Kaizen Modules

An overview

WORK FLOW K W
CO ONTINUOU WORKF US FLOW AND LOW INVENTR W RY

SM MED
QUICK TOOL CHANGE TO ES IN NCREASE M/C CAPA ACITY

WORLD CLASS

The House of Kaizen

WORKPLACE ORGANISATION ELIMINATION OF WASTE

KaizenIntroduction 2

T TQM
RIGHT FIRST TIM ME EVERY TIME QUAL T LITY

CONTINUOUS IMPROVEMENT PROBLEM SOLVING TOOLS

T TPM
E EFFECTIVE EQUIPMENT E ALWAYS AVAILABL S LE

Waste Elimination

WASTE

Over Production

Waiting

Transport

Inefficient Process

Inventory

Operator Motion

Defects

Operation Delay Inspection Storage Transportation

Man Method

55555

Why? Wh ? Why? Why? Why? Why?

Material

Machine

5C Core M d l Modules

Problem S l i T l P bl Solving Tools

KaizenIntroduction 3

Workplace Organisation
5S Housekeeping Standard Ops. Visual Controls Skill M it i Monitoring
SIMPLIFY
YES

Samedi

18

25

SO RT

Establish norms 5S -Housekeeping and respect them d h

11 24 4 10 17 Vendredi 3 Jeudi 2 9 16 23 15 Mercredi 22 29 30 31 1 8 Mardi 7 14 21 13 Lundi 6 20 27 28 Dimanche 12 19 26 5

EN HT IG RA ST

NO
1 2 Pro Pro Pro 4

5
SUSTAIN
P1 P2 P3 P4

4 IFY ISE PL D M R SI DA AN ST

1
50 recipes
Example : Skills matrix
ELECTRO MECHANICAL SPECIALISTS
Work Station #'S Work Description Dorothy H. Ellen B. Pat M. LeRoy W. Steve H. Bill B. Lawrence D. Diane M. Rhea F. Glenda M. Legend :
Knows Basics Training Can Do With Help Can Do Without Help Can Teach Someone Else Can Improve the process

ONE recipe
documented

Visual Controls
Form # XXXX Form # XXZZ Form # YYXX Form # ZZXY

4101
Stuff Channel

4102 4103
Stuff Top Shelf

4104
20 GA Harness

4105
14,16, 18 GA Harness

4106
18/20 Harness

4107
18 GA Asb. Harness

4108
PC Brd Harness

4109
Heavy Wire

4116
Paint

4116
SilkScreen

4118
Pack Out

4111
Tap

Mat'l Handling

Tie Wrap

Licenced

50 results (deviations) ( )

Quality the first time (no ( variation) i ti )

Standard Ops.

MAX MIN

KaizenIntroduction

SW EE P

WorkFlow
1 Piece Flow Line Balancing Takt Time Kanban Poka Yoke
I Line L Line Back to Back Lines
Bip! Bip Visual aids 12
120 V 1.5 A

Fishbone Line
WARNING A G

U Line

Indicates I di t an error situation it ti requiring intervention CONTROL Stops production Prevents mistakes
Listen up! Line 12 is pp stopped !!!

2
Takt time = Parts per day Time per day

Kanban Signal
To request a new delivery d li
KANBAN

Line balancing
KaizenIntroduction 5

SMED - Quick Tool Changeovers

400

200 100 10

S ingle M inute E xchange of D ies, tools

& fixtures

Set-up is:

3
External E t l Before External Before Internal External After

Internal

External After
KaizenIntroduction

Total Quality Management / Six-sigma

Project Name: Defective Item Cracks Porosity No flux Pinholes Other Total % Defect
8.0% 4.0% 0.0%

Process: Mon Tue Wed Thu

Date: Fri Total 31 14 17 45 12 119 4.8%

Measurement Cost of Quality MSA GR&R Capability/SPC Reliability Regression Design of Experiments Hypothesis H th i ANOVA 4

x Ppk Cpk
3 3

31 6.2%

22 4.4%

27 5.4%

17 3.4%

22 4.4%

UnitsProduced

500

500

500

500

500

2500

% of Turnover

Failure Failure Appraisal

Prevention

DOE
HARDNESS
MIN MIN MAX MAXAVG MEAN AMLC L AMUC L AVG RNG AVG S D SDS TDEV S DLC L S DUC L

Appraisal
Prevention

678

975

832

740

924

81

30.6

13.3

-9.3

70.6

LOW HI 670 N/A

SCALE HV10
FREQ

950 Hardn e ss HV 850

UCL
900

825

750 650 550 450

1 5 9 13 17 21 25 29 33 37 41 45 49 53 57 61 65 69 73 77

LCL AVG MEAN MEAN

750

675

600

525

450 0 5 10 15 20 25

X X

X X X X X X

X X

FREQ

80.0 Hard ne ss HV
95

60.0 40.0 20.0 0.0

1 5 9 13 17 21 25 29 33 37 41 45 49 53 57 61 65 69 73 77

UCL LCL AVG SD STDEV

80

65

50

35

20

5 0 2 4 6 8 10 12

Regression Analysis

MSA - GR&R

Total Preventative Maintenance

Effectiveness / Capability
Predictive Preventative Autonomous
TPM
Date of Inspection Department Team Machine Name & Number Description of Malfunction Corrective Action

INSPECTION TAG No.:

Inspector

Planned Date Person Responsible of Action

Planned Action verified by: Completion Date

Preventive maintenance Autonomous maintenance Reactive maintenance

Predictive maintenance

time
Idling and minor stoppages Tool h T l changes
Calibr 05/87

Equipment failure Start-up losses

Simplify Access...

Scrap/rework

Set-up/ adjustments
F

Numerous bolts

Hinges

Pear holes

Grooves

Reduced speed

Handles

Windows

TPM = elimination of waste + continuous improvement

KaizenIntroduction 8

Tools - Problem Solving Tools

55555
60 40 20 0
A B C D E F
100 % 80 60 40 20

Why? Why? Why? Why? Why?

Pareto 80%/20% 5 Why Root Cause

Operation Delay p Inspection Storage Transportation
Decision Start process Decision Operation p No Yes No Yes Operation
Process or Product Name: Responsible:

How Severe is the stomer? effect to the cus

What is the process step

What is the Key In what ways does the Key What is the impact on the Key Process Input? Input go wrong? Output Variables (Customer Requirements) or internal q ) requirements?

What causes the Key Input to go wrong?

Man

Method

FMEA

Input

Operation

Output

End

Operation

Operation

Material

Machine

?
Brainstorm
9

Process mapping

Fishbone

KaizenIntroduction

How often doe cause es or FM occur? M

Value Stream Mapping

Process Step

Key Process Input

Potential Failure Mode

Potential Failure Effects

S E V

Potential Causes

O C C