Kaizen
Johnnetwork 
Kaizenmodule3.pptxLean manufacturing, also known as the Toyota Production System, means doing more with less (less time, less space, less human effort, less machinery, less materials) while giving customers what they want.
Two important books popularized the term “Lean”:
The Machine That Changed the World, by James Womack, Daniel Jones, and Daniel Roos and published by Simon & Schuster in 1990
Lean Thinking, by James Womack and Daniel Jones, published by Simon & Schuster in 1996
Background: What is Lean manufacturing?
Video to watch:
https://www.youtube.com/watch?v=wfsRAZUnonI&t=9s
Lean manufacturing house
The foundation of Toyota Production System according to Dennis (2016) can be represented in the form of a house as it shown in the image
The foundation in Lean is stability and standardization. Just-in-time production and Jidoka are the pillars (the walls). The goal is the roof and the heart of the TPS is involvement.
Goal
Customer focus:
Highest quality, lowest cost, shortest lead time by continually eliminating muda.
Just-in-time
Jidoka
Standardization
Stability
Involvement:
Flexibility, motivated team members continually seeking a better way
Lean manufacturing activities
Just-in-time
Jidoka
Standardization
Stability
Involvement:
Standardized work
SS
TPM
Kaizen circles
Suggestions
Safety activities
Hoshin planning
Customer focus:
Hoshin planning, takt, heijunka
Involvement, Lean design, A3 thinking
Flow
Heijunka
Takt time
Pull system
Kanban
Visual order (SS)
Robust process
Involvement
Poka-yoke
Zone control
Visual order (SS)
Problem solving
Abnormality control
Separate human and machines work
Involvement
Standardized work Kanban, A3 thinking
Visual order (SS) Hoshin planning
Standardized work, SS, jidoka
TPM, heijunka, Kanban
Lean activities are interconnected.
For instance, stability starts with visual management and the 5S system. 5S supports standardized work and total productive maintenance (TPM), which are key to method and machine stability, respectively. In addition, 5S is part of the JIT production.
Lean thinking is an organizational change method that is also implemented with the objective of increasing profit.
Lean thinking originated in Japan, and is best exemplified by the Toyota Production System
https://www.process.st/lean-tools/
Lean production is a method of organizing production using half the effort, space, inventory, and product development time compared with mass production. It also achieves fewer defects, and larger product variety. These improvements should result in increased sales, which is the key to re-deploying freed-up resources. Lean thinking codified and expanded upon the Toyota Production System to include non-manufacturing organizations, as well as product development efforts.
Lean thinking instructs the change agent to rethink the notion of value first. By walking the value stream, from finished goods to raw materials and repeatedly asking: "Are my customers willing to pay for this?", the lean change agent identifies opportunities for eliminating waste from the system. Further, value stream mapping is a very useful tool for determining which areas of the system to improve first. As well, the future state map keeps the organization focused on moving towards a common goal.
https://www.nikunjbhoraniya.com/2019/02/lean-tools-top-lean-manufacturing-tools.html
The organizational segmentation at the Toyota Production System
The 8 wastes of Lean
Lean thinking aims to remove wastes from work processes. Before diving into the 8 wastes, it is important to understand what waste is. Waste is any action or step in a process that does not add value to the customer. In other words, waste is any process that the customer does not want to pay for. The original seven wastes (Muda) was developed by Taiichi Ohno, the Chief Engineer at Toyota, as part of the Toyota Production System (TPS). The seven wastes are Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing and Defects. They are often referred to by the acronym ‘TIMWOOD’. The 8th waste of non-utilized talent or ‘Skills’ of workers was later introduced in the 1990s when the Toyota Production System was adopted in the Western world. As a result, the 8 wastes are commonly referred to as ‘TIMWOODS’. In the following section we will examine each of these wastes in detail.
Waste in lean manufacturing
Note: Muda, Mura, and Muri are correlated. Eliminating one of them can affect the other two
Muri (The waste of overburden)
Muda (The 7 wastes: transportation, inventory, motion, waiting, overproduction, over-processing, defects)
Mura (The waste of unevenness)
Waste in lean manufacturing
The three types of waste in Lean:
Muda (The 7 wastes: transport, inventory, motion, waiting, overproduction, over-processing, defects)
Mura (The waste of unevenness)
Muri (The waste of overburden)
Muri = Overburdened
Mura= unevenness, fluctuation, variation
Muda=waste
No Muri, Mura, or Muda
1
2
3
Muda, Mura, and Muri are correlated. Eliminating one of them can affect the other two.
https://www.thoughtworks.com/insights/blog/understanding-how-design-thinking-lean-and-agile-work-together
Design Thinking is how we explore and solve problems; Lean is our framework for testing our beliefs and learning our way to the right outcomes; Agile is how we adapt to changing conditions with software. Design Thinking is about ability and learning. Carissa Carter, head of teaching at Stanford Design School, brilliantly describes some of the abilities that make designers great. Abilities like dealing with ambiguity, empathetic learning, synthesis, and experimentation, among others. A designer’s ability to make meaning, frame a problem and explore potential solutions are key. Donald Norman, the author of The Design of Everyday Things, describes a designer’s discontent with the first idea. Ask yourself, when was the last time that your first idea was your best idea? Meaning and new ideas emerge when we explore things. Design Thinking is simply how we explore those problems and solutions. Everyone designs, whether it’s conscious or not. If you’re solving a problem, you’re designing a solution. Design Thinking is a mindset that helps us do it better. Lean started out as a response to scientific management practices in manufacturing. Organisations sought efficiency through processes, rules, and procedures and management was mostly about control. But in modern business, control is a falsehood. Things are too complex, too unpredictable, and too dynamic to be controlled. Lean offers a different mindset for managing any system of work. It’s fundamentally about exploring uncertainty, making decisions by experimenting and learning and empowering people who are closest to the work to decide how best to achieve desired outcomes. Lean says be adaptive, not predictive. Agile is related to Lean. The differences are mostly about what these mindsets are applied to, and how. In conditions of high uncertainty, Agile offers ways to build software that is dynamic and can adapt to change. This isn’t just about pivoting. It’s also about scaling and evolving solutions over time. If we accept that today’s solution will be different from tomorrow’s, then we should focus on meeting our immediate needs in a way that doesn’t constrain our ability to respond when things change later. The heart of Agile is adapting gracefully to changing needs with software.
https://www.thoughtworks.com/insights/blog/understanding-how-design-thinking-lean-and-agile-work-together
Most important of all, it’s about working together and achieving together. Learning is a team sport, and collaboration is key if we’re going to find our way to the place we want to be. There is no one correct way, nor is one single mindset enough. But all together, elements of each mindset help us to find our way forward.
Instead of focusing on applying a process, teams ought to challenge how they think and try new things, embrace the things that work, and learn from the things that don’t. This right way will be different for each team in their specific context. Success is about how teams develop the new ability, learn by doing, and adapt to what is learned.
What is Lean to you?
https://blogs.mtu.edu/improvement/2019/11/20/what-is-lean-to-you/
Sometimes it can be hard to really grasp the concept of what Lean is and what it really means to use it, and it can be even harder to explain Lean to someone else. When I say I have an on-campus job many of my peers give the normal response of “where do you work?” and to that I reply with “The Office of Continuous Improvement.” While I get a couple responses to this like “Where is that at?” or “I didn’t know we had one of those,” the most common response I experience is “What do you do there?” When I first started working as a Student Process Improvement Coordinator I would just reply with “oh, I help do Lean for the school.” But after seeing the confused look on peoples’ faces I realized that they probably had no idea what I was talking about and I was going to have to start explaining what Lean was. So, I started thinking about how to describe Lean in my own words with out using any Lean lingo.
To me, Lean is a complex concept that ultimately always puts the customer and people first. Lean is based on waste elimination, respect for people and customer value. In Lean practices, it is important to simplify and standardize everything, to stream line it. In the end Lean should be more of a culture or a way of life than a practice or set of rules. I feel as if Lean is hard to define. The more information I’m introduced to the more broad Lean is and the more it can include.
I’m sure many others have different definitions of Lean than mine but that is kind of the interesting aspect of it. Lean is such a broad topic that encompasses so many aspects of our day-to-day lives. It’s much more than the tools and terms–its a way of thinking and a culture, which is why it is so hard to describe and define. So, what is your definition of Lean and Continuous Improvement?
https://blogs.mtu.edu/improvement/2019/09/27/career-fair/
https://blogs.mtu.edu/improvement/files/2019/07/Ideas-to-organize-your-closet-before-and-after-5.jpg
We have books on every part of improvement. From how to improve your office and efficiency on a personal level to the grander scale of Lean implementation throughout your workforce. In addition to our books, we have tools we can teach you about and classes in lean at Michigan tech that you can take. If you decide to read a book about self-improvement in lean, I would recommend “Organize your office”. This is an easy to read book for beginners, outlining simple steps on self-improvement in your office space. Just try a few tips a week and you will see tremendous results. Just imagine the reaction you could get from your boss if you manage to eliminate wasted time in the office.
Chaotic to Clean
As we reflect on the state of our lives and homes a lot of the time the word that comes to mind is chaotic, well at least for me it does. Then we begin to reflect on why our lives seem so chaotic, and that’s no hard question to answer. Most of us are balancing tight schedules whether it be work, school, a family, or activities we are involved in, it tends to seem like downtime is never a thing. So how do we keep organized during these chaotic times so we aren’t spending our free time searching for items and reorganizing places we can never seem to keep organized? Well, a good way is to 5S your spaces. Now, you can’t dive in headfirst and do it to every room in your house all at once, but you can start with one area and go from there. Let’s say you start with your closet.
So first you will need a little background on exactly what 5S is. 5S is an organizational tool where you sort, set in order, shine, standardize, and sustain. Each one of these “S’s” has a distinct definition:
Sort – Sort items in the area to figure out what is not needed and eliminate it. In your closet, this would be separating your clothes, shoes and other items to figure out what you wear, what you don’t wear, and what doesn’t belong in the closet. Then get rid of the things not used or not in the right spot.
Set in Order – Organize items that remain after sorting. Arrange items neatly and make sure there is “a place for everything and everything in its place”. In your closet, that means putting all your clothes in easy to find spots and designating an area for each type of clothing.
Shine – Clean the area that you have previously organized. In your closet, that means dusting, vacuuming, and completing any other cleanup you can think of.
Standardize – Set regular cleaning and maintenance to be done. For your closet, this could mean every time you put your clothes away make sure everything is in its spot and the closet is clean.
Sustain – Make this process a habit and conduct audits to make sure the process is working. For your closet, this could mean every month you go through and asses if everything is in place and if not rethink the process.
Following these steps and performing a 5S on your closet could save you a lot of time in the morning and maybe allow you to get that extra 5 minutes of sleep. The closet is also just the beginning. This tool can help you with any other area or process at home, work, school, or any other place. So, next time your feeling overwhelmed, try using this tool to organize the area causing you stress.
Ka zen
Department of Industrial Engineering –
New Mexico State Unviversity
Dr. Delia J. Valles-Rosales
Continuous Improvement
https://www.nikunjbhoraniya.com/2019/02/lean-tools-top-lean-manufacturing-tools.html
Video to watch to introduce Kaizen:
https://www.youtube.com/watch?v=fcBXtwGexNc
Lean improvement process
Stabilize
Stabilize the M’s: You can’t flow or pull unless you have stable manpower, methods, machines, and materials. Please focus on the biggest problems. PARETO chart
Flow
That is, as you stabilize, gradually reduce batch sizes and queue lengths. Doing so will lower operating expenses (e.g., inventory cost), defects, and lead time.
Pull
That is, don’t make one until the customer wants it. The magic of pull is in the control of work-in-process.
Improve
Improving the system: We seek perfection, even though we know we’ll never achieve it. Each day we get a little better and we never give up.
It was first practiced in Japan to rebuild the Japanese industry after World War 2 influenced by the United States that sent quality management experts to Japan such as W. Edwards Deming, known for the PDCA cycle, to teach statistical quality control methods and management techniques.
Consequently, Japanese people made good use of their principles and philosophies, part of their culture and lifestyle, implemented a new production system: Toyota, Sony, Honda, Toshiba, to just name a few, to the top of the world.
History of Kaizen
The term Kaizen came out around 1986 by Masaaki Imai and his book Kaizen: The Key to Japan's Competitive Success but so much happened before this.
Kaizen is a Japanese word that means “change for better”, and also “continuous improvement”. Kaizen aims to improve all parts of a company through the standardization of production processes.
Kaizen is a continuous action; it encourages creativity and ingenuity to change your company culture for the better, requiring, like Six Sigma, a team effort by which to solve problems.
What is Kaizen?
Kaizen uses small, incremental changes introduced gradually over a long period to eliminate waste and improve efficiency.
Lean planning and the role of Kaizen
You need to decide where to focus your efforts when implementing lean; you need a plan. There are different ways to do it:
1
The organizational segmentation approach
2
The 4 P’s approach
Philosophy
Process
People
Problem solving
Individual process approach: Kaizen event
Kaizen event
The most common approach to process improvement is the one-week Kaizen event (kaizen workshop, rapid process improvement workshop, rapid improvement event), and its structure is
Prepare in advance:
The scope of the problem, team, data collection of the current situation, lean tools to use and logistic arrangements for the event are defined from 2 to 4 weeks in advance
Conduct workshop
Monday:
Give an overview of lean and teach any special tools needed for that week. Begin to collect data on the current process in the afternoon.
Tuesday:
Complete the current state analysis, collect data, draw a process flow map, draw walk pattern on layout, develop standardized work combination tables, etc., and develop ideas for the improved state.
Wednesday:
First pass implementation (do). It may be in one pilot, to try it first, or full implementation right away. Sometimes this starts by clearing the floor of the current process, painting the floor, then moving equipment back in the new layout.
Thursday: Evaluate process (Check), improve (Act), and keep going through Plan-Do-Check-Act (PDCA) until you have a good approach.
Friday: Develop a presentation for management. Present to management. Celebrate (Often the event ends after a lunch celebration.)
Follow-up to the workshop:
There are always items that could not be done during the week, which are put together as a homework list (kaizen newsletter).
The Kaizen cycle
A
C
D
P
Clarify the problem
Break down the problem
Set a target
Root cause analysis
Develop countermeasures
See countermeasures through
Evaluate both results and process
Standardize and share successful practices
The cycle of any kaizen activity can be defined in four steps:
Plan
Do
Check
Act
This is also known as the Shewhart cycle, Deming cycle, or PDCA. In addition, the Toyota problem-solving approach is based on this cycle.
The A3 report
The PDCA cycle used in Kaizen is simple and practical and often manifested in an A3 report to add a level of discipline to the process.
An A3 report is a one-page story on 11" × 17" paper. A3’s were originally used at Toyota in the 1960s to summarize kaizen activities. They have perhaps become Toyota’s most effective communication tools.
The A3 report forces discipline in our thinking and allows for an opportunity to share our findings on one sheet of paper.
There are now
4
kinds of A3s:
Hoshin planning A3:
Used to summarize department and company hoshins
Problem solving A3: Used to summarize problems and countermeasures
Proposal A3:
Used to present new ideas
Current status A3:
Used to summarize current condition of a hoshin, problem, or concern
The standard A3 report template
A3 report example from Toyota in 2004
Characteristics of a kaizen project approach
Focused process improvement
Specific improvement targets
Isolated process improvements
Toyota drive with hoshin kanri
Toyota uses variety of approaches
Some companies use kaizen events
Some companies use Six Sigma process
Individual process approach: Kaizen vs Six Sigma
Kaizen aims to enhance all aspects of a business through process standardization, efficiency improvement, and waste reduction.
Six Sigma approach focuses on improving quality by reducing variability of the processes, often done with Statistical Quality Control (SQC).
Both Kaizen and Six Sigma approaches can be implemented in your business; however, neither the former nor the latter will work if the organization doesn’t understand the concept of variability.
Cultural practices in Kaizen
Hansei
Hansei is a broader concept in Japan. Parents may ask their children to reflect when they have done something wrong. It implies that you feel bad about your shortcomings and vow to never make the same mistake again.
For instance, even after a successful vehicle launch, Toyota engineers take time to reflect on shortcomings of the program they just completed and develop countermeasures so they will not make the same mistakes again. Hansei is an attitude and philosophy, which is at the core of kaizen.
When to implement a Kaizen approach according to Liker (2014)
01
02
03
04
05
05
When obvious waste sources have been identified
When the scope and boundaries of a problem are clearly defined and understood
When implementation risk is minimal
When results are needed immediately
In the early stages of deployment to gain momentum and build credibility of the DMAIC (Define, measure, analyze, improve, and control) problem-solving approach
When opportunities to eliminate obvious sources of instability and waste have been identified through process mapping, work area tour, data collection, etc.
Standardization before Kaizen events
Masaaki Imai, the author of Kaizen: The Key to Japan's Competitive Success, believes that kaizen can’t exist without standardization meaning that, for example, if we are working on an individual process, we must standardize that process first in order to implement a Kaizen project.
It has become a popular statement among companies adopting Kaizen to say: “the first step is 5S”
Strategies and tools to standardize processes and procedures
Toyota says:
“The purpose of standardized work is having a foundation for kaizen. If the work is not standardized and it is different each time, there is no basis for evaluation (no reference point from which to compare)”.
Many companies are dismayed to discover that sometime after “improvements” are made, the work has returned to the “old way” and there has been no sustained improvement. Doing kaizen before standardizing would be analogous to building a house on quicksand. You may get it built, but it will be sinking fast.
Myths of standardized work
Myth 1:
If we have standardized work, anyone can learn everything about the job by looking at the documents.
Myth 2:
If we have standardized work, we can bring anyone off the street and train them to do the job in a few minutes.
Myth 3:
We can incorporate all details of the work and standards into the standardized work sheet.
Myth 4:
We will post the document so operators can look at the sheet each day to remember how to do the job.
Myth 5:
Employees develop their own standardized work.
QT 021 Practical Kaizen - YouTube
https://www.youtube.com/watch?v=E6rRHqb5MV0
Kaizen Examples
Lean Manufacturing - Organizing Drawers - Kaizen Foam Tips - FastCap - YouTube
Double sided racks.
Stacking bins, when top is empty, remove and start using the bottom bin.
Variable size stackable bins
36
Kaizen Case Studies
Farris, J. A., Aken, E. M., Doolen, T. L., & Worley, J. (2009). Critical success factors for human resource outcomes in Kaizen events: An empirical study. Int. J. Production Economics, 42-65.
PURPOSE: Analysis of input and process factors that are most strongly related to good results in practice after implementation of Kaizen events. This paper uses results from a field study of 51 events in six manufacturing organizations to identify employee attitudinal outcomes and problem-solving capabilities during Kaizen events.
To the authors’ knowledge, this study was the first to empirically investigate the quantitative relationships between input and process variables and initial human resource outcomes in Kaizen events, using multiple events from multiple organizations
CONTEXT: All participating organizations had been conducting Kaizen events for at least 1 year prior to the start of the study
FINDINGS:
Internal processes and goal clarity were the strongest predictors of both kaizen capabilities and attitude.
Management support and team functional heterogeneity were significant predictors of attitude, but not kaizen capabilities.
Team autonomy, affective commitment to change, goal difficulty, work area routineness, team kaizen experience and team leader experience were significant predictors of kaizen capabilities but not attitude.
Some variables proposed to affect Kaizen event outcomes, i.e., action orientation, tool quality, tool appropriateness, and event planning process, showed no significant relationship to either outcome in this study.
Chan, C. O., & Tay, H. L. (2018). Combining lean tools application in kaizen: a field study on the printing industry. International Journal of Productivity and Performance, 45-65.
PURPOSE: Apply to two kaizen events for productivity improvement in a printing company. The paper suggests how to organize lean tools to improve productivity using kaizen events in the printing industry.
METHODOLOGY: Three specific tools: line balancing, standardized work and standardized layout are used as part of a kaizen event in a printing factory.
FINDINGS: This paper shows that a combined set of lean tools such as line balancing, standardized work and standardized layout can be implemented to improve productivity in the printing operations, which is identified as a mix of processes that are both labor intensive and equipment flexible. Application of the lean tools resulted in significant productivity improvements of 10-30 percent.
Vo, B., Kongar, E., & Barraza, M. F. (2019). Kaizen event approach: a case study in the packaging industry. International Journal of Productivity and Performance Management, 1343-1372.
PURPOSE: Illustrate the impact of frequent and systematic use of a Kaizen event on quality and delivery performance. Second, the impact of Kaizen events on employee participation and motivation are discussed.
METHODOLOGY: The study utilizes a Kaizen event’s case study data with the help of various waste detection and elimination tools and techniques. Changes in overall productivity along with potential long-term improvements in the delivery process are also analyzed and documented.
FINDINGS: Qualitative information regarding performance measurements and the impact on the employees are explained.
Kumar, S., Dhingra, A., & Singh, B. (2018). Lean-Kaizen implementation: A roadmap for identifying continuous improvement opportunities in Indian small and medium sized enterprise. Journal of Engineering, Design and Technology, 143-160
PURPOSE: Implement Lean-Kaizen concept using value stream mapping (VSM) to identify hidden continuous improvement opportunities in a small and medium-sized enterprise (SME) located at the non-capital region of India.
METHODOLOGY: A current state map was prepared to observe the current situation of the selected SME. The takt time was calculated (processes higher cycle time (C/T) than takt time were identified). The C/T of each process was adjusted, and supermarket pull system was developed to control the production at the workstations. Finally, a future state map was developed. The “5-why” analysis was used for identifying root causes of these problems and Kaizen events were proposed as solution. Finally, one Kaizen event was performed in which brainstorming technique was used to control the variation caused by unorthodox fixture design for clamping and de-clamping of case product and thus eliminated non-value-added activities performed by the operator on a milling machine.
FINDINGS: First, it is found that the employee willingness and motivation to identify and eliminate wastes are feeble even though good understanding of the concept of lean tools and techniques by SMEs exists. Second, rework time was eliminated, inventory level, lead time and C/T were reduced, and product quality and productivity were improved; all this was done before and after the implementation of a value stream map. Lean-Kaizen provides a better chance for every individual of the industry to have a hand in achieving organization’s goals to attain continuous progress in productivity and quality of the product.
THANK YOU!
.MsftOfcThm_Background2_lumMod_75_Fill { fill:#BBA501; }
.MsftOfcThm_Background1_Stroke { stroke:#31A9EA; }
Implementation
level
Strategy Example tools
Extended enterprise Supply Chain Management Contracts, alliance
structures, target pricing,
lean logistics, VA/VE,
supplier development and
associations
Across enterprise Lean office and engineering All lean tools and
approaches adapted to
technical and service
operations
Across all the plants X production system Conceptual models, training
modules, lean assessments,
lean metrics, standard
procedure manual
One whole plant Hot tools 5S, standard work, Kanban,
cell, SMED, team leaders,
TPM
Hot projects Constraint analysis, cost-
benefit analysis, any of the
lean tools
Value stream Model line Value stream mapping,
appropriate lean tools
needed to implement
future state
Individual process Kaizen project Kaizen event, kaizen
project, Q.C. circles, task
force, focused lean tools
Six Sigma project Six Sigma tools
.MsftOfcThm_Accent1_lumMod_75_Fill { fill:#BFBFBF; }
.MsftOfcThm_MainLight1_Fill { fill:#31A9EA; } .MsftOfcThm_Background1_Stroke { stroke:#31A9EA; }
.MsftOfcThm_Text1_lumMod_50_Fill { fill:#791C55; }
.MsftOfcThm_Text1_lumMod_50_Fill { fill:#791C55; }
.MsftOfcThm_Background2_Fill { fill:#F9DC01; }
.MsftOfcThm_Text2_lumMod_20_lumOff_80_Fill { fill:#DEDEDE; } .MsftOfcThm_Text2_lumMod_75_Stroke { stroke:#434343; }
.MsftOfcThm_Accent3_lumMod_60_lumOff_40_Fill { fill:#83CBF2; }
.MsftOfcThm_Text1_lumMod_50_Fill { fill:#791C55; }
.MsftOfcThm_Accent2_lumMod_50_Fill { fill:#791C55; }
.MsftOfcThm_Accent1_Stroke { stroke:#FFFFFF; }
.MsftOfcThm_Accent6_lumMod_85_Stroke { stroke:#D9D9D9; }
Strategies Primary Lean Tools Secondary Lean Tools
1. Create a repeatable work
method that becomes the
foundation for Kaizen
2. Establish clearly defined
expectations
3. Develop processes to
insure consistency for all
elements of the work:
Labor needs
Work Methods
Materials
Machinery
1. Standardized work
documents
2. Standardized work chart
3. Production capacity sheet
4. Work combination table
1. Visual management
2. Policies and procedures
3. Boundary samples
4. Process check sheets
5. Job Instruction Training
.MsftOfcThm_Accent1_lumMod_95_Fill { fill:#F2F2F2; }
