RLMKaizen

Kaizen
Kai + zen
(Change for the better)
1 © 2009 RLM & Associates LLC

6
3/27/2018
Kaizen Defined
• Continuous, incremental improvement of an
activity to create more value with less waste.
A process of continually making incremental,
ongoing changes and not as a single, separate
event.
3/27/2018 © 2009 RLM & Associates LLC 2

Kaizen
• Small-scale improvements are easier and
faster.
• The risks are lower because they generally

have limited effect.
• The accumulated effect is often greater than

a single large improvement
Change Management
• The Lean journey is paved by kaizen events
• Lean concepts are simple -- sustaining is hard
• Lean as a business strategy and supported by
top mgt.

Kaizen Teams

Kaizen Teams
• Daily work teams
– Multi-skilled, cross-trained team working in a cell
– TPM team (mgt, engr, maint., operators)
– Do not disband
• Kaizen team
– Multi-skilled, cross-trained and cross-functional
– Led by a facilitator
– Trained in problem solving, conflict resolution, etc

Kaizen Events
(Creativity before capitol)
• Identify a problem
• Brainstorm with employees
• Make the improvement
• Monitor results
• Adjust as necessary
• Apply to like processes

Pre-Event: Planning
Meeting Task Name Duration
1 Team Introductions 1 hr
2 Resource Planning 2 hrs
3 Preparation 1 hr
4 Kaizen event 5 days
5 Follow-up 4 hrs
6 Follow-up & closeout 4 hrs
Kaizen event
3/27/2018 completed
© 2009 RLM & Associates LLC 8
Pre-Event: People
• Project Leader
• Lean Champion
• Team Members

Day 1
• Team Introductions
• Project Scope
• Overview with goals
• Team Charter
• Determine current state map
• Brainstorm ideas for future state map
• Set up plant walk-through

Day 2
• Communicate, Communicate!
• Select Metrics
• Select method for improvement
• Build team consensus and select actual tasks
• Organize tasks
– A Tasks - the team can do without permission
– B Tasks - requiring help from maint., IT, accounting
– C Tasks - requiring management approval
Effort and Impact Matrix

Day 3
• Identify items or material you need
• Discuss possible obstacles to implementation
• Communicate with target area people
• Start implementation of ideas

Day 4
• Continue with improvement implementation
• Work in teams of at least two
• Identify action items to address in order to
complete kaizen event effort

Day 5
• Complete the Kaizen event
• Develop a 30-day action item follow-up list
• Document improvements
• Calculate savings

Closeout and Presentation
• Create a short presentation to management
and people in the area.
• Everyone participate
• Have accounting present the cost savings

Follow-up
• Ensure that all assigned tasks have been
completed (infrastructure)
• Help build the habits and discipline of lean
and reinforces the concepts.

Project Closeout
• Captures the total qualitative, quantitative,
and financial improvements
• Collect lessons learned
• Update your VSM
• Have official celebration to reward and
recognize the team’s efforts

Points to Consider for Implementing
JIT and Changing Layouts
1. Study the process thoroughly first
2. Don’t under estimate the cost of changes
3. Know your people capabilities because of additional duties
4. Training is Vital
5. Identify Goals and Objectives
6. Be creative
7. Don’t be afraid to make mistakes
8. Involve everyone concerned
9. Educate your people about the goals and objectives
10.Keep it as simple as possible
11.Stress flexibility of tools and equipment
12.Keep areas open, avoiding walls and barriers

Kanban
Order to Produce
21 © 2009 RLM & Associates LLC 3/27/2018

Kanban
• Agenda
– Introduction
– Kanban video
– Benefits
– Push vs. Pull systems
– Kanban process
– Visual factory
– Tiny Tag factory activity

Introduction to Kanban
• Kanban
– A signal to indicate when more parts are needed
– Card, empty bin, In-process Kanban on plant floor
• Kanban System - a pull system that uses color-

coded cards attached to parts or part
containers to regulate the upstream
production and delivery flow.

Kanban Video

Takt Time
Takt Time - customer demand rate. Takt time sets the
pace of production to match the rate of customer
demand. It is the drum or heartbeat of any lean
system.
The concept carries backward through a process

stream. Every step is synchronizes with the final
output.
Customer Retailer Manufacturer Suppliers

Leveling Manpower
Leveling Manpower to Meet Demand

One worker can produce a part
every 8 minutes
Two workers can produce a part

every 4 minutes
Eight workers can produce a part

every one minute
Start and finish are close together
Multiple machines can be “watched”

by one operator
Some machines can be

This provides JUST
programmed (1,4,6) to have
the quantity needed
intelligence and stop when broken
JUST-IN-TIME
or stop after one Cycle (Jidoka)

Takt Time Calculation
Calculated by taking the work time available and
dividing it by the number of units sold.
Net Operating Time 480 min.
Lunch/Breaks - 50 min.
Maintenance/Cleanup - 30 min.
Net time available 400 min.
400 min x 60 sec/min

1000 Units/Day
Takt Time = 24 Sec./Unit

Pull versus Push Production Strategy

Push System
Push System – Products are provided to the
consumer based on forecasts or schedules.
• Build product to forecast

• Create excess inventory
Extra Inventory costs
Extra floor space
Expired product
Damaged product

Large Lot Size
Disadvantages of Large Lot Size

Inventory waste – large sums of money are
tied up in stored products
Quality loss – Good product becomes

defective as it sets in storage, from bumping,
scraping, water damage
Customer waiting – Customers must wait

until a long run is finished before getting
their portion of the run
Push System

Push System

Pull System

?

handout

How many pull signals
• What should be considered in establishing
maximum inventory levels?
– Long change over times
– Long lead times
– Machine downtime
– Schedule increases / decreases
– Large process or transfer or batch sizes
– Poor quality
– Long cycle times
How will the pull system change your job?
• The pull system provides more time for
constructive activities that will make your job
and working conditions better tomorrow
because with pull you only run the parts that
are needed shut down time can be spent on:
– Preventive maintenance
– Quality improvements
– House keeping
– Team meetings
• Implementation of a pull system is affected by
many factors:
– The process itself
– Cost and availability of transportation
– Relationship and logistics with supplier
– Level scheduling
– Containerization
– Supplier and customer floor space

Benefits of a Pull System
• Increases employee involvement
• Allows decision making at appropriate levels
• Allows manufacture of only what is needed by
customer
• Improves communication with customer
through visual controls
• Provides a common system for moving
material through the plant
Benefits continued
• Eliminates scheduling complexities
• Reduces lead time and WIP inventory
• Highlights quality issues quickly
• Organizes the workplace
• Leads to lower unit cost
• Supports continuous improvement

Pull System
Eliminating waste of:
• Handling
• Storage
• Expediting
• Obsolescence
• Shelf life, expiration
• Facilities
• Excess inventory (work-in-process and finished).

Pull System Conclusion
•Pull System is a flexible and simple method of
controlling/balancing the flow of resources.
– Produce exactly what the customer wants

– Minimum inventory
– Small lots
– Simplifies production scheduling and MRP
–Management by sight/signals
–The Pull takes place throughout the supply
chain, not just inside your production facility
Pull at your company
• Identify the opportunity for Kanbans
– In your department
– With your suppliers
– With your customers

Pull System Scheduling
Courtesy of Ingersoll-Rand Co., Southern Pines, NC

Pull System Scheduling
• Workstation

Kanban cards

Kanban Cards
• Production Kanban – describes how many of
what item a particular operation needs to
produce.
• Withdrawal Kanban – is used to pull items

from a preceding operation or a supermarket.

Supermarket System
• A stocking system in which materials are
stored by the operation that produces them
until they are retrieved by the operation that
needs them. When the store is full, production
stops

Kanban Supermarkets

Kanban Supermarkets
•Vendor maintained kanbans

Kanban Limits
• Workstations

FIFO

Visual Factory
Visual Factory Management

Definition:
Innovative method of providing valuable

information to everyone!
Be colorful with
Employee involvement and signs, displays and
visuals
management support
is CRUCIAL!!!!

Visual Management

Visual Management

Visual Controls
Benefits of Visual Controls
1. Cleaner and Safer

Workplace
2. Decreased Inventories
3. Less Wasted Time
4. Improved Morale
5. Improved Product Quality

Product
Tiny Tag Co. Activity
Tiny Tags Procedures
1. Punch string attachment hole.
Equipment a. Pick up hole punch.
Hole punch. b. Pick up blank tag.
c. Position hole punch on one end of tag, 0.50” in from narrow edge,
Materials and centered left-to-right.
Pre-cut tag blanks. d. Punch hole.
Ringed Reinforcements, p.n. 05729 2. Apply Ringed Reinforcement.
Pre-tied strings a. Pick up tag with punched hole.
Dot sheets, ¾” diameter, p.n. 05466 b. Remove ringed reinforcement from package.
Bundle rings, nickel plated c. Place reinforcement ring over hole.
Plastic pack bags. 3. Apply enhancement dot.
a. Pick up tag assembly.
Operations b. Remove enhancement dot from sheet.
Punching. c. Place enhancement dot in the middle of the tag.
Reinforcement application 4. Add string.
Enhancement dot application. a. Pickup pre-tied string.
String installation. b. Pick up tag assembly.
Bundling. c. Thread string through hole.
Pack-out. d. Thread end through hole through end loop.
e. Pull snug.
5. Bundling operation.
a. Pick up five (5) completed tag assemblies.
b. Thread bundling ring through the string on the tags and snap closed.
6. Packaging operation.
a. Write product identification on plastic bag(s): “TT MK IV”
b. Pick up two (2) completed tag bundles.
c. Place two completed bundles into plastic bag.
Special Notes:
· Any product design changes must be approved, in advance, by the Tiny Tag
Company marketing department.
· All components must be produced in-house. No sub-contracting is allowed.

Tiny Tag Co. results
Push System Pull System
Unit Cost Cum. Cost Count Total Count Total
Card $ 4.00 $ 4.00 9 $ 36.00 5 $ 20.00
Hole Punch $ 1.25 $ 5.25 5 $ 26.25 1 $ 1.25
Reinforce Hole $ 1.00 $ 6.25 2 $ 12.50 1 $ 1.00
Dot enhance $ 0.75 $ 7.00 6 $ 42.00 1 $ 0.75
Install string $ 0.50 $ 7.50 12 $ 90.00 1 $ 0.50
Batch $ 0.25 $ 7.75 1 $ 7.75 1 $ 0.25
Packet $ 0.25 $ 8.00 1 $ 8.00 1 $ 0.25
WIP Total $ 222.50 $ 24.00
Costs includes raw material, labor, and overhead

Standard Work

Standardized Work
thru
Standard Operating Procedures (SOPs)
Without standard work there is no continuous improvement!
Everyone must know:

Cycle Time – Takt time
Work Sequence
Work-in-Process quantities
Kanban procedures
Work instructions (SOPs)
Continuous improvement

Work Instructions
Work Instructions and SOPs

Written by Engineers AND Workers
Reviewed by Management
Operating Instructions
Tested on the line BEFORE use
Operator 1
Operator 3
7
Operator 2
4 1
Approved by QA
8 5 2
9 6 3
Standard Cycle Time
Actual time required to produce one part
Helps determine process capability

SOPs
220 Motor Line 2

Procedures
Operation 2
1. Get (2) black screws, one in each hand
2. Get motor on pallet/fixture from previous operation with right hand
3. Place RH (Right Hand) screw in Right Rear screw hold. Immediately get screw gun
4. Place LH (Left Hand) screw in gun bit and drive screw into Left Front hole
5. Run down Rear Right screw while getting (1) black screw with left hand
6. Removing guide pin, place screw in the gun bit and drive down screw in Left rear hole
7. Return guide pin to previous operation stage area while getting silver screw with left
hand
8. Get & orient ground lead (split facing up), place silver screw in eyelet & guide to right
Front hole
9. Get screw gun & run down while pressing ground strap wire tight against right side of
bracket. (#1)
10. Move motor on pallet/fixture to next operation. (Repeat entire cycle)
Visual Aide:
Position of screws: Stainless Steel screws on Left staging shelf/Black screws on Right
Install (3) screws and rundown,

placement of grounding strap and
rundown

Yellow Belt Training Wrap-up
 Lean & Six Sigma
 Value Stream Mapping
 Mistake Proofing
 5S
 SMED
 TPM
 Kaizen
 Kanban

RLM & Associates LLC
Your Lean Six Sigma & Project Management Trainers Takt Time
Takt Time Exercise

Availability
Four weeks/month
Five day work week
Two ten hour shifts
Lunch break 1 hour/shift

Two 15 min. breaks/shift
Turn over meeting 10 min./shift
Customer Demand
6 Month average = 20,000 units/month
Customer Demand = Takt Time =

Total Productive
Maintenance
A maintenance philosophy designed to integrate
equipment maintenance into the manufacturing
process. The goal is to keep equipment producing only
good product, as fast as possible with no unplanned
downtime.
• Improve Productivity
• Reduce breakdown leading to Zero
breakdown concept
• Leads to multi-skilling of workers
• Better safety
• Improve quality of products

Kaizen & Total
Productive Maintenance
Lean Tool Introduction Benefits
1. Increased Space utilization

2. Increased product quality
3. Better Use of capital
Kaizen Continuous Improvement
4. Communications
5. Production capacity
6. Employee retention
© 2009 RLM & Associates LLC 84

Andon–Signaling system to stop line
Lean Tool Introduction Benefits
1. Bring immediate attention to

problems as they occur in the
manufacturing process.
2. Provide a simple and consistent
mechanism for communicating
information on the plant floor.
A Japanese term refers to
the warning lights on an 3. Encourage immediate reaction
to quality, down time, and
Andon – assembly line that light up
safety problems.
Signaling when a defect occurs.
system to When the lights go on, the 4. Improve accountability of
stop line assembly line©is usually
2009 RLM & Associates LLC operators by increasing their
85
stopped until the problem responsibility for “good”
Jidoka
Andon
A visual management tool that highlights the status of operations in an area at a

single glance and that signals whenever an abnormality occurs.
An andon can indicate production status (for example, which machines are
operating), an abnormality (for example, machine downtime, a quality problem,
tooling faults, operator delays, and material shortages), and needed actions, such as
changeovers. An andon can also be used to display the status of production in
terms of the number of units planned versus actual output.
--- The Lean Lexicon

Jidoka
Andon
A visual management tool that highlights the status of operations in an area at a
single glance and that signals whenever an abnormality occurs.
An andon can indicate production status (for example, which machines are
operating), an abnormality (for example, machine downtime, a quality problem,
tooling faults, operator delays, and material shortages), and needed actions, such as
changeovers. An andon can also be used to display the status of production in
terms of the number of units planned versus actual output.
--- The Lean Lexicon

Your Lean Six Sigma & Project Management Trainers
Lean Six Sigma DMAIC Workshop

Yellow Belt Part 4

Your Lean Six Sigma & Project Management Trainers Takt Time
Takt Time Exercise

Availability
Four weeks/month
Five day work week
Two ten hour shifts
Lunch break 1 hour/shift

Two 15 min. breaks/shift
Turn over meeting 10 min./shift
Customer Demand
6 Month average = 20,000 units/month
Customer Demand = Takt Time =

Your Lean Six Sigma & Project Management Trainers Leveling Manpower
Leveling Manpower to Meet Demand

One worker can produce a part
every 8 minutes
Two workers can produce a part

every 4 minutes
Eight workers can produce a part

every one minute
Start and finish are close together
Multiple machines can be “watched”

by one operator
Some machines can be

This provides JUST
programmed (1,4,6) to have
the quantity needed
intelligence and stop when broken
JUST-IN-TIME
or stop after one Cycle (Jidoka)

Your Lean Six Sigma & Project Management Trainers Line Balancing
Line Balancing Exercise

Improvement Team
Reduced cycle Time
68 By 44 sec. or approx 18%
60 sec. Takt Time
60
48
Use Takt
40
Time/Cycle
32 Time Bar Chart
How
many
0 seconds
Total Cycle time =

-44 sec. How many people
New Cycle time =
Are they working 100% of the time now? If not what portion of the time are they working?
Your Lean Six Sigma & Project Management Trainers Improve Leveling
Improve Leveling with Small and Mobile Machines
Small machines are

Easier to set up
Easier to move around
Require less space
Require less walking by operators
Produce closer to SPF
Usually are less expensive
Small machines can

Be easily use to re-arrange a layout
Be used to add 1 or remove 1 for
special needs
Aid in leveling workloads

Your Lean Six Sigma & Project Management Trainers Cross Training
Improve Leveling with Cross Training

Paint booth Dryer Bender
John Individuals and

teams can be
blended to meet
changing demands
Mary
Identifies who is
certified to fulfill
which positions
Harry
Works with Independent Does Changeovers

Trainee assistance worker and Trains

Your Lean Six Sigma & Project Management Trainers Level Production
Level Production
Level production allows organizations to build to the varying demands
of the customer while holding minimum inventories and causing
minimum delays
Start with the final mixed requirements to schedule the raw materials
needed Just-in-time
Combine build for stock orders with customer orders to level workload
Can be used to even out peaks and valleys in production of various

types of products

Your Lean Six Sigma & Project Management Trainers Level Production
Example of Level Production

XYZ Units w/TUV Packaging
Operation Time Number of Operators
# Description (seconds) 1 2 3 4 5 6
1 Bottom sheet
19 19
2 hoist 19 31
3 Box 12 38 12
19
4 Rubber Guards 7 59
18
5 Escutcheon Guard 4 28
6 Literature 7 120 31
41
7 Top Sheet 10
20
8 1st Strapper 10
32
9 2nd Strapper 10 22 22
10 Unload & Palletize 29 61 29 29 29

41
(added to (added to (added to
11 Print & Add labels 12 8 & 9) 9) 9)
Total Labor 120
Ideal Cycle Time (seconds) 120 60 40 30 24 20

Actual Cycle Time (seconds) 120 61 41 32 31 29
Performance Rate 100% 98% 98% 94% 77% 69%
Units/Hr 30 59 88 113 116 124
8.0 4.1 2.7 2.1 2.1 1.9

Time available to move and shrink wrap 2 pallets
3/27/2018 (minutes) © 2009 RLM & Associates LLC 95

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Kaizen

1 © 2009 RLM & Associates LLC

3/27/2018 © 2009 RLM & Associates LLC 2

• The risks are lower because they generally

• The accumulated effect is often greater than

3/27/2018 © 2009 RLM & Associates LLC 4

3/27/2018 © 2009 RLM & Associates LLC 5

3/27/2018 © 2009 RLM & Associates LLC 6

3/27/2018 © 2009 RLM & Associates LLC 7

2 Resource Planning 2 hrs

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3/27/2018 © 2009 RLM & Associates LLC 20

21 © 2009 RLM & Associates LLC 3/27/2018

3/27/2018 © 2009 RLM & Associates LLC 22

• Kanban System - a pull system that uses color-

3/27/2018 © 2009 RLM & Associates LLC 23

3/27/2018 © 2009 RLM & Associates LLC 24

The concept carries backward through a process

Customer Retailer Manufacturer Suppliers

Leveling Manpower to Meet Demand

Two workers can produce a part

Eight workers can produce a part

Start and finish are close together

Multiple machines can be “watched”

Some machines can be

3/27/2018 © 2009 RLM & Associates LLC 26

400 min x 60 sec/min

Takt Time = 24 Sec./Unit

3/27/2018 © 2009 RLM & Associates LLC 27

3/27/2018 © 2009 RLM & Associates LLC 28

• Build product to forecast

3/27/2018 © 2009 RLM & Associates LLC 29

Disadvantages of Large Lot Size

Quality loss – Good product becomes

Customer waiting – Customers must wait

3/27/2018 © 2009 RLM & Associates LLC 32

3/27/2018 © 2009 RLM & Associates LLC 33

3/27/2018 © 2009 RLM & Associates LLC 36

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3/27/2018 © 2009 RLM & Associates LLC 56

3/27/2018 © 2009 RLM & Associates LLC 58

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– Produce exactly what the customer wants

– With your suppliers

– With your customers

3/27/2018 © 2009 RLM & Associates LLC 61

Courtesy of Ingersoll-Rand Co., Southern Pines, NC

3/27/2018 © 2009 RLM & Associates LLC 63

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• Withdrawal Kanban – is used to pull items

3/27/2018 © 2009 RLM & Associates LLC 65

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