1、Agenda,Day 1Learning&ObservingKaizendefinitionWhy and WhereKaizen Team StructureLearning objectives10 Rules of Kaizen 7 Wastes&5SDefining customer-supplier relationship Takt time Vs Cycle timeOne-Piece FlowKanbanVisual controlsFailsafingData collection and analysis toolsStandardizing/documenting imp
2、rovementsProject evaluation/improvementSummaryData Collection and Analysis Tools:An OverviewThe success of the Kaizen team depends on their ability to make change using good DATA.Data driven change is an objective way to institutionalize improvement.Information must be collected swiftly and thorough
3、ly.Data collection tools are an intricate component for the lasting success of improvement.Good decisions are made using good data.Data Collection,Analysis&Data Collection,Analysis&Improvement Tools Improvement Tools Video CaptureVideo CaptureWork Combination ChartWork Combination ChartWork Flow Ana
4、lysisWork Flow AnalysisStandardized Work ChartsStandardized Work ChartsProcess Capacity ChartsProcess Capacity ChartsWork MeasurementWork Measurement5S5SBefore/After PhotographsBefore/After PhotographsHousekeeping AuditHousekeeping AuditSet-up and Changeover analysisSet-up and Changeover analysisWor
5、kplace LayoutWorkplace LayoutErgonomic EngineeringErgonomic EngineeringQuality Problems ParetoQuality Problems ParetoPareto AnalysisPareto AnalysisBrainstormingBrainstormingCombined Process flow ChartCombined Process flow ChartChecklistsChecklistsCause and effect AnalysisCause and effect AnalysisLif
6、t/Bend/Carry AnalysisLift/Bend/Carry AnalysisProcess AuditsProcess AuditsExperimentation and testExperimentation and testLineside/cell inventory Lineside/cell inventory calculationcalculationSafety incidence ParetoSafety incidence ParetoMaterials AnalysisMaterials AnalysisWalk/Distance AnalysisWalk/
7、Distance AnalysisHeadcount requirement Headcount requirement KAIZEN TOOLSKAIZEN TOOLSKAIZEN TOOLSKAIZEN TOOLSKaizen Kaizen tool boxtool box1.Video Capture/Analysis1.Video Capture/AnalysisSees the entire picture-very objective.Sees the entire picture-very objective.Can be equipped with running clock.
8、Can be equipped with running clock.Used in conjunction with other analysis tools to Used in conjunction with other analysis tools to formalize information.formalize information.Allows team to watch work many times without Allows team to watch work many times without actually being there.actually bei
9、ng there.Film it the way it is-dont act!Video will Film it the way it is-dont act!Video will serve as a baseline.serve as a baseline.Dont stop the film if things go wrong(unless Dont stop the film if things go wrong(unless they are completely atypical).they are completely atypical).Re-filming after
10、improvement is completed can serve Re-filming after improvement is completed can serve as recognition of a job well done.as recognition of a job well done.2.Work Measurement:Time and Motion StudyMethods of WorkMethods of WorkmeasurementmeasurementThird-generationThird-generation“Predetermined“Predet
11、ermined Time studies”Time studies”Second-generationSecond-generation“Observing&measuring”“Observing&measuring”First-generationFirst-generation“Estimation”“Estimation”Based onBased onHistorical dataHistorical dataStop-Watch Stop-Watch StudyStudySoftwareSoftware“EASE”“EASE”Most CommonMost CommonEasy t
12、o learnEasy to learnRealisticRealisticOutdatedOutdatedNot realisticNot realisticNot preferredNot preferredMost advancedMost advancedNeed practice&skillNeed practice&skillIdeal time measurementsIdeal time measurementsBasic Work Measurement-Time Basic Work Measurement-Time StudyStudyTool that measures
13、 time.Tool that measures time.Observe the method first to understand the sequence Observe the method first to understand the sequence of events.of events.Record the elements the way they occur on the time Record the elements the way they occur on the time study sheet.study sheet.Record readings at t
14、he end of each element.Record readings at the end of each element.Repeat observations for many cycles.Repeat observations for many cycles.Note exceptional tasks and time required(red Note exceptional tasks and time required(red circle these elements).circle these elements).Work pace can effect final
15、 output.Work pace can effect final output.3.Work Flow Analysis:3.Work Flow Analysis:Helps us understand all the tasks Helps us understand all the tasks involved in the process.involved in the process.Provides a clear picture of value Provides a clear picture of value added activities vs.non-value ad
16、ded activities vs.non-value added activities.added activities.Provides a base for immediate Provides a base for immediate improvements.improvements.Sets a focus for longer term Sets a focus for longer term strategic changes.strategic changes.Component/ProcessBusinessFlow Process ChartCharted byDateE
17、ventOccasionsTimesurwsurwOperationDelay set-upDelay reworkDelay otherInspectionTransportTotalsDistanceStorageLoadcerawashMovecraneCollectcraneLoad compRefetchcraneLoadairtoolDeburrChangetoolsSandblockLower blockChangetoolMovecraneDeburrcompUnloadtoolLoadtoolDeburrChangesandpaperChangetoolBeginsandin
18、gChangetoolSandblockToolchangeBlowoutcoresToolchangeLoadtoolWirebrushToolchangeChangetoolBlowoutblockToolchangeVacuumblockReplacevacCollect nylonbrushBrushoutholesMovecraneto washUnloadcompMovecrane tonext blkAutocycle11ft536632su6su8181su1252124ft7su2986su4su2842su6su5106su1269su11010su3su1128su4su
19、47414su666411420ft10124ft60216219323815363479ft38249479ftFlow Process ChartFlow Process Chart4.Standardized Work Chart4.Standardized Work ChartVisual display of work and times required to Visual display of work and times required to complete a specific task or work plete a specific task or work rout
20、ine.Includes a work station layout.Includes a work station layout.Shows the interrelationship between the operator,Shows the interrelationship between the operator,machine and work station.machine and work station.Targets areas of improvement and extremely useful Targets areas of improvement and ext
21、remely useful in identifying waste.in identifying waste.Establishes a baseline for all future improvements.Establishes a baseline for all future improvements.Serves as a communication tool for teams on Serves as a communication tool for teams on different shifts.different shifts.Provides improvement
22、 documentation.Provides improvement documentation.5.Work Combination Chart5.Work Combination ChartTo be used in conjunction with Video Capture.To be used in conjunction with Video Capture.Time can be obtained from stop watch or video Time can be obtained from stop watch or video camera time counter.
23、camera time counter.List each work element sequentially.List each work element sequentially.Time should be recorded for each element and Time should be recorded for each element and cumulative total time.cumulative total time.Each element should be graphed on the grid provided Each element should be
24、 graphed on the grid provided on the form.on the form.TAKT time vertical line should be drawn on chart to TAKT time vertical line should be drawn on chart to help highlight opportunities.help highlight opportunities.Obvious waste opportunities to be circled in red.Obvious waste opportunities to be c
25、ircled in red.Work Combination Chart:An ExampleWork Combination Chart:An Example6.Pareto Analysis6.Pareto AnalysisRanks related measures in decreasing order.Ranks related measures in decreasing order.Helps focus your attention to the most important Helps focus your attention to the most important pr
26、oblem to solve.problem to solve.Based on Pareto Principle“Only a few important Based on Pareto Principle“Only a few important or vital elements account for 80%of an or vital elements account for 80%of an outcome”.outcome”.Pareto charts should be used to“drive down”Pareto charts should be used to“dri
27、ve down”the initial Pareto chart to expose all the initial Pareto chart to expose all opportunities of the“vital few”.opportunities of the“vital few”.Useful tool to show before and after Pareto Useful tool to show before and after Pareto charts.charts.Pareto Chart ExamplePareto Chart ExampleTotal wo
28、rking hrs=300.Machine Production time=240 hrs.Machine Non-Production time=60 hrs.Pareto helps in“Breaking down the problem into manageable,bite-size pieces”.In this case,67%of the downtime is due to“maintenance”.A Pareto graph of the non-production elementsA Pareto graph of the non-production elemen
29、ts.Maintenance=66.7%of downtimeMaintenance=66.7%of downtimeDie-Change=25%of downtimeDie-Change=25%of downtimeCleaning=8.3%of downtimeCleaning=8.3%of downtimeHoursHours7.Check Lists7.Check ListsProvides detailed questions about major Provides detailed questions about major improvement opportunities w
30、hich include:improvement opportunities which include:Ergonomics-Safety-DocumentationErgonomics-Safety-DocumentationStation Layout-Tools-OrganizationStation Layout-Tools-OrganizationMethods-Packaging-Gages-MaterialMethods-Packaging-Gages-MaterialProvides step-by-step direction so a complete Provides
31、step-by-step direction so a complete job can be done“Right the First Time”.job can be done“Right the First Time”.Provides responses for Yes/No or N/A.Provides responses for Yes/No or N/A.Can be used to stimulate improvement interest by Can be used to stimulate improvement interest by networking with
32、 the operator while answering networking with the operator while answering questions.questions.Ergonomics Checklist:An exampleErgonomics Checklist:An exampleWORK DESIGNWORK DESIGNN/A YES NON/A YES NO1.Are the following stressful work postures avoided?1.Are the following stressful work postures avoid
33、ed?_ _ _ _ _ Forearm rotation?Forearm rotation?_ _ _ _ _ Arm elevation?Arm elevation?_ _ _ _ _ Forearm exertion with elbow extended?Forearm exertion with elbow extended?_ _ _ _ _ Wrist deviation from neutral position?Wrist deviation from neutral position?_ _ _ _ _ Bending or twisting at the wrists?B
34、ending or twisting at the wrists?_ _ _ _ _ Prolonged standing?Prolonged standing?_ _ _ _ _ Repeated movement of head from side to side?Repeated movement of head from side to side?_ _ _ _ _ Sustained neck posture of greater than 15O angle Sustained neck posture of greater than 15O angle_ _ _ _ _ Reac
35、hing behind the back?Reaching behind the back?_ _ _ _ _ Repetitive arm or shoulder movements?Repetitive arm or shoulder movements?_ _ _ _ _ Torque motion at the wrist?Torque motion at the wrist?_ _ _ _ _2.Is reaching,leaning,and bending avoided?2.Is reaching,leaning,and bending avoided?_ _ _ _ _3.Ar
36、e static body exertions(prolonged muscle contraction with no 3.Are static body exertions(prolonged muscle contraction with no movement)avoided?movement)avoided?_ _ _ _ _4.Are repetitive motions(30 sec)avoided?4.Are repetitive motions(80IN380IN310IN320LB20LB5LB$20$20$5$.50 INVENTORY LEVEL2 hours1/2 s
37、hift1 shift2 daysProcedureCategorize the component against the above criteria,(parts delivery to line set sequence are considered to be of 1 part number)Add the numbers together of the various categorizations for the numbers at the top of each category and divided by 4.Use the inventory level listed
38、 under the column headed with the number closest to the answer to point 2.usage ._size ._weight._cost ._TOTAL ._Total from categories _/4=_.approximate level=_Subassembly Inventory1.How many subs are needed to cover setups(max of 6)?_2.How many are needed to handle maximum cycle build?(top mt.turbo,
39、2 cyl A/C,etc.)_3.Must operator build ahead to handle extraneous material?(remove shrink wrap,walk to get oil,etc.)_4.Do we need a sub quality buffer(for sub work performed)?(for sub work,not for component quality issues)_5.Does sub have customers other than line it supports?(who,what impact on flow
40、?)_6.How many subs are needed if were sharing sub labor?_Procedure1.Answer the above questions and use the highest number answer to any one question to design the station.INVENTORY MATRIX 11.Walk Distance Analysis11.Walk Distance Analysis Work Station Layout shows all walk movements/Work Station Lay
41、out shows all walk movements/distances.distances.Simple process-use a tape measure to collect Simple process-use a tape measure to collect distances.distances.Important to show before and after layouts with Important to show before and after layouts with improvements highlighted.improvements highlig
42、hted.-on day 5 of this courseon day 5 of this course-on an ongoing basis thereafter.on an ongoing basis thereafter.BEFOREBEFOREAFTERAFTERMILLMILLRAWRAWD DR RI IL LL LB BU UR RR RTAPTAPFINFINPACKPACKWASHWASHFREE SPACEFREE SPACEWALK DIST.42 FT.WALK DIST.42 FT.FLOOR SPACE 200 FT.SQ.FLOOR SPACE 200 FT.S
43、Q.WALK DIST.19 FT.WALK DIST.19 FT.%IMPR.55%IMPR.55%FLOOR SPACE 70 FT.SQ.%IMPR.65%FLOOR SPACE 70 FT.SQ.%IMPR.65%RAWRAWMILLMILLDRILLDRILLFINFINPACKPACKWASHWASHTAPTAP12.Safety Incidence Pareto12.Safety Incidence Pareto A Plant/Department/Work A Plant/Department/Work Area Safety incidence rate Area Safe
44、ty incidence rate can be a signal for can be a signal for improvement-an improvement-an opportunity crying for opportunity crying for help.help.Using Pareto techniques,Using Pareto techniques,improvement will be improvement will be obvious.obvious.13.Lift/Bend/Carry AnalysisLift/Bend/Carry Analysis
45、Similar to walk distance Similar to walk distance analysis,but studies the analysis,but studies the up/down lift and carry up/down lift and carry movements.movements.Simple tool-can be Simple tool-can be completed using a tape completed using a tape measure.measure.Again,important to show Again,impo
46、rtant to show before and after analysis.before and after analysis.-on day 5 of this on day 5 of this coursecourse-on an ongoing basis on an ongoing basis thereafterthereafter14.Ergonomics/Human factorsErgonomics/Human factors Very strong relationship to Very strong relationship to Safety Incidence r
47、ates.Safety Incidence rates.Studies repetitive body Studies repetitive body movements.movements.Eliminate/reduce bending,Eliminate/reduce bending,twisting,improper lifting,twisting,improper lifting,leaning and stressful work leaning and stressful work postures.postures.15.Workplace Layout15.Workplac
48、e LayoutDocument existing floor space required using Document existing floor space required using CAD/CAM blueprints;hand drawings made to scale.CAD/CAM blueprints;hand drawings made to scale.Develop improved layout.Develop improved layout.Upon completion of the improvement,document new Upon complet
49、ion of the improvement,document new improved floor space consumed.improved floor space consumed.It is important to compare the new with the old to It is important to compare the new with the old to recognize the improvement effort.recognize the improvement effort.BEFOREBEFOREAFTERAFTERMILLMILLRAWRAW
50、D DR RI IL LL LB BU UR RR RTAPTAPFINFINPACKPACKWASHWASHFREE SPACEFREE SPACEWALK DIST.42 FT.WALK DIST.42 FT.FLOOR SPACE 200 FT.SQ.FLOOR SPACE 200 FT.SQ.WALK DIST.19 FT.WALK DIST.19 FT.%IMPR.55%IMPR.55%FLOOR SPACE 70 FT.SQ.%IMPR.65%FLOOR SPACE 70 FT.SQ.%IMPR.65%RAWRAWMILLMILLDRILLDRILLFINFINPACKPACKWA
