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7/31/2019 Kaizen Revised 19-01-2009
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John DeereSupplier Development
1
Kaizen TrainingCompeting in the Marketplace
What factors are important to the customer?
John Deere - Supplier Development
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2Kaizen TrainingSome examples NVA Activities:
Walking Waiting onmachine cycle
Transporting
parts
Generatinguseless reports
THE GOAL IS TO ELIMINATE THENON-VALUE ADDED ACTIVITIES.
Unnecessarymotion
Unnecessarystock on hand
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3Kaizen Training
TIME: The single best indicatorof competitiveness
Customer Lead Time / Delivery Time
Working to reduce or minimize each of these times canmake your company more valuable to both its internaland external customers.
Set-up or Change-over Time
Product Development TimeManufacturing Cycle Time
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John DeereSupplier Development
5Kaizen TrainingWheres the Time in Lead Time
This timeline represents an overall lead-time, with very littletime spent on adding value to the product.
Non-Value Added Time (NVA)99% of Total Lead time
Value Added Time (VA)1%
Improvement EffortsConcentrated on reducing VA time,with no attention given to NVA.
Non-Value Added Time (NVA)99% of Total Lead time
VA1/2 %
Results of Common Improvement efforts, did not improveresponse time. VA time is reduced, but, the costs for those
improvements in lead time was substantial.
Common
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6Kaizen TrainingWheres the Time in Lead Time
NVA Time95% of Total Lead time
VA5%
When we look at attacking the NVA Activities in the Timelineand compare that to the original timeline:
Non-Value Added Time (NVA)99% of Total Lead time
Value Added Time (VA)1%
This shows a 5X improvement in lead timeGreat Job!!
Greatest Opportunities are actually here!
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7Kaizen TrainingDifferent Types of Activities
Being able to tell the difference between NVA and VAactivities is an important step in the Improvement Process.
Value AddedActivity (VA)
An activity that ch anges rawmaterial to meet customerexpectations.
Non Value AddedActivity (NVA)
Those activities that take
time, or occupy space but donot add to the value of theproduct.
You must ask yourselves Would you as a customer bewilling to pay for any NVA activity being performed to that
NEW 4x4 Pickup you just ordered?
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A definition:
Destroy, in our minds, theconcepts and techniques ofmanufacturing that wepractice today.
Create a vision of what ourproduction system andmanufacturing techniquesshould be.
Carry out that Vision bybreaking through the statusquo.
We must avoid the urge to discover more sophisticated and technological solutions to tasks we shouldnt be doing at all.
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9Kaizen TrainingBasic Rules for Change
Keep an open mind to change
No such thing as a dumb question or idea
Avoid spending money (Capital expense shouldbe a last resort)
Think about how to do it, NOT why it cant be done
Maintain a positive attitude
Dont make excuses & question current practices
Just do it!!
Have Fun!!!
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John DeereSupplier Development
10Kaizen TrainingSteps on Team Development
Forming This is the development of a multi-functionalteam with a variation of backgrounds andknowledge
Norming Stage where the group agrees how tooperate as a team
Storming Open & honest discussion, also brainstorming
Performing Agreement on solutions & taking action
Adjourning Closing on the continuos improvement processafter 30 days
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11Kaizen TrainingWhat is TAKT Time?
TAKT time is how many minutes or seconds are neededto make one part when considering the daily volumes, tobe produced in that workcell and the total time available toperform the job.
TAKT time is NOT the time it takes to manufacture theproduct. It is based on customer demand.
Who is the customer?
The next operationCustomer orders
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12Kaizen TrainingTAKT Time Calculation
Production Time Available / PeriodNumber of Required Units / Period
TAKT
Production Time Available / Period (one shift):
Breaks - 2 @ 10 minutesShift Time ( 8 hrs. )
Clean-up at end of shiftProduction Time Available:
- 20 mins.480 mins.
- 5 mins.455 mins.
Units Required / Period (one shift):10,500 Units Sold Monthly21 Working shifts / month
27,300 secs.or
500 Required units / shift
TAKT Time: 27,300 secs / shift500 units / shift
54.6 secs.
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13Kaizen TrainingThe 5S Housekeeping Standards
First Step towards Continuos Improvement
The aim of 5S is to create an atmosphere to keep a clean,organized, safe and efficient workplace for everyone.
The foundation for the practice of 5S, comes from a Japaneseprogram derived from these words, seiri, seiton, seiso, seiketsu and shitsuke . The 5Ss are a conventional approach towardsmaintaining and improving the work place. The following wordshave been chosen for the 5S acronyms.
Sort
Sustain
Sanitize (Safety)
Straighten
Sweep
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14Kaizen TrainingMeaning of the 5Ss
Sort
Straighten
Sweep(Scrubbing clean)
Examine everything at the workplace & identifywhat is needed and what can be discarded
Organizing the way things are put away withefficiency, quality, and safety in mind. Need todecide where and how things should be put awayand what rules should be obeyed to insure that it ismaintained.
Sweeping, scrubbing and cleaning of the building,machines, fixtures & tools so that all areas of theworkplace are neat & tidy. This leads to earlydetection of mechanical problems before theybecome major breakdowns. Machines cry!
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15Kaizen Training
Sanitize(Safety)
Sustain(Standardize)
Meaning of the 5Ss
Insuring that each workplace is properlydesigned for safety. This is to protect everymember from the dangers during the
performance of their assigned tasks.
Developing the practice necessary to continuallyparticipate in the 5S process. This requires thateach of the Ss become a personal habit. This
is the most difficult of the 5Ss, but it is the mostimportant factor in achieving long term success.Establishing routines and procedures formaintaining and improving on the first four (Ss),incorporating visual management tools.
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John DeereSupplier Development
17Kaizen Training
Do MORE with LESS
Waste Productivity
Staffing Productivity
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1. Transportation - Transporting 1. Transportation - Carryingfarther than necessary or Tools to Point of Use
temporarily locating, filing,stacking and moving parts(people, paper, information) iswaste.
2. Correction - Doing something 2. Correction - Redo an Activityover is waste. Because of Error
3. Overproduction - Generating 3. Overproduction - Number ofexcess paper or information, or Copiesgenerating information or papertoo soon in a process is waste.
Definition Example
ELEMENTS OF WASTE
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4. Motion - Unnecessary work 4. Motion - Tools in drawers
movements are a form of waste.
5. Waiting - Waiting for people, 5. Waiting - Meetings to startpaper and information is waste -it stops work.
6. Inventory - Too much of 6. Inventory - Suppliesanything is waste.
7. Processing - this is waste in 7. Processing - Typed whenthe process itself. Redundant handwritten would beactivities sufficient
Definition Example
ELEMENTS OF WASTE
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21Kaizen Training
Standards
Enforce Inspect
.
Stabilize
IdentifyWaste
Problem Solve
Standardize
Process requires ongoing inspection and enforcement to
ensure Standardized Work is being followed
Process does not improve automatically
- Following standards will only maintain, not improve, the process.- Improvement focuses on the entire process.