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1、Yellow Belt Training10 Step Kaizen Process,This product was funded by a grant awarded under the Presidents High Growth Job Training Initiative as implemented by the U.S.Department of Labors Employment&Training Administration.The information contained in this product was created by a grantee organiza
2、tion and does not necessarily reflect the official position of the U.S.Department of Labor.All references to non-governmental companies or organizations,their services,products,or resources are offered for informational purposes and should not be construed as an endorsement by the Department of Labo
3、r.This product is copyrighted by the institution that created it and is intended for individual organizational,non-commercial use only.,Step Six:Develop Kaizen Plan,Go to“red light thinking”pick ideas to implementFrom“try storming”,choose ideas to be duplicated,modify others&eliminate the restDocume
4、nt the wastes to be eliminatedIdentify required resourcesEstablish implementation responsibilities,due dates/timeInform impacted team members management and get buy-in,References,Gemba Kaizen by Masaaki ImaiThe Idea Generator(Quick&Easy Kaizen)by Norman Bodek&Bunji Tozawa,Kaizen Definitions,Change+I
5、mproveTake Apart&Make BetterContinuous Improvement,Continuous Improvement,Change yourway of working,Kaizen Shifts the Responsibility to You!,Present an idea to your supervisorKeep the supervisor informed of your daily progressWrite up the idea to share with your co-workersReport back on your success
6、 or needs for additional assistance,You Dont Ask You Dont Get,Quick and Easy KaizenIs an improvement system that includes ALL EMPLOYEESShifts the responsibility for improvement to the workerFocuses on small changes that can be applied immediatelyRequires each person to write down and implement his/h
7、er own ideasBegins with you!,Shortcut by Changing Methods,“First,have a definite,clear practical ideal;a goal,an objective.Second,have the necessary means to achieve your ends;wisdom,money,materials and methods.Third,adjust all your means to that end.”Aristotle,Ask your employees to fFind a new way
8、to do things more quickly,or skip doing unnecessary things.That is Kaizen activity.,The iron bar is a method to reduce inventory,Kaizen means:I.Selecting a better way to do thingsII.Dont stick to just one way or the old wayIII.Think,study,and devise new ways to do things.,Kaizen is Quickly,Simply,Ea
9、sily,Persistently,Tenaciously,and Continuously Sustained and Repeated,Kaizen is continuous trial and error,within the scope of your own job.,Review Your Job,Why do I need to do this?Why do I need to do this thing to that extent?Are there any other ways to do this job?What about other companies,how d
10、o they do what I am doing here?,Overcoming Limitations,LimitationsBudgetTime ManpowerEquipmentFacilitiesHuman FactorsOrganizational Constraints,ActionsIf we dont have a large enough budget,we come up with ideas within our limited budget.If we only have three people to do the job,come up with a metho
11、d to do the job with three people.That is Kaizen.,We Cant Do That Syndrome,We produce such a variety of productsOur products are custom;we cant standardize The change is too rapidWe are not in a mass production situationOur people are too busy,Share Ideas&Success Freely,How can you write down and sh
12、are improvements quickly?How can you implement improvement quickly?How can you bring improvement ideas to the surface continuously?,3 Rules to Implementing Kaizen,Stop doing unnecessary things.Reduce.If you cant stop,reduce them somehow.Change.Try another way.,3 Reasons to have a Quick and Easy Kaiz
13、en system:,A conscious effort.To have improvement activities continue.Improvement becomes an organization-wide effort involving all employees.,In Kaizen,you dont have to be perfectKaizen strives to get immediate results By making a small difference By taking a small step,Improvement Are Done:,Consci
14、ouslyContinuouslyInvolve ALL Employees,Kaizen is:,OrdinaryCommonObvious,Start with“better,”while striving for the best.By changing this way,you can do it right now when the best is something you cannot do right now;it is too much.Start with what you can do and go as far as you can.,3 Elements of Suc
15、cessful Kaizen,Surface write it down.Implement you do it.Share post it,review it,and talk about it.,Share it,post it,review it and talk about it.,Kaizen is For You!,Dont stick to one way of doing the work.With Kaizen you can change yourself and you can change your workplace.Kaizen should be done to
16、benefit you.The person who gains the most from the Kaizen is the person who did the Kaizen.,Improvement by Visualization,Displaying,indication,and signsEmphasizing,color,size,graphsMaking a graph so that you can see the changes in visualization or comparison,Kaizen Targets,Customer service can be im
17、provedQuality can be improvedCosts can be loweredSchedule improve delivery and production timeCycle time,set up time can be reducedInventory reduce unnecessary stockSafety reduce possible accidents,Kaizen Targets,People improve workers skills and knowledgeEquipment improve downtime and efficiencyEnv
18、ironment improve air quality,reduce odorsVisual use colors,clean up,find things easier more easilyLocation or distance reduce unnecessary motion or facilitate necessary interaction,etc.,Kaizen=Change+Improve,Changing your viewpoint or your positionChanging your steps or methodsChanging the way you a
19、re combining thingsChanging materials and partsChanging in a“pinch”or in a difficult timeChanging negative to positiveChanging the timing,etc.,Kaizen also means to better communicate,to do better calculations,and make better explanations.That is Kaizen too.,Kaizen Mistakes,Saying but not Implementin
20、gImplementing but not SurfacingSurfacing but not Sharing,Eliminate the Unfinished,Saying and not doing.Doing but not doing any follow-up.Writing without any follow-up.Collecting but no follow-up later.,3 Obstacles to a Creative System,Employees dont have any good improvement ideas.You dont ask you d
21、ont get.Employees are happy just to do their job everyday and not think about change.,3 Report Items:,Before:What was the problem?After:How was it improved?Effect:What were the results?,Now is the only moment in time overwhich we have any control.Dream it nowPlan it nowWant it nowDO IT NOW!,Kaizen i
22、s NOW!,Harry Smith,Kaizen for Troubleshooting&Problem Solving,5 Steps to Kaizen Problem Solving,1.)When a problem(abnormality)arises,go to Gemba first.2.)Check the Gembutsu(relevant objects).3.)Take Temporary Countermeasures on the spot.4.)Find the Root Cause.5.)Standardize to Prevent Recurrence.,St
23、ep#1 Go to Gemba First,Gemba means:“Real Place”,or Where the“Action”is.When a problem arises,go to Gemba first.Solve Specific Problems.Gemba is the most important place in an Company.Soichiro Honda;Founder of Honda Motor Co.did not have a Presidents Office.He was always found somewhere in GEMBA.,Ste
24、p#2 Observe Gembutsu,GEMBUTSU means something physical or tangible Problem Ex.-Broken-Down Machine,Reject,Service Delivered Poorly,Returned Goods,Complaining Customer,Poor Information Management!Observe Conditions that produced the Problem.Gather Data.Look Closely at Materials,Machines,Manpower,&Met
25、hods,Step#3 Immediate Temporary Fixes,Take Immediate Action with a Temporary Fix.Temporary Fixes only address symptoms,not the root causeNever stop the kaizen effort at the third stage(temporary countermeasures)Must find the root cause,then standardize to prevent re-occurrence,Step#4 Find the Root C
26、ause,Many problems can be solved quite readily using the Gemba-Gembutsu principles1.)“Why are you throwing sawdust on the floor?”“Because the floor is slippery and unsafe.”2.)“Why is it slippery and unsafe?”“Because theres oil on it.”3.)“Why is there oil on it?”“Because the machine is dripping.”4.)“
27、Why is it dripping?”“Because oil is leaking from the oil coupling.”5.)“Why is it leaking?”“Because the rubber lining inside the coupling is worn out.”,Step#5 Standardize to Prevent Recurrence,The Last Rule is Standardization.Eliminate Root Causes Implement Permanent Solution Confirm the Effectivenes
28、s of the Permanent Solution.Standardize the use of the new Procedure.,12-Kaizen Target Areas Kaizen Teams,Customer Service can be improvedQuality can be improvedCosts can be loweredSchedule improve delivery and production timeCycle Time,Set-up Time can be reducedInventory reduce the unnecessary stoc
29、kSafety reduce possible accidentsPeople improve workers skills and knowledgeEquipment improve downtime and efficiencyEnvironment improve air quality,reduce odorsVisual use colors,clean up,find things easierLocation reduce unnecessary motion or facilitate necessary interaction,etc.,Kaizen Events with
30、 Teams,Kaizen Session PreparationManagement Selects Target AreaSet Time 2 to 5 Day Kaizen EventsSet Scope-Project BoundariesIdentify Basic Theme or Improvement Targets Select Kaizen Team Members(4-6 Cross Functional)Objective“Eyes”assigned to Project(Typically an External Consultant)Just Do IT!,Part
31、icipateObserve&Study the ProcessUse Creativity(Before Capital)Use Kaizen ToolsShare IdeasAsk QuestionsExperiment with Changes,Team Members Role,Kaizen Lean Tools TrainingTeam Walk-through the Work Area&Observe and Collect DataIdentify“WASTE”&List Opportunities for ImprovementGroup Opportunities&Assi
32、gn Tasks to Team MembersPeriodically Meet with Team Members to assess,share ideas,Discuss Possible SolutionsExperiment with Changes“TRY STORM”Adjust Solutions Based on FindingsImplement Changes&Document,Kaizen Team Work Plan,1.Go to where the action is.Gemba!2.Question current practices.3.Use creativity before capital.4.Involve the workers in the process.5.Seek the wisdom often.6.Avoid“PENCIL”kaizening.7.Gather accurate data.8.“Ready,Fire,Aim”is OK.9.More than one solution OKLong&Short Term)10.Ask“Why?”5 Times.(Root Causes),Ten Rules for Kaizen,
