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Carla Herrera

on 24 September 2013

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Transcript of KAIZEN

Kaizen And Five S (5S)

Kaizen, Japanese for "improvement", or "change for the better" refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, and business management. It has been applied in healthcare, life-coaching, government, banking, and other industries.
Kaizen involves all employees from the CEO (chief executive officer) to the assembly line workers..

Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world and is now being implemented in many other venues besides just business and productivity.
The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order.

Rapid continual improvement processes typically require an organization to foster a culture where employees are empowered to identify and solve problems. Most organizations implementing kaizen-type improvement processes have established methods and ground rules that are well communicated in the organization and reinforced through training.

Method and Implementation Approach
For any Kaizen system to be successful, there are five elements that must be considered:

1. Team Work -
2. Discipline .
3. Morale.
4. Quality Circle
5. Suggestion for Improvement
The five main
Descripption Of The 5 S
Set in order,
Systematic cleaning,
Standardising, and
Sustaining. Also known as Sort, Straighten, Sweep and Standardise

5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or translated into English, they all start with the letter "S"
Arrange needed items so that they are easy to find and put away. Items used often are placed closer to the employee.
Straightening or Setting in Order to Flow
Eliminate all unnecessary tools, parts.

Keep only essential items and eliminate what is not required, prioritizing things per requirements and keeping them in easily-accessible places.

Clean the workspace and all equipment, and keep it clean and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. This step ensures that the workstation is ready for the next user and that order is sustained.

Systematic Cleaning (Shine)
Schedule regular cleaning and maintenance.

This is the method you use to maintain the first three S’s.
For the organization, this creates fewer defects, less waste, fewer delays, fewer injuries and fewer breakdowns. These advantages translate to lower cost and higher quality.

The first challenge is to identify an appropriate target area for a rapid improvement event.
Phase 1: Planning and Preparation
For the operator, the components of 5-S create a superior working environment. They give the operator an opportunity to provide creative input regarding how the workplace should be organized and laid out and how standard work should be done. Operators will be able to find things easily, every time. The workplace will be cleaner and safer. Jobs will be simpler and more satisfying with many obstacles and frustrations removed.
Phase 2: Implementation.
Once a suitable production process, administrative process, or area in a factory is selected, a more specific "waste elimination" problem within that area is chosen for the focus of the kaizen event ( i.e., the specific problem that needs improvement, such as lead time reduction, quality improvement, etc). Once the problem area is chosen, managers typically assemble a cross-functional team of employees.
The team first works to develop a clear understanding of the "current state" of the targeted process so that all team members have a similar understanding of the problem they are working to solve. Two techniques are commonly used to define the current state and identify manufacturing wastes:
Five Whys.: Example of five Whys:

Why did the machine stop?
There was an overload, and the fuse blew.
Why was there an overload?
The bearing was not sufficiently lubricated.
Why was it not lubricated sufficiently?
The lubrication pump was not pumping sufficiently.
Why was it not pumping sufficiently?
The shaft of the pump was worn and rattling.
Why was the shaft worn out?

Value Stream Mapping: This technique involves flowch communications, and other process elements that are involved with a process or transformation. Value stream mapping helps an organization identify the non-value-adding elements in a targeted process.

During the kaizen event, it is typically necessary to collect information on the targeted process, such as measurements of overall product quality; scrap rate and source of scrap; a routing of products; total product distance traveled; total square feet occupied by necessary equipment; etc.

Once data is gathered, it is analyzed and assessed to find areas for improvement. Once waste, or non-value added activity, is identified and measured, team members then brainstorm improvement options. To fully realize the benefits of the kaizen event, team members should observe and record new cycle times, and calculate overall savings from eliminated waste, operator motion, part conveyance, square footage utilized, and throughput time.
Phase 3: Follow-up.
A key part of a kaizen event is the follow-up activity that aims to ensure that improvements are sustained, and not just temporary. Following the kaizen event, team members routinely track key performance measures (i.e., metrics) to document the improvement gains. Metrics often include lead and cycle times, process defect rates, movement required.

Follow-up events are sometimes scheduled at 30 and 90-days following the initial kaizen event to assess performance and identify follow-up modifications that may be necessary to sustain the improvements.
Kaizen activities can be conducted in several ways.

First and most common is to change worker's operations to make his job more productive, less tiring, more efficient or safer.

The second way is to improve equipment, like installing foolproof devices and/or changing the machine layout.

Third way is to improve procedures. All these alternatives can be combined in a broad improvement plan.
Kaizen focuses on:

Eliminating waste. On the factory floor, this means wasted movement. Setting up tool stations so that everything is within arm's reach is an easy way of cutting out wasted steps. Waste can be turned into profit if it is eliminated and everybody is encouraged to participate improvement efforts.

Standardization is another Kaizen principle. With standardization, you think about what "best practices" are, and you do so in advance. Then you externalize those best practices as much as possible, and you work those practices so that they become automatic.
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