1. Kaizen A STRATEGY FOR PERFORMANCE EXCELLENCE

2. Performance Excellence Series Training Module Elements Executive Overview Tools Workbook Knowledge Breakthrough Lecture notes Lecture notes Participant manual

3. Table of Contents Knowledge Breakthrough Session 1.0 Introduction………………………… 3 Session 2.0 Wastes Elimination…………………7 Session 3.0 One-piece flow…………………….26 Session 4.0 Single Minute Exchange of Dies…..65 Session 5.0 Visual Control and Workplace Organization……………………… 78 Session 6.0 Quality the first time, every time… 97 Session 7.0 Total Productive Maintenance…...127

4. Continuous Improvement Is the continuous elimination of waste

5. What Does Kaizen Mean? + KAI ZEN To modify, to change Think, make good, make better = KAIZEN Make it easier by studying it, and making the improvement through elimination of waste.

7. Apply Control Techniques to Eliminate Erosion of Improvements

9. Apply Intellectual Capital of Team Members Intimate with Process Kaizen Savings CPI Kaizen Projects Emphasize Incremental Improvements Time

11. Delays (waiting time)

12. Transportation

13. Process

14. Inventories

15. Motions

16. Defective products

17. Untapped resources

18. Misused resources 9 Wastes

19. 1. Overproduction 9 Wastes To produce more than is required * To produce before required * *Required by external and internal customers

21. Be Systematic

22. Work with a versatile team

23. Measure, evaluate

24. Find the 5 Whys

25. Follow up

26. Standardize, make uniform

27. Simplify

28. Combine

29. Prevent

31. Think Break Exercise 1: Wastes Identification

33. Identify their components

34. Reduce them with the help of

35. the dedicated lines

36. a one piece flow

37. Establish dedicated lines

38. in relation to family of parts

39. in relation to TAKT time

41. Delivery lead time Delivery lead time Manufacturing lead time Manufacturing lead time What is the solution? False appearance of a solution Solution… Generate and support stocks

42. Delivery lead time Manufacturing lead time How to reduce the manufacturing lead time? Identify and eliminate all wastes in our manufacturing processes Example: manufacture a Total operations: 6 hours Mfg. lead-time: 40 days = 320 hours Difference: 314 hours ?

43. Delivery lead time Manufacturing lead time What are processes made of ? Example: manufacture a Total operations: 6 hours Mfg. lead-time: 40 days = 320 hours Difference: 314 hours Storage, Transport, Waiting time 98%

44. Visual Control & the Workstation To Straighten Ensure space for each thing, and a thing for each space. No more searching. To Sort Eliminate what’s not absolutely necessary The 5 S To Sustain Maintain continuous effort. This is a way of life. To Sweep Maintain a clean and orderly space to make problems easily identifiable. Eliminate rejects and scrap.. To Sanitize Improvement of the workstation. Be organized to reduce clutter.

46. Kaizen for the Workplace Training and Sourcebook for Kaizen Worksheets

47. How to Use This Manual The continuous improvement tools that are presented in Sections 1-9 of this manual are shown in order of use. These forms MUST be completed in the order presented in this manual. Each section contains a brief description of the tool, its purpose, when to use it, who should use it, how to use it, and the expected results. Remember to focus on the elimination of waste. Strive to maximize yields and obtain cost reductions from existing machinery and equipment before “buying solutions”. Improve current systems and techniques before automation. Automating a system or practices without first having an understanding of the process will not solve underlying process problems. Perhaps the most important point to remember is that we must understand a process before we make any attempt in changing it. “No Tampering” is the first rule of continuous improvement. We can not tamper with a process without understanding it. By using these tools, we will all share a common and systematic approach for questioning, analyzing, proposing solutions, experimenting, and finally, implementing proven changes. “The problems that exist in the world today cannot be solved by the same level of thinking that created them.” Identify waste Leadership Improvement Kaizen Template Measurement

50. Time Observation Form

51. 1. If TAKT Time is greater than average cycle time, then we can conclude that the required production can be met within the total time available. However, we need to examine adding work from another process to minimize idle time. 2. If TAKT Time is less than average cycle time, then we can conclude that the required production cannot be met within the total time available. We must eliminate work through Kaizen or transfer work to another worker. How to use it 6. Once the actual cycle times are known, compare them to TAKT time. TAKT Time for measurable, repetitive task processes is calculated as follows: A. Calculate the total time available per shift, day, etc. excluding breaks and lunches. Let’s say that we have a full 8 hours available. 8 hours would equal 480 minutes or 28,800 seconds. B. Determine the required product quantity. [How many units have been sold] For this example, let’s use 395 units for the required production for this operation. C. Next, divide the total time available by the required production to arrive at the TAKT Time. 28,800 / 395 = 73 seconds per unit. D. Compare this TAKT time to the average cycle time of the observation.