kaizen eventing: the process of observation and the elimination of waste in a process

Kaizen Eventing:

The process of observation and the elimination of waste in a process

What does Kaizen mean and why is it an important for process improvement?

Definition:

The Japanese term for improvement; continuing improvement involving everyone-mangers and workers. In manufacturing, kaizen relates to finding and eliminating waste in machinery, labor or production methods. This is also known as continuous improvement-CI. (APICS Dictionary 13th edition)

In Lean practices, there is a process of Systematic Waste Elimination. By eliminating waste, processes become more robust and the products and services produced are of more value to the customer.

Lean Systems Principles

Systematic Waste Elimination

Lean, in its simplest form, is the relentless pursuit and systematic elimination of waste.

By performing a Kaizen Event, the entire process is reviewed and process improvements are suggested and then tested to see if the waste has been eliminated!

Lean Systems Rules

1. Structure every activity2. Clearly connect every customer – supplier3. Specify and simplify every flow path4. Improve through experimentation

Lean rules are specific and they guide you on how you should view a process and improve the process.

Seven Types of Waste

TransportationInventoryMotionWaiting

OverproductionOver-processing

Defects

Definition of Waste

Waste is anything beyond the absolute minimum amount of materials, manpower, machines, methods and measurement needed to add value to a product or service.

Why Learn About Waste?

Because there is a great deal of opportunity to improve

So that we have a common way of looking for and talking about opportunities as part of ourLean Transformation

Because no matter how well we plan or design, waste always creeps back into our processes

Even a minimal amount of waste is non value-added.

What is the Lean Enterprise?

An ideal state of delivering what the customer wants, when they want it, at a price they are willing to pay, with zero defects, zero waste, and where everyone is safe.

Value-Added Definition

Must meet all three criteria:

1. Something the customer is willing to pay for.

2. Alters the product or process output; the product must change.

3. Must be done right the first time.

Typical Causes of Waste

Operational Issues– Long set-up times– Lack of PM, TPM– Layout (Distance) Flow– Work methods– Incapable processes– Supplier quality– High inventories

– Process variation– No standards– Obsolescence – Unbalanced workload– Batch and queue– IT technical gaps

The Waste Walk

As a team we can find many opportunities to eliminate waste

Purpose

- Committed time and focused effort produces results

- Separate the looking for waste from the elimination of it

- This is our opportunity

Guidelines

1. Be specific - details matter2. Quality, not quantity3. Don’t solve it on the spot, just identify:

DON’T JUMP TO SOLUTIONS4. Be considerate of those in their

working environment5. Take digital pictures (if available)6. Complete the Waste Observation

Form7. Report out

Waste Observation Type* Location

WASTE OBSERVATION FORM

*Transportation, Inventory, Motion, Waiting, Overproduction, Over-processing, Defects

Principles for Eliminating Waste

1. Throw out all your fixed ideas about how to do things.2. Think about how the new method will work – not how it won’t3. Don’t accept excuses. Totally deny the status quo. 4. An idea that can be implemented today is better than one

requiring perfection (Ready, FIRE, Aim) (Fail Fast)5. Don’t spend a lot of money on improvements – creativity before

capital. 6. Problems give you a chance to use your brain.7. Get high agreement of what and how.8. Improvement knows no limits.9. Apply certain tools from the Lean Tool Box.

Establishing a New Lens: the “Customer Lens”

To eliminate the Waste of Over-processing:– Examine every process from

the customers’ point of view.– Error Proof processes to

eliminate defects and the need for human inspection

Standardized Work

Helps us eliminate many wastes: motion, defects, over-processing, waiting….

When opportunities are found, use the Waste Elimination Worksheet; be sure to identify the type of waste.

Occasionally plan and execute TEAM waste walks to maintain common language.

Spend time eliminating, not just identifying – it’s everyone’s job

Next Steps

Specific Observation

Type of Waste: Overproduction Waiting Transportation Over-Processing Inventory Motion Defects

Measurable Impact: Safety Delivery Quality CostSpecific example/explanation

Originated by: Owned by:

Initiated Date: Completed/Verified Date:

Who else can Benefit from Idea:

Waste Elimination Worksheet

Current State Future State

WHO SHOULD BE INVOLVED IN A KAIZEN EVENT-WASTE WALK?

• Supervision

• Shop floor personnel

• Quality

• Materials: Purchasing, Planning Inventory Control

• Manger

• Manufacturing Engineering

• Information Technology

You may not need a representative form each of these areas, but keep an open mind! Sometimes someone from outside of the area that is going to be observed, will look at things with a different set of lenses! A non-bias view!

WHAT SUPPLIES SHOULD BE AVAILABLE TO PERFORM THE KAIZEN EVENT?

• Flipchart

• Dry markers in various colors

• Digital still camera

• Digital video camera

• Pads, pencils and pens

• Stickers of different shapes and colors; Post-It notes in different colors

• Tape measure at least 25 feet long

REVIEW

• Kaizen: Is a process of Continuous Improvement and the elimination of WASTE through observing processes. • Lean is compilation of Principles: Have a high level of agreement on the what and how; Directly observe work as activities, interconnections and flows; Systematic waste elimination; Systematic Problem Solving.

• Rules of Lean: Structure every activity; Clearly connect every customer and supplier; Specify every flow path; Improve through experimentation at the lowest level possible towards the Ideal State.

• The Seven Types of Waste-TIMWOOD: Transportation, Inventory, Waiting, Over Processing, Over Production, Defects.

• Value Added Definition Must Meet all Three Criteria: Something the customer is willing to pay for; Alters the product or process output-the product must change; Must be done right the first time.

• Establishing a new lens-The Customer’s Lens

• Standardize Work: Eliminates Waste-TIMWOOD