Transcript ASQ Kaizen Presentation Mar 24 2005 - VT-ASQ

Kaizen: Focused, Fast Team
Improvement
Vermont ASQ Meeting
March 24, 2005
Jeffrey S. Solomon
General Dynamics
Burlington, VT 05401
Outline
I.
Introduction
II.
Kaizen Philosophy and Approach
III.
Kaizen Toolbox
IV.
Results from Some Kaizen Events
V.
Lessons Learned (“The Bigger Picture”)
2
What is Kaizen?

“KAI” – Take apart and make better

“ZEN” – Think. Make good the actions of others. Do
good deeds. Help each other

KAIZEN – Make people’s jobs easier by taking them
apart, studying them, and making
improvements

Also known as: The Deliberate Application of
Common Sense
3
Some Kaizen History




First made popular by Toyota as part of their
production system (TPS or Lean Manufacturing) in
the 1970s
“Discovered” and described in books in the West
starting in the 1980s
Popular in American Auto and Aerospace industries in
the 1990s (“Kaizen Blitz”)
Key tool in Lean Production today
4
Kaizen’s Basic Goal

Discover and Eliminate all Waste in a process

Waste (“Muda”) – anything that the customer does not
pay for
Some waste is necessary or required by law
(personnel files, financial records, meetings,
maintenance)

5
The Seven Types of Waste

Overproduction

Waiting
 Overprocessing
 Inventory
 Motion


Defects
Transportation
6
Today’s Marketplace

It is no longer
Cost + Profit = Selling Price

Today it is
Selling Price - Cost = Profit
7
Kaizen Event

Focused effort by a full-time, cross-functional team to
analyze and improve a process in a short time
(usually 1 week)
8
Kaizen Event Schedule
Mon
Training and write problem
statement
Tues – Wed AM
Process Analysis and Determine
Improvements
Wed PM – Fri AM
Implement improvements
Fri PM
Management Outbrief
9
Kaizen Event Preparation

Select area and determine scope

Select team
 Provide rough objectives and some desired
improvements
 Communicate with all personnel in the area

Get buy-in from support groups
10
Kaizen Event Team



Some people responsible for and knowledgeable
about the process
Some people unfamiliar with the process
6 to 8 total
11
Kaizen vs Problem Solving Teams
Kaizen
Problem Solving
Team
Team
Cross-functional
Same
Time
2 – 10 days
3 – 6 months
Power
Make changes
Recommend action
Focus
Whole process
Single issue
Goal
Improve process /
eliminate waste
Resolve problem
12
Kaizen Team Charter

NOT A LICENSE TO SPEND

Challenge Everything
 Focus on improving things, not pointing fingers
 No action – no success
 Quick and simple is better than slow and fancy

If it doesn’t work out, can always go back to the way it
used to be
13
Kaizen Toolbox

Flowcharts

Cause and Effect Diagrams
 Pareto Charts
 Histograms
 Control charts



Scatter Plots
Check Sheets
Statistical Methods
14
Kaizen Toolbox, continued

Value Stream Mapping

5S
 Takt and Cycle times
 Spaghetti Diagram
 Poka Yoke


Kanban
Visual Controls
Preventive Maintenance

5 Whys

15
5S

Sort

Straighten
 Scrub/Sweep
 Systemize/Schedule
 Standardize/Sustain
16
Results from Some Kaizen Events

Paint Room

Potentiometers Area
Proposal Group
Airplane Engine Integration Area


17
Lessons Learned

Management support critical for long term success

Plan events that support company goals (avoid
“shotgun kaizen”)
 Your customer or your CFO should see results
 Get everyone involved


Complete all actions on time
It’s easier to cut costs by 10% than it is to increase
sales by 10%

Take photos before and after
18
Questions?
19