Improve the quality of your products and processes.
Use the famous japanese management system for continuous improvement of the products and processes in your company. Our templates include definitions, basics, goals, checklists and help for implementation of kaizen.
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Content:
- Kaizen definition
- Kaizen Umbrella
- Kaizen basics and principles
- 5S/8W/5 Why/Value Stream/PDCA Cycle
- checklist on Kaizen process
- 4M checklist (man, machine, material, method)
- workshop template
- worksheets on progress report, time observation and waste identification
5. <<
To improve is to change,
so to be perfect is to have changed often
Winston Churchill (Former British Prime Minister)
6. THE KAIZEN UMBRELLA
Customer Orientation
TQC (Total Quality Control)
Robotics
QC Circles
Suggestion System
Automation
Work Discipline
TPM (Total Productive Maintenance)
Kanban
Quality Improvement
Just-in-Time (JIT)
Zero Defects
Small-Group Activities
Cooperative Labor-Management Relations
Productivity Improvement
New Product Development
KAIZEN
7. THE KAIZEN UMBRELLA
Customer Orientation
TQC (Total Quality Control)
Robotics
QC Circles
Suggestion System
Automation
Work Discipline
TPM (Total Productive Maintenance)
Kanban
Quality Improvement
Just-in-Time (JIT)
Zero Defects
Small-Group Activities
Cooperative Labor-Management Relations
Productivity Improvement
New Product Development
8. BASIC RULES / KEY PRINCIPLES
Key principles
PROCESSORIENTIERUNG
Turning away from pure result orientation
Optimization of profits only possible with
high customer satisfaction
Reached by documentation and improvement
of processes
Process-oriented organization and application
of continuous process improvement may
influence innovative performance of the company
KUNDENORIENTIERUNG
Kaizen distinguishes between internal and external
customers
Internal customer: section within the company
If section A produces something which has to be finished
in section B, then section B is the internal customer
These interfaces within the company are the starting point
for Kaizen
External customer: end consumer
Needs and wishes of consumer elevated by customer
surveys
9. BASIC RULES / KEY PRINCIPLES
Key principles
QUALITY ORIENTATION
Continuous quality control in the
context of Total Quality
Management
(further approach of Kaizen)
Quality key figures and
measurements are determined and
described by Standards
CRITICS ORIENTATION
Criticism as a chance for continuous
improvement; therefore allowed
and requested
Every employee is supposed to make
proposals for improvement
Management should check
proposals on usability and
implement them as soon as possible
PDCA cycle: Plan Do Check Act
STANDARDIZATION
If improvement has been proven to
be suitable and has been
implemented, a new standard is set
and permanently integrated into the
processes of the company
If standardization is completed,
further improvements are aspired
and are implemented with the help
of the
PDCA Cycle
11. 7 WHY CHECKLIST
WHAT has to be done?
WHO is going to do it?
WHY does he do it?
HOW will it be done?
WHEN will it be done?
WHERE will it be done?
WHY is it done like this?
EVERYWORK
SEQUENCEIS
ANALYZED
CONCERNINGTHE
FOLLOWING
QUESTIONS:
12. IMPLEMENTATION – APPROACHES
Requirements for a Successful Implementation
4M checklist
Method for root cause analysis
8V
Checklist to
identify typical
types of waste
(Japanese “Muda”)
5S
Instrument to develop safe,
clean and useful workplaces
KAI
„CHANGE“
ZEN
„GOOD“
VALUE STREAM
Method to improve processes in the
production and service sector
THE 5 WHY
Method of quality management to define
causes and effects
PDCA CYCLE
Interactive process of solving
problems with origins in quality
management
13. 5S MODEL
Instrument to develop safe, clean and useful work places,
to reduce non-productive activities and to improve quality,
efficiency and security
Seiri Sort
Seiton Set in Order
Seiso Shine
Seiketsu Standardize
Shitsuke Sustain
5S
14. PDCA CYCLE
Continuous improvement and optimization of processes by
standardized and consequent application of the PDCA cycle
1. PLAN 2. DO
Process is analyzed
New procedure is planned
Relevant employees are involved
in the development of the concept
Test implementation at one facility,
to detect initial problems
Only then can the improvement be
distributed in other departments
3. CHECK 4. ACT
After testing in pilot area, new
procedure is carefully checked
and observed
When the result is positive, the
implementation for all
departments can be approved
New standard is implemented and
checked regularly with checklists and
audits
Standards are re-checked after
some time and a new PDCA cycle
begins
PDCA
15. PDCA CYCLE
PHASE 4
Evaluation of the management
Deduction of new targets
Plans for the future
Standardization of solutions
PHASE 1
Evaluation of the initial situation
Denomination of responsible persons
Identification of improvement
Analysis of the processes
Development of optimal solutions
PHASE 2
Allocation of necessary resources
Communication within the
company
Implementation of solutions
and startups
PHASE 3
Inspection
Analysis
Corrections and rework
Prevention
Internal Audits
16. SDCA CYCLE
The standardize- do- check- act
The SDCA cycle
unifies and stabilizes
a process, while the
PDCA cycle
improves the
process. The SDCA
cycle prevents
deterioration and
ensures that the
improvements
implemented with
Kaizen are efficient.
action standardize
doCHECK
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17. FISHBONE DIAGRAM
Cause and Effect Diagram
MEASUREMENT
ENVIRONMENT
Qualifications
ApprenticeshipDegree
Workload
Early ShiftLate ShiftNight Shift
Start-Up Time Performance
SustainableTemporary
Approach
DocumentedVerified
MEASUREMENT METHOD
Structure
Efficient Solid
GUIDELINE ADHERENCE
Certification Goods InspectionAdequate Guidelines
SUPPLIERS
STORAGE
Floors
Air
Amount of Light
Exhaust Fumes
Heat/Cold
Usage
Device Tools
Appropriate Process
PROBLEM:POORPRODUCT QUALITY
Operating Modes
PEOPLEMachineMethod
MEASUREMENTENVIRONMENT MaterialS
MACHINE CAPACITY
Production
Assistant
18. 7 MANAGEMENT TOOLS: APPLICATIONS
Affinity Diagram
Present and explain
problem to the team
Brainstorming:
critical analysis of
problem
Collect ideas and
suggestions
Joint decision making
41 2 3
19. 7 MANAGEMENT TOOLS: APPLICATIONS
Interrelationship
Cause
Challenge
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
Cause
CauseCause
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20. KAIZEN
Checklist improvement
Factors, which may need improvement:
Personnel
Work techniques
Work methods and procedures
Time
Facilities
Software
Inventory, tools and material
Plant layout
Production levels
Paradigms
KAIZEN
21. CHECKLIST – 4M
Kaizen
MAN (OPERATOR)
Befolgt er die Standarts? Does it meet production requirements?
Is his work efficiency acceptable? Is he assigned to the right job?
Is he problem-conscious? Is he willing to improve?
Is he accountable? Does he maintain good human relations?
Is he qualified? Is he fit and healthy?
MACHINE (FACILITIES)
Does it meet production
requirements?
Does it meet precision requirements?
Does it meet process capabilities? Does it make any unusual noises?
Is the lubrication adequate? Is the layout adequate?
Is the inspection adequate?
Are there enough machines /
facilities?
Is the operation interrupted due to
machine troubles?
Is everything in good working order?
MATERIAL
Are there any mistakes in
volume?
Is there any waste in material?
Are there any mistakes in grade? Is the handling adequate?
Are there any mistakes in the
brand name?
Is the work-in-progress abandoned?
Are there impurities mixed in? Is the storage layout adequate?
Is the inventory level adequate? Is the quality standard adequate?
METHOD
Are the work standards adequate? Is the sequence of work adequate?
Is the work standard upgraded? Is the setup adequate?
Is it a safe method?
Are temperature and humidity
adequate?
Is it a method that ensures a good
product?
Are lighting and ventilation
adequate?
Is it an efficient method?
Is there an adequate contact with the
previous and the next process?