Session No. 11 D/E KAIZEN WORKSHOP Breakthrough ... Jay Patel_Kaizen W… · October 21, 2014 ASQ NEQC 60th Conference, Springfield, Massachusetts Session No. 11 D/E KAIZEN WORKSHOP

ASQ NEQC 60th Conference, Springfield, MassachusettsOctober 21, 2014

Session No. 11 D/E

KAIZEN WORKSHOP

Breakthrough Improvement in Quality,

Speed and Productivity

by Jay P. Patel, ASQ Fellow

© ASQ NEQC – Quality & Productivity Solutions, Inc. August 2014


Table of Contents

1. Introduction to Kaizen

2. Getting Organized for Kaizen

3. Facilitating and Planning for Kaizen

4. Kaizen & You

2


Learning Objectives

• Understand Kaizen Philosophy

• Learn Kaizen concepts

• Learn how to conduct Kaizen workshop

• How to facilitate Kaizen

• How to successfully launch Kaizen

• Thru Kaizen workshop, achieve

breakthrough in sales, speed, quality and

productivity

3


What Is Kaizen

• A Japanese term meaning a good change

• “Kai” - good, “zen” - change

• Focused improvement process over a short

period of time to solve the problem

4


What Is Kaizen

• Waste elimination

• Strive for world class excellence practices

• Strategic strategy ( e.g. Faster, Better,

Cheaper)

• A tool to make incremental improvements

• Creativity before capital

5


Kaizen Reality• The least expensive form of kaizen implementation

is by eliminating waste.

• The best kaizen implementations are made by teams using metrics and breaking down the barriers!

• Measure production every hour and track progress

• Being fast with imperfection is better than being late and perfect-Speed is everything in today’s marketplace

• No action mean no success; improve through employee involvement

• Remember - We do not want too much analysis

6


GETTING ORGANIZED FOR

KAIZEN

7


How to Implement Kaizen

• Management Commitment

• Ultimate responsibility, the required personnel; Proper training and adequate resources

• Overall Objectives – Have Strategic and operational Plan

• Where are you headed as an organization

• Selling the Methodology to the Organization and the ways of Implementing it.

• Be more competitive

• Faster response

• Gain market shares

• Stay in business

8


Pre-Planning for a Kaizen Event

• Holding training

• Select team by department, like Machining,

Assembly, Plating, Final Inspection/packaging

• Team selects leader

• Plan a 5S event in the area first after training

9


Low Hanging Fruit!

10


Key Points to Remember When

Promoting Kaizen

• The Human aspect

• Department supervisors working with employees

are most valuable resource for information.

• The Machine and Facilities aspect

• The Materials aspect (make sure available

on time)

• Quality

• Safety and improved environment

11


Key Kaizen Points

• The Material aspect

• Improved flow, no waiting time

• Synchronized movement – eliminate “Island

of Work”

• Eliminate “Stagnate” inventory

• Shorten transfer distances

12


Key Kaizen Points

• Quality• Defects raise costs “Tenfold.”

• Flow production improves quality.

• The pursuit of root causes is crucial.

• Safety and Environment• Safety and Environment before all else!

• Enjoy the Kaizen events and team spirit

13


Creating a Kaizen Team

Max 12 members – 6 to 10 preferable

2/3 from within process

1/3 support team members (e.g. consultant, production control, engineering/quality support) should be outside the focused area

Functions represented or “on call” include:

Sales, engineering, maintenance, accounting, customer service

Team leader(s)

Assigned due to experience, knowledge and conflict resolution/mediation skills

14


Kaizen Improvement Process

(5 Day Event)

Day 1: Define Phase

Training team on Kaizen, 5 S, Problem solving, tools

• Team members introduced

• Objectives/issues discussed with team members

(Open discussion with some information)

• Team agrees for the Day 2 activities and action

items ( e.g. Obtain info on past due by customers,

current orders by P/N)

15



(5 Day Event)

Day 2: Measure Phase

• Observe and gather base line data

• Analyze and challenge the current process

• Brainstorm and implement ideas to eliminate

delays

• presentation to management

16



(5 Day Event)

Day 3: Analyze phaseAnalyze collected information, Root Cause Analysis, identify alternatives

• Tracking flow

• Reorganization of work

• Ordering items

• Posting on Board – Each day; Past due & new orders by importance

17



Day 4: Improve Phase• Finalizing plans

• Moving people/tools/equipment

• Demonstrating the concept on the floor

Day 5• Developing the 30/60/90 action list

• Presentation to the management

18


30/60 Day Action List

19

Problem Action Who When ResultsMachine 45 Small Billet molding Propose/AFE for a PLC to assure repeatable S. A. April 15th Free up operator. Improved

pressure/timing sequence not repeat- sequence of of operation Quality of part.Implentation

able 3 to 5 Months after

Approved AFE

No Means of Identifing the Construct a Problem Follow Up Board P. M. March 7th Tool for quick response to

Problems in tne Production Area for the small billet molding area (White Board) abnormalities

5's audit for small billet molding Conduct 5's audit in small billet molding area P. M. March 7th Set expectation for small

area needed billet mold area

Rack (high density) required for oven Design and fabricate HD rack for oven test G. M. Complete Increase oven utilization

test S. S.

If Experiment fails with Compound 239 Run a Pre-Trail with the Rack G. M. March 7th Need Type of Billets &

$16 K of Scrap Run test to determine rack feasibility (physical Number of Billets per Load

properties, sintering cycle) Need Oven Cycle Time

When to Run the Plastic Billets Cp 239 Evaluate the Pre-Trials G. M. March 7th Need a Plant Trial

to reduce the Risk? for 23 Billets

Need additional Cp 239 Billets Make an Additional Plastic Billets B. D. March 17th Billets will be ready

to Run the Experiment


Weekly Metrics Follow Up

20

DEPARTMENT:

SUPERVISOR:

Target Actual % diff.

On time to schedule (%)

Volume (pcs)

Headcount (#)

Productivity (pcs/oper)

Over time (hours)

Over time ($)

Absentee Rate (hours)

Absentee Rate (heads)

Scrap (pcs)

Scrap ($)

Safety recordables (#)

WEEK:

Planned actions


Metrics & Follow Up

21

On time to schedule (%)

80

85

90

95

100

j f m a m j j a s o n d

Volume/operator/productivity

0

5000

10000

15000

20000


pcs

0

500

1000

1500

2000

2500

pcs

/op

Volume (pcs) Productivity (pcs/oper)

over time

0

5

10

15

20


ho

urs

0

200

400

600

800

$

Over time (hours) Over time ($)

scrap

0

1000

2000

3000

4000

j f m a m j j a s o n dp

cs

0

10000

20000

30000

40000

50000

$

Scrap (pcs) Scrap ($)


FACILITATING

KAIZEN SESSIONS

22


Kaizen Session Process• Welcome (1min)

• Indicate Purpose of the session, Read Kaizen Event rules, Identify constraints (5 Min)

• Ice Breaker- involve all at the same time (5 min

• Develop the problem statement (use of 5W1H,5Ws) (10 Min)

• Brainstorm using Post it notes (15-30 Minutes)

• Thanks

• Develop potential root causes

• Develop action plan to collect more data as needed (as needed)

• Develop short term plan (no more than 30 days)

• All other items are long term or parking lot items

23


Problem Statement• Define the problem in advance• Develop the problem statement in the session• Start with discussing:

Problem: Use of 5W1H, 5Ws• What is the problem? • When problem occurred? • Where in the process? • What is the process? • Who is the customer of the problem? Who is process

owner?• How it is impacting? Where? How much? • Why is this problem? Why?...Why?...Why?… Why?...

24


Probing Questions

? How would you describe the current situation in this department?

? How would your most important customer describe it?

? How would management describe it?

? How long has this situation been going on?

? How do you feel about the situation?

? Why hasn’t the problem been resolved?

? Who doesn't want to change?

? Who contributes to the problem?

? How do you contribute to the problem?

? On a scale of 1-5, how serious is the problem? 1=not serious, 5=very serious

25


Question Do’s & Don’ts

26

Do Don’t

Ask clear, concise questions

covering a single issue.

Ask challenging questions that

will stimulate thought.

Ask reasonable questions based

on what people know.

Ask honest and relevant

questions.

Ask rambling, ambiguous

questions that cover multiple

issues.

Ask questions that don’t provide

an opportunity for thought.

Ask questions that most people

can’t answer.

Ask trick questions.


Knowing your Participants

• Knowing the people you will be working with

is essential.

• One-on-one interviews

• Group interviews

• Surveys

• Observing the group

27


Facilitating Conflict

• Accept the fact that conflict is inevitable.• Being prepared to deal with it will work to your

advantage.

• Understand the difference between debate and argument.

• Effective decisions start with a difference of opinion.

• Dysfunctional arguments lead to disaster.

28


5S’s for Workplace Organization the

Foundation of Visual Controls

• SORT: Organization - sort through and sort out

• SET: Orderliness - set things in order, set limits, share information

• SHINE: Cleanliness - shine equipment, tools and whole workplace

• SHARE: Neatness - A state beyond the first three S’s

• Sharing information

• Standardizing

• SELF-DISCIPLINE: Stick to the rules, scrupulously

29


Time Observation Form

30

Process for Observation Observation Date

TIME OBSERVATION FORM Observation Time

Observer

No. Compontent task 1 2 3 4 5 6 7 8 9 10 11 12 13 14 5

Componet

task time Points Observed

Time for 1 Cycle


Standard Work Combination Sheet

31


Time Observations• Machine Cycle Time (MCT)

• The “ground to ground” time to produce a single piece. (This time should include only the productive time for the piece –any rework should be noted but excluded from the observed time).

• Operator Cycle Time (OCT)• The “productive” operator time observed during the machine

cycle time. This is the work sequence in which the operator carries objects, mount them on the machine(s), remove them, and so on. This should be distinguished from the processing sequence (MCT) according to which the product is made.

32


Standard Work

• Key to success

• Optimum combination

• Worker

• Machines

• Materials

• Enable workers to perform jobs successfully

33


TAKT Time

• TAKT Time

Net operation time/period

Customer requirements/period

Consistent time; similar to a clock ticking or the beat

set by an orchestra conductor; pace setter

34


Line Balancing to Reach

TAKT Time

35

A B C

(42) (43) (38)

Operator

T

A

K

T

TI

M

E

45”

I. Reduction of 1 Operator

A B C D

(20) (55) (38) (10)

Operator

T

A

K

T

TI

M

E

45”


Line Balancing to Reach TAKT Time

36

A B C D

(20) (50) (25) (45)

Operator

T

A

K

T

T

I

M

E

30”

A B C D

(29) (30) (30) (29)

Operator

T

A

K

T

T

I

M

E

30”

E

(22)

II. Increase of 1 Operator


Kaizen

Life is a process of change in which we either progress or regress.

• Improvement is always possible!

• The power of compound improvement adds up to bigger improvements.

• If we constantly improve a lot of things by 1%, then we will eventually get to the large or quantum leap improvements.

37


Reflection

The approach of Kaizen is based on values and

commitment. Kaizen is based on a process-

oriented philosophy, instead of outdated

results-orientated thinking.

38


Kaizen & Improvement

39

Achievement

Time

Without Kaizen

With Kaizen Kaizen can

keep the

improvement

to greater

achievements


KAIZEN WORKSHOP

By:Quality & Productivity Solutions

40


Agenda

Introduction- About the Exercise (5 Minutes)

Exercise – Round 1 (15 Minutes)

Understanding Results and Analysis (5 minutes)

Planning for Round 2 ( 5 Minutes)

Exercise – Round Two (10 Minutes)

Understanding Results and Analysis and

applying to your work processes (10 minutes)

41


Exercise Material

Each Team needs the following for this Exercise:

- 1 Sample Helicopter ( Visual Sample)

- 3 Sample Template (Visual Samples)

- Papers ( as needed)

- 3 Pencils

- 2 Rulers

- 1 Stop Watch

- 1 Recording Logs

- 1 Summary Sheet and Calculator (For Accountant)

42


Exercise –Round 1

43

4 Operators- Makes the helicopters

1 Flyers/Inspectors: Flies the plane to see it meets

minimum two seconds requirements

1 Recorders – Keep the records

1 Lead- Plans, Organizes and Monitors; reports at the

end

Roles


Round 1

Process Steps:

1. Draw Template for helicopter ( per sample)

2. Cut per template

3. Bend and attach paper clips

4. Provide to inspector, Inspector will drop 2 times, Recorder will record average flying time in seconds

5. Recorder will average flying time, mark the helicopter number ( 1, 2 with good/bad) and give to Accountant

6. Supervisor will count good and bad helicopters. Will count also if bad helicopters reworked.

44


Exercise

45

InstructionsRecord number of aircraft with flying time of minimum 2

seconds (Good Products).

Record the helicopters did not fly 2 seconds or higher (Bad

Products).

At the end of the time, complete the calculations as shown

in the Results Summary Table

Supervisor


Metrics – Show me the data

Materials Utilization: How many helicopters from each sheet

WIP ( # of helicopters started but not shipped)

Yield ( 100 X good products/ total number of units produced)

FTY- First Time Yield ( percentage of good products delivered with zero defects)

Productivity Level ( Good products at the end per hour)

46


Lessons Learned From Round 1

Discuss Issues, wastes, template design,

flow, allocation of resources per skills

47


Planning For Round 2

You have freedom on template

Apply Lean concepts ( remove NVA)

Goal- Make double number of helicopters in

same time (15 min)

Can you achieve 100% quality

48


Lessons Learned From Round 2

Discuss

-Organization

-Team work

-What Lean concepts made a difference?

-How quality improved?

49


Applying Lessons Learned to

Your Work Processes

Brainstorm and identify Minimum 5 items you would

do in your department to reduce WIP, improve

quality and Productivity to maximize throughput

enhancing external and internal customer needs.

50


Thank you!

Questions?

51


Jay Patel, ASQ Fellow

Quality & Productivity Solutions, Inc.

work (508) 987-3800

cell (508) 579-1006

Email: [email protected]

52

© ASQ NEQC – Quality & Productivity Solutions, Inc. August 2014

Documents

Session No. 11 D/E KAIZEN WORKSHOP Breakthrough ... Jay Patel_Kaizen W… · October 21, 2014 ASQ NEQC 60th Conference, Springfield, Massachusetts Session No. 11 D/E KAIZEN WORKSHOP