c:userssuzuki hajimedesktopapo iran materialsapo … · july '10, idro lecture use-ware,...

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July '10, IDRO Lecture 0

Use-Ware Key Concept

for Practical KAIZEN

Mr. Hajime SUZUKI (Dr. Practice)Professional Engineer

authorized by Japanese Government

July '10, IDRO Lecture USE-WARE, Practical KAIZEN Professional Engin'r, Hajime Suzuki

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Suzuki’s Experiences 1. Industrial Engineer at Japanese Leading Company (1961-83)

2. JICA Expert for Productivity Development in Singapore (84-90), Thailand (94-2000), Vietnam (03-08), - - -

3. APO Expert for Productivity Improvement (1991- )

4. Professional Engineer for Productivity Improvement in Japan (06- )

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Good music = Good combination

of A), B) and C) = Use-Ware !

A) Music Instrument (Hardware)

B) Music Score (Software)

C) Musician (Human ware)

Useware was first proposed by Prof. Kunihiro SUETAKE and presented at International Conference, Singapore in 1975. Then Mr. Hajime SUZUKI (Dr. Practice) presented ‘Useware’ in International Conference on Industrial Engineering, Singapore in 1988.

Introduction


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Competitiveness =

F (Value, Productivity)

Value : How attractive are your products/services? Productivity : How effective can you produce/provide them?

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Value

"KoreaJapan2002"model

"PP*"model * Police, Metropolitan Paris

"South Africa 2010"model

A Japanese Small Co. sells “value goods” worldwide.


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‘Value’ comes from People & Process

Illustration: Translation of ‘Four Perspectives’ of “Balanced Scorecard” by Dr. Practice

1. Learning and Growth Human Resource Development (People)

2. Internal Business Process (Process)

3. Customer

4. FinanceValue

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‘Productivity’ comes from People & Process

Illustration: Translation of ‘Four Perspectives’ of “Balanced Scorecard” by Dr. Practice

1. Learning and Growth Human Resource Development (People)

2. Internal Business Process (Process)

3. Customer

4. Finance

Productivity


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Japanese learned from Europe

Productivity Principles In promoting the productivity movement, the movement

as a basic idea of the "three principles of productivity movement" has been set.

① maintain and increase employment② labor-management cooperation and consultation③ fair share of the results

Three principles, as the background of the times, to promote the productivity movement is a strong feeling that reflects the labor-management cooperation is essential.

Source: Japan Productivity Center

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Japanese learned from USA

Productivity Tools 1. Management Cycle P: plan, D: do, C: check, A: action (PDCA) 2. Industrial Engineering (IE) 3. Statistic Quality Control (SQC) 4. Value Engineering (VE) 5. Preventive Maintenance (PM) Etc., etc.


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How Japanese applied them?

IE Applied to find problems and improve shop-floor by all, not for setting standard for wage incentive

SQC Applied for quality improvement by all (CWQC*, QCC*), not for assuring quality by inspection

PM Applied as Total Productive Maintenance (TPM) cooperating with maintenance and operation

Etc., etc.

*Company Wide Quality Control*Quality Control Circle

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‘Key Concept’ is Use-Ware

Japanese ‘Key Concept’ to apply these tools is like ‘Let’s improve Process by all People concerned’

This is Use-Ware !


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Original IEScientific

analysis to find optimum solution under given conditions

JapaneseUse-Ware

Traditional U.S. Way

Example of Application

Traditional IEScientific

analysis to set standard for wage incentive

Practical IEScientific

analysis to find problems and improve shop-floor continuously by all people concerned

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USA and Japan 1950-1980

An Image of Development

1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010

Japan learned from Europe/USA, developed Japanese Use-Ware

Japan

USA

USA forgot frontier spirit (?)


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American learned from Japan

Toyota Production System (TPS) or Just In Time (JIT) Applied with modification as ‘Lean Production’

available in English and Spanish, from Productivity Inc., USA

Etc.

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USA and Japan 1980-2010

An Image of Development ?

?

1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010

Japan

USA

USA learned Japanese

Japan forgot (threw-away) its good Use-Ware


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Participants:Only interested in getting something for instant-use - -

Expert gives Use-Ware Guidelines. 1) The underlying - - of this, is - - 2) In Asian countries, - - 3) What is behind of this tool, is - -Participants:Participants:ThinkThink together ! together !1) Let’s see what is underlying concept of this tool - - 2) What we can learn from the Asian country’s experiences, is - - 3) Can I think in this way, this can be applied in my company by

thinking the current situation - -

Expert gives knowledge.1) In Japan, this is the way - - - 2) Now ERP is - - -3) This is the way T Co. is -

Participant A:I can use this Japanese way in my - -

Participant B:OK, I will introduce ERP -

Participant C:I want to have whole of your T Co. materials.

× ○Principle of Dr. Practice

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Overview of

Company & FactoryOperation


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Overview-1: Company and Factory Operation

　　　　　　　　　　　　　　　　STOCKHOLDER　 money 　 money 　　 money

SUPPLIER 　　　　　 COMPANY 　　　　　 CUSTOMER　

　　　　　　　　Purchasing 　 Selling

FACTORY

Receiving 　Production 　 Delivery

　　　　4M (Material*, Machine, Man, Method) *for Non-mfg 'Object with Mind' 　　　　　　　

P: Production, Q: Quality, C: Cost, D: Delivery, S: Safety, M: Morale

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Overview-2: Factory Operation and P/Q* Mgt

Employee

FACTORY P, Q, C, D, S, M

Receiving Production Delivery

Waste, Reject, Defect Good Product

Material Stock Work in Process Finished Stock Long Staying Stock, Dead Stock

4M (Material, Machine, Man, Method)3 Gen (Genba, Genbutsu, Genjitu) 3 Mu (Muda, Mura, Muri)

Proper Technology

*Production & Quality

HRD * * Human Resource Development

Mgt Technology (P/Q Mgt)


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Practices of

Excellent Companies

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Practical KAIZEN

1. Customer Orientation 2. Productivity Concepts

3. Practical Approach4. Basics of Production Management

5. Integrated Activities 　

Use-Ware


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1. Customer Satisfaction

Company Customer Quality & Quantity

2. Next Process is CustomerQuality & Quantity

Finishing Machining Assembly

Quality & Quantity

1. Customer Orientation

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1) Three Guiding Principles Secure employment, Labor-mgt cooperation, Faire share of results

2) P, Q, C, D, S and M P: production, Q: quality, C: cost, D: Delivery, S: safety, M: morale

3) For Everybody, By Everybody

2. Productivity Concepts


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Guidelines* for

Practical KAIZEN

*by Dr. Practice


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3. Practical Approach

4. Basics of Production Management 1) Effective Problem Finding 2) Effective Problem Solving 5. Integrated Activities

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1) Critical Issue Oriented, not Tool oriented

2) Start from Pilot (Model) Area, not company-wide from the first

3) Practice Basics with Intensive Effort not introducing sophisticated techniques/systems

3. Practical Approach


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(1) Process Analysis (2) Stratification(3) 3 Gen ③find Fact (Genjitsu) ②by closely observing Actual thing (Genbutsu) ①at Site (Genba)

(4) 3 Mu ①Muda (waste) ②Mura (un-even: low and high in defect, etc.) ③Muri (un-natural, such as stacking too high, etc.)

4. Basics1) Effective Problem Finding

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In addition to the aboveS (Safety) andM (Morale) should be examined.

Production (capacity)

Material

Product

Machine

Delivery

Supply

Process

Quality (check and control)

Cost (waste of material & man, etc.)

Delivery (waiting time, etc.)

Order

Planning,Scheduling

(1) Process Analysis


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1) Pareto diagram

2) Cause & effect diagram

3) Histogram

4) Check sheet

5) Scatter diagram

6) Stratification

7) Control chart and Graph

Ordinary 7 QC Tools Practical “8 QC Tools”(in the order of effective use)

1. Stratification2. Check sheet

4. Histogram

5. Pareto diagram

6. Cause & effect diagram

7. Scatter diagram

3. Graphs

8. Control chart

(2) Stratification

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Genba (at Site): 1. Manufacturing Ind. Painting process, Assembly line, Inspection station, Material stockyard, Production floor, Product warehouse, Maintenance store, etc.

2. Non-Manufacturing Ind. 1) Restaurant: Guest dining room, Kitchen, etc. 2) Shop: Showroom, Sales floor, etc. 3) Transportation: Road, Station, Truck, Warehouse, etc.

'3 Gen'-1 (Genba, Genbutsu, Genjitsu)


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Genbutsu (Actual thing): 1. Manufacturing Ind. - Good Quality product, - Rejected parts, - Work instruction in Foreign language, - Semi-product covered with dust, etc.

2. Non-Manufacturing Ind. 1) Restaurant: - Table wares, - Foods, - Materials, - Cooking utensils, etc. 2) Shop: - Best selling goods (design/color combination), - Showcase, etc.


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Genjitsu (Fact): - Semi-product covered with dust Why with dust? - - staying 3 months Why staying so long? - - order was cancelled after produced Why cancelled after produced? - - this customer often gives uncertain order Why started production without confirming order - - followed general rule 'start as early as possible' Why followed general rule? - - there is no special rule for this kind of non-reliable customer


Link: Pipe Plant


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Muda : Waste 1) Waste of material - Defective products, - Start-up waste, - Design waste, - Dead stock, - Long staying stock. etc.

2) Waste of manpower - Idle time, - Over time, - Reworking, etc.

3) Waste of facility - Broken facility, - Excess facility, etc.

'3Mu-1' (Muda, Mura, Muri)

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Mura : Un-even Data: 1) Daily production very high and very low 2) Defects very low and very high

Operaton: 3) Driving very fast and very slow 4) Materials coming too much and too little 5) Machines stop frequently etc.



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Muri : Un-natural 1) Working un-easy posture 2) Carrying too heavy thing 3) Trying to reach too high, Working too much overtime 4) Driving too fast 5) Stacking too high etc.


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(1) Best Conditions (2) Flow Production(3) Visual Control ① for right Management (report with high-lighting) ② for right Operation at shop-floor (in-line visual control) ③for promoting shop-floor activities

(4) PDCA ① for Daily Operation and management ② for improvement activities

Effective Problem Solving2) Effective Problem Solving


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If 4Ms are good (normal), No defect will come out.

Good Methods

Good Machines and

Conditions

Good Men (Operators)

Good Materials

No Defect

(1) Best Conditions

Do your Best !

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Delivery : Delivery in Time

Finished Product : No Long Staying/Dead stock

Production

Material : No Long Staying/Dead stock

　　　　 :Well controlled WIP　　　　　　　　　　　　　　　　Final process

　・・

1st process

(2) Flow Production


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(3) Visual Control① For Management “Visual Report” for managers to easily see important

points by highlighting with red color, etc. ② For Shop-floor Control “In-process (or in-line) Visual Control” for operators to easily follow work standard ③ For Shop-floor Motivation Visual Control posted on boards at shop-floor

Link: Case Machine (Visual Control-1)

Link: Visual Control 2

Link: Visual Control 3

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Plan, action Plan

2nd Target

Plan, action Plan*1

1st Target

(4) PDCA-2 (for Achieving Target)

Action*2

Check

Action=Helping to achieve target *2: and Appreciation

Plan=Target for improvement *1: and Preparation

Do=Improvement activitiesIn Do step, we have small (p)(d)(c)(a)

Check=Progress of improvement

Check

Do (a) (c)

(p) (d)

Do (a) (c)

(p) (d)

Action*2


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PlanExisting level

(4) PDCA-1 (for Daily Operation)

Do=Daily operation

PlanBetter level

ActionDo

Check

Higher level

Plan=Existing system & method

Check=Result such as customer claim, reject, late delivery, etc. Action=Improve system & method

Action

ActionDo

Check

Action

Link: Case ISO Aplication.

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Objectives(5) Integrated Activities

*Seiri, Seiton, Seiso, Seiketsu, Shitsuke

<Effective Problem Solving>

•Best Conditions

•Flow Production

•Visual Control

•PDCA

<Productivity> PQCDSM

・Production 　　Capacity

・Quality

・Cost

・Delivery

・Safety

・Morale

•Customer Satisfaction

•Internal Effectiveness and Safety

•Profit

•Happy Life

< Tools >

•5S*•IE•TQM•TPM•JIT (Lean)•Six Sigma•Etc.

Thinking closer Objectives


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Method ‘Use-Ware’ Practical KAIZEN

+Mental ‘Use-Ware’

Positive Mind

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Positive Mind

With your Positive Mind,Your dream will

come true !

Please surprise me with your

practice !


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c:userssuzuki hajimedesktopapo iran materialsapo … · july '10, idro lecture use-ware,...

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