years, many companies in many countries worldwide (including Malaysia ± Look East) have successfully adopted them. The lack of cultural bias means that these practices can be just as successfully implemented anywhere. The difference is not one of nationality but one of mentality. 8 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Problem Recognition  o recognition that AN Y and EVER Y company has problems in their  operations. o corporate culture ³everyone can freely admit these problems.´ o problems become opportunities for improvement and solutions. o They will not be hidden, covered up or neglected. 9 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Problem Solving   problems as opportunities for  improvements and solutions.  problems are collective responsibilities to be solved together.  Cross-functional problems (involving a few departments, such as design or launching new products) in Western management are seen in terms of conflictresolution.  apply systematic and collaborative approach for cross-functional problem solving. 10 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Cus tomer Driven   management must satisfy the customer  and serve customers¶ needs if it is to stay in business and make a profit.  Customers¶ concerns include the critical areas of cost, quality and scheduling.  All Kaizen activities should eventually lead to increased customer satisfaction. ³Customer is King´ 11 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Proce ss  Orientated  Everyone is involved in change every day ³T here will be no progress if you keep on doing  things exactly the same way all the time .´  Kaizen generates a process-orientated way of  thinking  Management supports and acknowledges people¶s process-orientated efforts for improvement.  Contrast to Western management practice of reviewing people¶s  performance strictly on the basis of results and not rewarding the effort   people make. 12 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  KAIZ EN  is not  T otal Corporate Strategy  Kaizen does not REPLACE Corporate Strategy. e.g. considerations of Product design and  marketing strategy, innovations and  diversifications  Important for top management to always check actual market conditions and trends, information from customers and competitors.  Identify the trade cycles (cyclic conditions or  product life cycles ± sunrise and sunset industry/technology) 13 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  KEY POINTS WORK CULTURE Kaizen ± CONTINUOUS IMPROVEMENT INVOLVES EVER YBOD Y Re-Engineering - TECHNOLOG Y DRIVEN THRIVE ON HIGH and FAST GROWTH IN ECONOM Y Kaizen Strategy      Problem Recognition Problem Solving Customer Driven Process Orientated Part of Total Corporate Strategy 14 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  KAIZEN And MANAGEMENT Management has two components Management works to MAINTAIN its operations And Management works to make IMP ROVEMENTS 15 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Maintenance :  activities to maintain current technological, managerial and operating standards  Management first establish policies, rules, directives and procedures (Standard Operation Procedures ± SOP)  Ensure compliance by workers.  Enforce through discipline if needed  Management provide training or review  Revise the standard so that people can follow it. 16 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Kaizen :  Kaizen is incremental improvements that is continuous  Many small improvement steps lead to total big step  Improvements are made with little cost involved  It involves all the employees at all levels 17 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Improve ment : ³activities directed toward improving current standards.´ Two components ± Re-ENGINEERING and KAIZEN Re-ENGINEERING 1.Involves a drastic improvement to current conditions 2.Large investment in new technology / equipment 3.Long periods in between these innovation jumps 4.Specialist and selected top people are involved only 18 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  MAINTENANCE And IMPROVEMENT WHERE How TO DRAW THE LINE?? much of your capability is used for each? And How about the whole organisation? 19 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  All Job Functions has the two components Top Management Middle Management I mprovement  Supervisors Maintenance  Workers R esponsibility 20 Q GMP and Contribution GMP Quality Consultants, We turn Knowledge into Practices  GEMBA KAIZEN Perception of Job Function I mprovement  Top Management Middle Management KAIZEN Supervisors Maintenance Workers R esponsibility and Contribution All levels of employees can do KAIZEN Some will do Re-Engineering 21 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Western Perception of Job Function I mprovement  Top Management Middle Management Maintenance Supervisors Workers R esponsibility and Contribution Some will do Re-Engineering All levels of employees do maintenance 22 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Kaizen Nurtures small and ongoing changes (alive, like a flowering plant) Kaizen Needs no large investment to implement Needs continuous effort and commitment. 23 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  KAIZEN  Incremental But Continuous Progress 24 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Re-Engineering - like a volcano that erupts in abrupt explosions from time to time. Ideal pattern ± the ³STEP´ Time Ex : Capacity for new machine 3000/day  Quality of new products when set up 10,000ppm R e liability ± µzero breakdown¶ 30,000 hrs/mth Sales volume 3 million pieces/month 25 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  R E-ENGINEE    NG    ENGINEE RI -  Dramatic But Intermittent Progress THE IDEAL Higher Q GMP Standard Achieved Through Re-engineering Is Subject To Deterioration Unless Continuing Eff orts Are Made First To Maintain It And Then To Improve It GMP Quality Consultants, We turn Knowledge into Practices  26 After implementation of a new system, it starts to deteriorate Performance Drops  Actual pattern from R e-Engineering  Time Benefits of Re-Engineering lost with time Unless Effort is made to MAINTAIN and IMPROVE the standards 27 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Re-Engineering Alone What should be (Standard) Maintenance What should be (Standard) W hat actually is Re-Engineering Maintenance Time 28 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Re-Engineering plus KAIZEN KAIZEN Re-Engineering KAIZEN Re-Engineering Time Kaizen - constant effort not only to maintain but to upgrade standards Every new standard is temporary, only a stepping stone to the next improved one. 29 Q GMP GMP Quality Consultants, We turn Knowledge into Practices    NG  KAIZEN  PLUS R E-ENGINEE    ENGINEE RI -  Desirable Progress By Combination Of  Two Opposing Methods MAINTENANCE R E-ENGINEE RI  NG  KAIZEN  MAINTENANCE R E-ENGINEE RI  NG  30 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  People are Biggest Assets Kaizen depends on everyone doing their little bit to move the mountain Skills and Experience makes workers the experts in their process Investing in Kaizen means investing in people Kaizen is people-orientated I n contrast innovation is technology-  and money-orientated. 31 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Features  Of  Kaizen v s  R e-engineering Emphasis Kaizen Re-engineering Effect Long-term But Undramatic Short-term But Dramatic Pace Small Steps Big Steps Timeframe Continuous And Incremental Intermittent Change Gradual And Constant Abrupt And Volatile Approach Group Efforts Individual Ideas And Efforts Involvement Everybody Selected Few Mode Maintenance And Improvement Scrap And Build Know-how Conventional Know-how Technological Breakthrough Requirement Little Investment Large Investment Orientation People Technology Evaluation Process And Efforts Results 32 Q GMP For Profits GMP Quality Consultants, We turn Knowledge into Practices  Kaizen and QC Quality Control (QC), the old view : 1. Inspection of finished goods and products. 2. Only concerned for productquality control 3. This is the narrow viewpoint of  QC 33 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Quality Control in Gemba Kaizen Quality Control - beyond prevention of defects from reaching the customer. Quality Control are the goals of the company :  To provide product s  and s er v ic es  that satisfy customer requirements and earn customer trust  Steer company towards higher  prof it ability by improving internal management. P rosperity to  All T ogether.  Help employees fulf ill t heir  pot ent ial for achieving the corporate goal through policy deployment and voluntary activities. Mankichi Teteno (President of Japan Steel ) 34 Q GMP Works GMP Quality Consultants, We turn Knowledge into Practices  Centered on improvement of managerial performance at all levels, like :  quality assurance  cost reduction  meeting production quotas or targets  meeting delivery schedules  safety  Human Resources development  new products development  productivity improvement  supplier management KAIZEN is the spirit of Quality Control 35 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  K aizen Quality I mprovement Cycle. Building quality into people means helping them become KAIZEN-conscious. KAIZEN Quality Improvement Cycle is used irrespective of cross-functional or functional problems. 1. Identify the problem 1 4. Identify the next problem to tackle 4 2 3 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  2. Standardize results to prevent reoccurrence 3. Use problemsolving tools for  counter-measures 36 K aizen Quality I mprovement Cycle. Practice cycle continuously to build discipline  By going through these cycles continuously,  it becomes a habit in action,  leading to habits in thinking and  finally people become Kaizen-minded Quality Cont rol t hen goes  beyond prev ent ion of def ect s  f rom reac hing t he cus to   mer. 37 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  4 3 1 2 38 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  KEY KAIZEN CONCEPTS UNDERSTANDING and PRACTISING KAIZEN CULTURE THROUGH  KAIZEN KE Y PHRASES 39 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Speak with Data Kaizen emphasises the use of data. Every thing can be put down to a number (quantified) and every number can be given a cost (costing).  We should talk with data and facts  When you see data, doubt it!  When you see the measuring instrument, doubt it!  When you see chemical analysis, test results, doubt it! There are such things as false data, mistaken data and immeasurable factors. Kaoru Ishikawa (author ³Japanese Quality Control´) 40 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Q ua   lity Fir st   , N ot Profit Fir st    Reflects the belief in   lity for Q ua   lity·  s  s ake ´  ´Q ua a nd    n for K  aize n· s  s ake .µ  ´ Kaize  If you take care of the quality, the profits will take care of  themselves. Quality here refers to the broader meaning of quality, including q uality assurance, cost reduction, efficiency, delivery and schedule, safety and employee¶s morale, etc. Seeking improvement for improvement¶s sake is the surest way to strengthen their companies¶ overall competitiveness. 41 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Managing the P revious P rocess Go back to the previous process to seek the cause of a problem at your process. ³WHY did this problem reach my process?´ Problem solving methods are used e.g. 5 WHYs, 5W 1H, Improvements comes from being aware of what comes from the previous process. ´YOU D O, I CHECK!µ There should be no assumption of the quality that reaches us. Gemba! 42 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  T he Next P rocess is My Customer. Process has become impersonalized. No feeling.  Nev er  s end def ect iv e par ts     to those in the following process.  Be sincere enough to admit our  own problems  ± claim ownership of your process  Do everything in your powers to s olv e them. ´I D O, I CHECKµ  I am the manager of my proc ess . Assuring quality to each customer at each stage will assure quality in the finished product 43 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  Standardise the R esults Not every operation in a work process need to be standardised. Identify the critical elements that must be measured and standardized : cycle time, tact time, work seq uence, pre-start  checklist and conditions, standard time. Standards - binding on everyone. Management¶s job is to ensure everyone works in accordance with the established standards. This is called ³Discipline´ 44 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  MUDA Every worker is in gemba for at least eight hours Everyone is always busy and working People moving around in a hurry or with a purpose How much of this time and energy is actually adding value? MUDA means waste T here is a much deeper connotation 45 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  W HY  is M UD    A important?  Work is a series of processes or steps Starting with raw material and ending with a final product or service At each process, value is added to the product or service (In the service sector ± a document or  other piece of information) Then it is sent to the next process The resources at each process ± people and machines ± either add value or it does not MUDA is any activity that does not add value 46 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  MUDA in gemba is classified into the following seven categories :        MUDA of overprod uc   tion  MUDA of inventory MUDA of repair s  / reject s  MUDA of motion  MUDA of proce ss ing  MUDA of w aiting  MUDA of tran sp   ort  47 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  I .   PRODU CT  I ON MUD A of OV ER     1. Usually start with the thinking of line supervisors 2. Worried about problems such as machine failure, rejects, absentism 3. Feels urgent need to produce more than necessary  just to be on the safe side 4. Tries to get ahead of the planned production schedule 5. With expensive machines, prioritise maximum and efficient use rather than the quantity required to fulfill sales requirements 6. Excess workers who may be idle, maximize workers¶ efficiency 48 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  I . MUD A of OV E RPRODU CT  I ON     Muda What are the potential ´MUDAµ due to the Overproduction ? MUDA leads  t o COST & L OSSES 49 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  I . MUD A of OV E RPRODU CT  I ON     Muda  Extra consumption of raw materials before actual sales requirement  Usage of manpower and utilities (electricity, overheads)  Diversion of machinery, even adding machinery to increase capacity  Increase in interest burden (cost of purchase)  Additional space to store excess inventory  Added transportation and administrative costs  Gives people a false sense of security  Helps cover up actual problems  Confuses data and information that can provide clues for kaizen  Cost of production increase without increase of value  Potential of ³no sales´ turning into dead-stock 50 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  II . M UD    A of I NVEN TORY   Inventories of Final products, semi-finished products (work-in-progress), parts and supplies  All inventory does not add value.  Inventories just stay there and gather dust.  Inventory adds cost to operation 51 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  III .   A MUD A of R EP   I RS / R EJE CT  S  Rejects interrupt production (eg need for recovery) require expensive rework may have to be scrapped waste of resources, effort  High  may cause damage to expensive jigs and machines  workers assigned just to monitor and stop the machine when defects are detected. speed production systems 52 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  I V.  MUD  A of MO TI     ON     Motion of a person¶s body that is not related to adding value Walking : does not add value Lifting carrying or lifting heavy objects : Transferring : pick up, transfer to another hand (eg. Sewing, crimping process) distance of parts and tools Not following the standard process, worse cycle time Actual motion of a worker that adds value to a product is usually a few seconds. 53 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  I V.    A of M OTIO N  M UD 1. Identify actual value added motion and - reduce the other muda of motion 2. Observe a) b) c) d) 3. the way operators use their  Hands Legs Head (including eyes) Body (twist, lean, transfer position) Re-arrange placement of parts / jigs / actuators (switches) 54 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  V . MUD A of PRO CE   S   S ING  Processing refers to  the modifying to a workpiece or   a piece of information  in order to add value to it and  send it to the next process. Muda can be caused by: 1. Weaknesses 2. Weakness in the design of products 3. Weakness in design of process flow in the technology used (equipment, jigs) 4. Failure to synchronise process (over control of  specification at some stations, relaxed in others) 55 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  V I.  MUD A of W AI T  ING  The worker cannot do his value added work due to idling  his hands, body are idle  interruption that stops him continuing his work  workers are available for and want to work but is left waiting 56 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  V I.  MUD A of W AI TING     Muda can happen due to  line in-balance (the previous process cannot pass parts to him)  the lack of fresh parts coming to his process  machine or jigs breakdown  the worker¶s job is only to monitor automatic machines performing the value added job  Workers waiting while a machine is doing the value added job. T his is most difficult to detect .  wrong parts are delivered  line equipment set up for model changes 57 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  II . MUD  V II  SPOR T   A of  T  R AN SPOR  T   Transport is essential part of operations BUT it does not add any value to products no matter how many times or  how fast we do it Isola Isolate ted d Island Island proc proces ess s - stre stream amlin line! e! Reducing       transportation reduces excess inventory, waiting, non-value added packing, data and mixing control, equipment and materials etc. Other MUDAs! 58 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  GEMBA KAIZEN will reduce the MUDAs through applying the Kaizen Cycle continuously :        MUDA of overproduction of overproduction MUDA of inventory  of inventory  MUDA of repairs of repairs / rejects MUDA of motion of  motion MUDA of  processing   processing  MUDA of waiting  of waiting  MUDA of transport  of transport  59 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  GEMBA KAIZEN GEMBA means the real place ³ the place where real action occurs´ 60 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  GEMBA MANAGEMENT Relationship Gemba  provides product or service that satisfies customers  achieves goals set by management  the place to achieve real improvements  kaizen is effectively implemented Management  takes initiative in establishing policies, targets and priorities  accountable for the outcome /success  allocating resources such as manpower and money  exercise leadership  decides the most urgently kaizen strategy  listen and learn from employees in gemba  provide most appropriate help to actual problems 61 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  The Golden Rules of  Gemba Management 1. When a problem arises (abnormality) 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 62 Q GMP GMP Quality Consultants, We turn Knowledge into Practices     1 . G o to G emba Fir st The Gemba Circle ± training method   Nothing else matters.  When you have a concern with Gemba,  You must go there first.  All other action is futile (MUDA) 63 Q GMP GMP Quality Consultants, We turn Knowledge into Practices     G emb ut    su  2 . Ch eck t he Gembutsu means something physical, tangible Broken down machine, rejected product, tool damaged, returned goods, a complaining customer  Gembutsu in Gemba ± find the actual root cause ³listen to gembutsu´ ³Let the gembutsu speak to me´ Using the 5 senses plus commonsense ³Be proud of the scars on your hands ³  ± Soichiro Honda 64 Q GMP GMP Quality Consultants, We turn Knowledge into Practices   n   termea su re  3 . T  ake T  emporary C ou on t he   Spot   You  Every second lost to production is lost forever. This is a terrible MUDA.  ³Do it now. Do it right away!´  Remember can always take temporary countermeasures to keep the process moving. who and where the money earners are!! 65 Q GMP GMP Quality Consultants, We turn Knowledge into Practices    Root C au   s e  4 . Find t he o Use simple analytical tools and common sense solutions e.g. 5 WHYs o Deeper statistical tools will be needed more complicated problem o Gemba can provide the necessary information ³Do not jump to conclusions too fast´ ³Do not make a simple problem into a complicated crisis´ o Solutions to be gotten from gemba (relevant application) 66 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  4 . 5 WHY s  o o o o o Why are you the floor? throwing sawdust on Because the floor is slippery and unsafe Why is it slippery and unsafe? Because there is oil on it Why is there oil on it? Because the pump parts are leaking Why is it leaking? Because the oil is leaking from the pump couplings Why is it dripping? Because the rubber seals are not fiitted properly. 67 Q GMP GMP Quality Consultants, We turn Knowledge into Practices  5 . Standardize to prevent Rec ur  rence   Once  All similar problem area in gemba should now follow the new standard way of working.  Critical points and processes should be documented as standards to avoid misunderstanding.  Standardisation is one way for all in gemba to benefit from the Kaizen improvements. a problem has been solves, standardise the new procedure 68 Q GMP GMP Quality Consultants, We turn Knowledge into Practices