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KaizenSuperfactory Manufacturing Excellence SeriesLean Overview5S & Visual FactoryCellular ManufacturingJidokaKaizenPoka Yoke & Mistake ProofingQuick Changeover & SMEDProduction Preparation Process (3P)Pull Manufacturing & Just In TimeStandard WorkTheory of ConstraintsTotal Productive MaintenanceTraining Within Industry (TWI)Value Streams
Contents
Introduction Backdround and History Components and Implementation -How to Kaizen -The Kaizen Blitz -Roadblocks Knowledge Check
Introduction
Kaizen is a process of continuous incremental improvement.
The “Kaizen blitz” is a five-day continuous improvent activity focused on a very specific process.
Components and Implementation
Selecting Projects Setting Goals The Team and Team Leader Support and Infrastructure The Kaizen Blitz Potential Roadblocks Kaizen Steps -Set the scene -Observe the current process -Develop the future state process - Implement the new process -Report and Analyze
Selecting Kaizen Projects
Desirable criteria for initial projects - Unambiguously measurable -Management enthusiasm -A clear business need - Highly visible process -Fairly easy project -Strong enviroment for follow-up -Simple process -Stable and repeatable process -Allows contribution by all employees – not a technica
exercise -Self-contained process
Support and Infrastructure
Eliminate interruptions for team members -No cell phones -No visitors -Eat together Supplies -Flip charts -White board -Snacks Management -Team members have full support of management - Responsibilities are cove Reed to eliminate interruptions
Kaizen “Blitz” Total focus on a defined process to
create radical improvent in a short period of time
Dramatic improvents in producitivity, quality, delivery, lead-time, set-up time, space utilization, work in process, workplace organization
Typically five days (one week) long
Observe the Current Process
Crucial first step in process improvement Deep understanding of the existing processes a
dependencies Identify all the activities currently involved in
developing a new product Observe the process first hand Flowchart the process Take measurements – time, yield, travel distan Identify value Added (VA), Non – Value Added Requiered
(NVA-R), and Non – Value Added (NVA) Generally creates more questions than answers
Typical Results
40 – 60% reduction of lead time 10 – 15% productivity improvent 10 – 20% reduction in rework Improved comunication between functions an
departments Crearly define customer needs throughout the
value stream Improved customer sastisfaction
Control/Manejo de scrap diario Control/Manejo de producto no-conforme Control/Manejo de producto terminado & WIP Control/Manejo de residuos y materiales peligrosos
Propuestas para Kaizen Blitz
Propuesta para Kaizen Events
Suministro de atados al área de producción Manejo de rebaba y recuperación de aceite
Kaizen Blitzn Format
Dia 1
Entrenamiento
•Entrenamiento
•Clasificacion de metas
•Camintata de desperdicio inicial – Gemba
•Observacion
•Plan de accion para dia 2
Dia 2
Descubrimiento
•Recolectar datos
•Analisis
•Entrenamiento adicional si se require
•Reporte a mandos intermedios si se requiere
Dia 3
Implementación
•Continuacion recolectar datos y analisis
•Definir cambios
•Generar proceso estandard
Dia 4
Comprobación
•Demostrar exito de los resultados
•Ciclo de mejora
•Entrenamiento de los involucrados en el cambio
Dia 5
Reporte
•Reportar resultados
•Recorrer el area
•Realizar lista de los 30 dias
•Programar el seguimiento