Kaizen bcic
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Transcript of Kaizen bcic
World Class Manufacturing• QUALITY
– QA,TQC,TQM, ISO– ZD,COQ,PDCA, 6σ
• DELIVERY– SCM, ERP– CELL, JIT,KANBAN
• COST– 5S,VE,WoW– Value Chain, Cost drivers– TCM,LEAN,TPM
KAIZEN UMBRELLA OF WCM
WHY KAIZEN1. Universally applicable to various industries and context2. Directly impacting on all customer satisfaction
parameters of business3. Easy to implement at grass-root level compared to
other tools4. Accomplish self sustainable benefits through people
involvement5. Kaizen generates process-oriented thinking since
processes must be improved before we get improved results
• Support & Stimulate Efforts for Process improvement rather than Control and Command for Performance/Results improvement
My Gurus….
• MASAKI IMAI– KAIZEN
• RICHARD SCHONBERGER– Building a Chain of
customers• PHIL CROSBY
– Quality is Free• MICHEL GREIF
– Visual Factory
MASAAKI IMAI SAN
• Born in Tokyo, 1930• Founded Kaizen Institute in 1986.• Wrote best seller “Kaizen : Key to
Japan’s Competitive Success.”• Was translated in 14 languages.
KAIZEN GURU
Theme: Improvement in bracket bellow support assembly for machine assembly
Before Kaizen:There was a strain in mounting the Bracket bellow support on to slim3 machine. 2 persons required to assemble the cover
After Kaizen:Fixture made by using simple frame from in-house parts. Single person can assemble the cover. Easy handling of part since crane will be used
Illustration of Individual Kaizen
• Easy to understand
• Easy to implement
• All functions can participate
• Does not involve much expenses
• Does not need any major tool,Except ….. Motivation
• No expensive training required to implement
WHY KAIZEN
DEFINITION OF KAIZEN
KAI = CHANGE
ZEN = GOOD (FOR THE BETTER)
(Next Elevated State)
KAIZEN = CONTINUAL IMPROVEMENT
Stumbling blocks for change
1. I have done it before… it did not work
2. It is not my idea…. it will not work
3. Why change …..while I am comfortable
4. Nobody has ever tried…. so it will not work
CHANGE
Paper does not burn in sunlight
Paper burns
Improvement Focused Improvement
Improvement is like sunlight:• Lot of energy, but dispersed (wasted)• Small improvements• Slow progress.
Focused improvement concentrates the energy:• Little energy, but concentrated and aligned• Enables significant (large) improvements• Small time required• Rapid progress
KAIZEN
KAIZEN – FOCUSED IMPROVEMENT
ORGANIZATION FOR KAIZEN
Customer
expectations
G e m b a
Organizationto
support
Customer
satisfaction
THE THREE GOALS OF OPERATIONS-QDC• Customer expectation is
three fold: QDC– QUALITY– DELIVERY– COST
Customer is satisfied• The Firm’s response
should be: BFC– BETTER– FASTER– CHEAPER
Firm develops competitive advantage!
QUALITY-Better
DELIVERY-
FasterCOST-Cheaper
firmcustomer
QDC DEFINITIONS & CONCEPTS• QUALITY
– It is “conformance to customers requirements”– Its target is “zero defect”– Its measure is “cost of nonconformance”– Its system is “prevention”
• DELIVERY– Meeting the promised time– Delivering by expected time– Crashing leadtimes & cycletimes– Meeting schedules
• COST– Value derived by customer– Driver of Competitive advantage– Nonvalue adding activities(NVA)-Waste
3 Mu Checklist of Kaizen activitiesMUDA( Waste) MURI( Strain) MURA( Discrepancy)
1 Manpower Manpower Manpower
2 Technique Technique Technique
3 Method Method Method
4 Time Time Time
5 Facilities Facilities Facilities
6 Jigs and Tools Jigs and Tools Jigs and Tools
7 Materials Materials Materials
8 Production time Production time Production time
9 Inventory Inventory Inventory
10 Place Place Place
11 Way of Thinking Way of Thinking Way of Thinking
Appendix A of page 231 “Kaizen” Masaki Imai
Kaizen & Management
Top ManagementMiddle Management
Supervisors/ Team leadersWorkers
Top ManagementMiddle Management
Supervisors/ Team leadersWorkers
Top ManagementMiddle Management
Supervisors/ Team leadersWorkers
Top ManagementMiddle ManagementSupervisors/ Team leadersWorkers
Improvement
Maintenance
InnovationMaintenance
Innovation Kaizen
Maintenance
Innovation
Maintenance
Japanese Perception
Western Perception
Innovation Centered High Tech
The 4M ChecklistA. Man ( Operator)
1. Does he follow standards?2. Is his work efficiency acceptable?3. Is he problem- conscious?4. Is he responsible/accountable?5. Is he qualified?6. Is he experienced?7. Is he assigned to the right job?8. Is he willing to improve?9. Does he maintain good human
relations?10. Is he fit and healthy?
B. Machine (Facilities)
1. Does it meet production requirements?2. Does it meet process capabilities?3. Is the lubrication adequate?4. Is the inspection adequate?5. Is operation interupted due to machine
trouble?6. Does it meet precision requirements?7. Does it make any unusual noises?8. Is the layout adequate?9. Are there enough machines/facilities?10. Is everything in good working order?
The 4M Checklist
C. Material
1. Are there any mistakes in volume?2. Are there an mistakes in grade?3. Are there any mistakes in the brand
name?4. Are there impurities mixed in?5. Is the inventory level adequate?6. Is there any waste in material?7. Is the handling adequate?8. Is the work-in-progress abandoned?9. Is the storage layout adequate?10. Is the quality standard adequate?
D. Method
1. Are the work standards adequate?2. Is the work standard upgraded?3. Is it a safe method?4. Is it a method that ensures a good
product?5. Is it an efficient method?6. Is the sequence of work adequate?7. Is the setup adequate?8. Are the temperature and humidity
adequate?9. Are the lighting and ventilation adequate?10. Is there adequate contact with the
previous and next processes?
The 5 W and 1 H of Kaizen
Who? What? Where?1. Who does it?2. Who is doing it?3. Who should be doing it?4. Who else can do it?5. Who else should do it?6. Who is doing 3-Mus?
1. What to do?2. What is being done?3. What should be done?4. What else can be done?5. What else should be done?6. What 3-Mus are being done?
1. Where to do it?2. Where is it done?3. Where should it be done?4. Where else can it be done?5. Where else should it be done?6. Where are 3-Mus being done?
When? Why? How?1. When to do it?2. When is it done?3. When should it be done?4. What other time can it be done?5. What other time should it be
done?6. Are there any time 3-Mus?
1. Why does he do it?2. Why do it?3. Why do it there?4. Why do it then?5. Why do it that way?6. Are there 3-Mus in the way of
thinking?
1. How to do it?2. How is it done?3. How should it be done?4. Can this method be used in other
areas?5. Is there any other way to do it?6. Are there any 3-Mus in the
method?
Masaki Imai “ Kaizen” page 235 Appendix C
3 KAIZEN elements & QDC• Man• Machine• Material• Method
QUALITY-MURA
DELIVERY-MURI COST-MUDA
4Mx3mu=12 point improvement opportunity
Flexibility & Agility
1. Small batch production2. Variation in products
or manf design3. Adaptation of new
manufacturing processes for higher productivity
4. Significant fluctuation in market demands
5. Manufacture of completely new products.
Kaizen & Competitive Advantage!
1. Differentiation- you have to be different from others; and you have to sustain that over time
2. Cost Leadership- you have to be the lowest cost producer; and you have to sustain that over time
• A company takes one of the above paths to win; in both, there is need for Continual Improvement to sustain the competitive advantage-market share gain or higher profitability or both
COMPETITIVE STRATEGIES AND QDC
• Unique and Intense Q &D performance leads to DIFFERENTIATION STRATEGY
• Unique and Intense C performance leads to COST LEADERSHIP STRATEGY
Differentiation strategy
Cost Leadership StrategyD
IVER
SIFIED
FOC
USSED
KAIZEN & BUSINESS EXCELLENCE!• EFFECTIVENESS-Q &D
– Fulfillment of External purpose of the firm
– Do the right things• EFFICIENCY-C
– Internal purpose of the firm– Do things right– Resource deployment– Resource Utilization
EEE measures Business as well as Operational Excellence
EFFECTIVENESS
CUSTOMER GOALS
EFFICIENCY
FIRM’S GOALS
Q&D C
Balancing Act Of QD &CBalancing Act Of QD &C
IMPROVEMENT ;INTERNAL CONSISTENCY
• Improve over time– Firm’s own past record
• Improve over space– Competitive benchmark
Leadtime reduction( D)Waste Reduction (C) Zero Defects (Q)
All three can go hand in handCan there be a conflict??If so, Stress at nodes can be relieved through Kaizen
Mutual Forces & Stress at Nodal points
Q
D C
Management Kaizen and “BUILDING A CHAIN OF CUSTOMERS”
• Business enterprise is a chain of customers– DESIGN TO SERVICE
• Integration of operational excellence to strategic goals of a business enterprise
Kaizen
Kaizen
Kaizen
Design&Dev
SupplyChain
Sales& Service
JIT & Group KAIZEN• 3 JIT CONCEPTS
– PULL: Kanban– SMALL LOTSIZE: Single
Pc Flow– FLOW: No online buffers
• 3 CELL benefits– Q: Dynamic & Autonomous
quality correction– D: Shorter throughputs– C: Lower rework, Higher
productivity
• 3 Mus and 4 MsCELL MFG
5S & KAIZEN:
ASSEMBLY PRACTICES
Production schedule
Check Sheets
Color Coding of parts with respect to sub-assembly
Labeling of Part Nos. and Part Name
Who does Kaizen?Management Kaizen Group Kaizen Individual Kaizen
Involves Managers and Professionals QC Circle members;SGA members
Everybody
Tools Professional skills; QC tools Brainstorming; QC tools Common sense; QC tools
Target Focus on systems & procedures Within the same workshop or workplace
Within ones own work area
Period Lasts for duration of the project Requires 4 or 5 months to complete
Anytime
Achievements As many as management choses 2 or 3 per year many
Implementation cost Small investment may be required to implement the decisions
Mostly inexpensive Inexpensive; zero cost
Result New system and facility improvement
Improved work procedures; revision of standard
On the spot improvement
Booster Improvement in Managerial Performance
Group Morale improvement; participation; learning experience
Individual Morale improvement; Kaizen awareness; Self development
Direction Gradual and visible improvement; marked upgrading of current status
Gradual and visible improvement Gradual and visible improvement
Ref: Masaki Imai “ Kaizen”- the practice Fig4.1 The 3 segments of Kaizen
KAIZEN ORGANISATION CHART
TOP MANAGEMENT
KAIZEN SECRETARIAT
Kaizen steering committee
Kaizen Championsfrom All functions
• Originality of idea
• Multiple Area of ideas
• Business Impact of the idea
• Innovation involved
• Implemented & benefits realised
• Low investment
Criteria for the Kaizen committee
GENERAL RULES OF KAIZEN
• Do it Today • Do not take NO for an answer• Do not find out why it cannot or should not
be done. Do it.• Do not wait for perfection; 60% is good
enough. Move!
KAIZEN and NEW VENTURES1. The journey of Kaizen cannot ignore any of the QDC parameters-
yet any one of them is always more critical than the other two depending upon the business context at a given point in time
2. During the startup of new ventures, • high emphasis should be given to innovation and quality assurance,
and once high level of confidence was built on product reliability, • thereafter the management priority shift to shorter lead-times and
promised dates, and • once that was settled finally cost efficiencies and business
profitability become important. 3. The top management keep an eye on the earlier objectives so
that it is not diluted during the process of shifting Kaizen focus subsequently from Q to D and later from D to C.
In conclusion….
• CUSTOMER SATISFACTION– QUALITY, DELIVERY, COST
• COMPETITIVE ADVANTAGE– FASTER, BETTER, CHEAPER– OVER PAST, OVER OTHERS
• CONTINUAL IMPROVEMENT– MURA, MURI,MUDA– STRAIN, DISCREPANCY, WASTAGE
• Close correlation with worldclass practices in manufacturing and success of business
KAIZEN DELIGHTS ALL THREE STAKEHOLDERS
CUSTOMER! EMPLOYEE! SHAREHOLDER!
Thank you and Have a Happy Kaizen Day!!!
CONTINUAL IMPROVEMENT
Before Kaizen:No coolant filtration unit for ID grinding machine
After Kaizen:Coolant filtration unit created using existing tank. Chip filtration ensured
Before Kaizen:No support for casting. Hence was being placed on critical machined surface
After Kaizen:Small supporting fixture provided. Avoids any damage to machined surface. Also safe method of placing component
CONTINUAL IMPROVEMENT
Before Kaizen:There was no method other than CMM to check the final size of Ø 58 F8.Separate inspection time was required and machine was kept idle to check this diameter in CMM.
After Kaizen:Special Gauge is made to check the size,QC inspection is not required before I/D grinding.
Ø 58 F8
CONTINUAL IMPROVEMENT
Theme: Improvement in bracket bellow support assembly for slim3 assembly
Before Kaizen:There was a strain in mounting the Bracket bellow support on to slim3 machine. 2 persons required to assemble the cover
After Kaizen:Fixture made by using simple frame from in-house parts. Single person can assemble the cover. Easy handling of part since crane will be used
CONTINUAL IMPROVEMENT
QUALITY IMPROVEMENTSTheme: Process improvement for 21M120A717 (Bearing screw)
Before Kaizen:Concentricity between OD & ID was achieved about 50 microns against required 30 microns
This was due to the holding of work piece with 3 jaw chuck
After Kaizen:Process changed by completing the OD grinding, assembling part on to mating component and ID grinding after the assembly
This ensures that both OD & ID are concentric (within 10 microns) and no distortion of parts
QUALITY IMPROVEMENTSTheme: Storage of spindle shafts for Slim3
Before Kaizen:The storage of spindle shafts was being done with the help of a wooden V block fixture. This method was prone to damages
After Kaizen:
Special trolley introduced for storage of spindle shafts. Easy handling of spindle shafts. No damages will be caused during transport
CONTINUAL IMPROVEMENTTheme: Dummy probe pocket for CMM
Before Kaizen:
CMM probe was kept on a surface table. Due to this being a regular working area there were chances of probe getting damaged . The probe is very expensive and costs.
After Kaizen:
Probe damage avoided completely. House keeping also improved on CMM surface table
Before Kaizen:There was no fixture for proximity tightening.
After Kaizen:Two holes made on the table so that proximity can be fixed while tightening the connectors
CONTINUAL IMPROVEMENT
KAIZEN CELEBRATION
•Good response to Kaizen movement
•Motivation levels of employees very high
•Total employee involvement
SHOP FLOOR PRACTICES
•Material issued to Shop will contain a MO copy
•Material moves between work centers with MO
ASSEMBLY PRACTICES
•Identification and location for every component
•Modular work benches for Sub assemblies
•Storage of tools and fixtures at required locations
ASSEMBLY PRACTICES
•Components of the work bench
•Color coding for parts sub assembly wise
Production schedule
Check Sheets
Color Coding of parts with respect to sub-assembly
Labeling of Part Nos. and Part Name
MATERIAL SEGGREGATION
•Rework and rejection separately identified
•Yellow tag for rework components
•Red tag for rejections