Transcript Approach to KAIZEN

Approach to KAIZEN
Quality Assurance Department
Komatsu Ltd.
February 2005
Kaizen( Improvement )
Today
Stabilized era of
economical field
allowed just to
follow the Job
Description
Future
Job shall be
variable depending
on environmental
surroundings
Work = Job Description + Improvement
Egoistic customers
Present
Surroundings
always change.
High quality and
low price
Have you satisfied ordinal
countermeasurement?
P ro ble m
an d/ o r
T arge t
T o de c ide T h e m e
E xerience
P ersonal T echnic
O rdinal
counterm easurem enｔ
D ifferent
som ething !!
N ot saleable
C offee
FA C TS
T o w atch data
C ounterm easure 1
D rastic
counterm easurem enｔ
C ounterm easure 2
U h!
T here is som e
T o m ake H ipothesis
T o test
A nalize data
C ounterm easure 3
N ew Findings
T o get Idea
Power necessary for
improvement
Analysis
How to solve the
problems and/or
achieve the
target?
・Get information
looking at the facts.
Imagination
Communication Power
・ To creat
drastic idea
・ Power shall be limited to implement
some by alone.
Approach to the Hypothesis and
Test
Decide Theme
Look at Fact s
Oh No!
Not hi ng New.
N e c e s sa ry to
a pp ro a c h to
th e C h ro n ic
pro ble m s
・U su ally o m it irre gu lar
data an d an alyze w h e n
appro ac h in g to th e
c h ro n ic pro ble m s.
Dr aw g r aphs or mapping
Mu?
I r r egul ar dat a?
Mak e Hy pot hesis
Test
C hance m ay
e xist n o t
e xp e c te d a re a .
B as e d o n E x pe rie n c e
an d P arso n a l T e c h n ic
・B y w h at kin d o f T o o l
・B y w h at kin d o f D a ta
・B y w h at kin d o f A n alys is
Found
New Fact s
Hypot hesi s was
cor r ect .
Modif y Hy pot hesis
Main Issue
Hypothesis and Testing
Time study of work resulted such
Histogram shown left.
What kind of information can you get?
Graph says.
〔Hypothesis〕
The job may be completed
within 30 min.
〔Information〕
・ Average 60 min, Max. 90 min, Min. 30 min
・ Wide range of Working time
〔Result〕
〔Testing］
Take memo of the
process done within
30 min.
Then try it.
Working time
could be reduced
30 min.
How to proceed KAIZEN
•
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Step 1: Decide Theme
Step 2: Study Theme
Step 3: Set Target
Step 4: Analyze Factors
Step 5: Countermeasure
Step 6: Break through complex
Step 7: Implementation-5W1H
Step 8: Check actual impact
Step 1: Decide Theme
C om pany
P olicy
O pinion from
the m arket
C onsider difficulties in
the m anagem ent
Item s to be
investigated
P roblem and/or
T arget
P roblem s
and/or T arget
T o solve the problem and/or
to achieve the T arget,
P roblem and/or
T arget
P roblem
and/or T arget
P riority
T hem e
T hem e
T hem e
T hem e
T hem e
T hem e
Affinity cards
Affinity cards
Language D ata
Language D ata
Step 2: Study Theme
Make clear characteristics
C h a ra c te ristic
o f P ro b le m
T e m p o ra l re sp n se
T im e
P ro b le m o f m u tu a l
c o n c e rn
P ro b le m
re la te d
to o th e rs
S ta tu s a t sc e n e
A
B
C
D
Value of charachteristic
T hem e
P ro b le m e xist in th e
b a c kgro u n d
B e n c h m a rk
o f o th e r
com pany
C h a n ge in
C u so m e r's
re q u ire m e n t
D isp e rsio n
P ro b le m o f jo b
p ro c e d u re
P ro b le m s re la te d
to th e fa c ility
P ro b le m s e xist
in th e c o m p a n y
m e m b e r's m in d
Latent Problems
O h N o!
V isib le A re a
F o r e xa m p le :
T oo m any
c o p ie d p a p e r
W a te r S u rfa c e
Ic e be rg
L ate n t
P ro ble m s
F a c ilitie s
M e m b e r's
m in d
P ro c e d u re
・Meeting
・E-Mail System
Read a Graph
C: Periodical shift
A: Sharp shift
T IM E
B: Slow shift
T IM E
Aha･･･
T IM E
Pareto Diagram
3F D esign
2F G .A ffairs
1F S ales
P lace
P erson
D efect
s
S tuck in m achine
Incorrect size
M isalignm ent
W ork up
T oo dark
T oo light
sub T otal
9 8
17
26
57
14 12
39 18
By P lace
2F G.Affairs
N=100
3F Design
A
B
C
D
2 1 0 0
3 2 2 0
4 2 3 2
6 3 2 3
9 5 3 2
15 5 4 5
39 18 14 12
E F sub T T L
1
1
2
2
2
1
9
1
1
1
0
2
3
8
5
9
14
16
23
33
100
B y P erson
100
75
1F Sales
100 (%)
60
Too light
Defects
Too dark
Work up
N=100
Misalignm ent
Incorrectsize
Stuck in m achine
0
20
40
60
80
100
What we could find.
1. Malfunction at 1st Floor
N =100
57%
50
2. Mr. A and B made mistake
3. Copy density
→ Check machine at first floor
25
especially density adjustment
0
A
B
C
D
E
F
Histogram
S ort the data by
range
T ravel tim e to the office
W e can read
average tim e
and
dispertion.
S hape of
D istribution
(m in)
20 m in
22
24
26
28
30
32
34
36
38
40
22 m in
24
26
28
30
32
34
36
38
40
42
1
0
3
5
7
6
4
2
1
0
1
Check Correlation using Scatter
Diagram
Problem B: IT
Problem C: Printing
Communication
Utilization
of IT: B
Problem A:
Too many copy
Number of
copy :A
Cost
Number of
copy :A
Scatter Diagram
0＜r＜+1
Negative correlation
No correlation
Positive correlation
Effect for diet
Effect for diet
r=0
Effect for diet
Correlation factor -1＜r＜0
Kcal of meal
Time in reading
Exercise
1F Sales
By Place
2F G. Affairs
N=100
3F Design
100 (%)
60
Jan
F eb
M ar
A pr
M ay
Printing cost
Correlation
Too many copy paper
Latent Problems
Job process
Number of copy
Frequent
meeting
Mind
No paper
Environment
Facility
Utilization of PC
Number of copy
Then pile up factors
Number of copy
Step 3: Set Target
3 Factors
Pareto Diagram
Upper
limit
Lower
limit
1. What
2. By when
3. How much
Target: More
than 90%
Histogram
Target:
Average 77%
Eliminate A and B
Average to be smaller
Target:
A shall be less than B
Target:
Customer’s satisfaction
CS must be more than 90%
Step 4: Factor Analysis
Cause and Effect Diagram
To segment asking
WHY and WHY
Major
Backbone
Problem
small
Step 5: Countermeasure
To recognize P resent Status
Present
Level
Item
Level
Required
Im plem entation of C ounterm easurem ent
G ap
Attack
points
・Action Plan m ust be based on 5W 1H
・Planshall be m ade usin PD PC m ethod
if unexpected m atters are anticipated.
・To utilize Q FD and Q N P for
Production.
N ote:
PD PC : Process D icision Program C hart
Q FD : Q uality Function D evelopm ent
Q N P: Q FD N eck Engineering PD PC
Planning of counterm easurem ent
C ounterm easure
Item
Item
Item
Item
1
2
3
4
A dditionalItem 5
A m m ended Item 6
R isk and/or
Effects
R istricted
O verall
possibility of
expected C ondition
evaluation
success
・・・・・・ ・・・・・・
・・・・・・
◎
・・・・・・ ・・・・・・
・・・・・・
〇
・・・・・・ ・・・・・・
・・・・・・
Im proper
・・・・・・ ・・・・・・
・・・・・・
〇
・・・・・・
・・・・・・
・・・・・・
・・・・・・
・・・・・・
・・・・・・
◎
〇
Im plem entation
Yes
Possibility
No
A ddditional Item and
review
・C hange in thinking
・B enchm arking
Step 6: Break through a fixed idea
O neself
O thers
K now
D on't know
O pen w indow
U naw are w indow
・To hold inform ation
each other
(C an get new info.)
K now
H idden w indow
C losed w indow
A B
C D
D on't know
Enlarge area A
Shrink area D
・To hold inform ation each
other
(C an get new inform ation.)
A B
C D
N ew idea shall be created
by know ing other's A B
inform ation.
C D
Step 7: Implementation
Counter measurements have to be carried out.
• Issue an Action Plan
describing 5W1H clearly.
• Consider PDPC (Process
Decision Program Chart)
for implementation.
STA R T
U nexpected
happening
EN D
S olution
Example of PDPC
S tart H om e
W alk to B us stop
N o B us due to traffic jam
W ait a B us
G et on a B us
N o Train due to accident
Look for
a Taxi
Arrive at Train
station
Take a Taxi
Look for
other traffic
W ait a Train
N o Taxi
B ack to H om e
for bicycle
G o station by
bicycle
G et on a train
Arrive at station
A rrive O ffice
O ther train
N o other traffic
Take a Train
Take a Taxi
Look for
a Taxi
Step 8: Check actual impact
E valuation of R esult
E valuation of P rocess
C arry out
A ction 1
R ES U LT
P rogress status
・E valuate how V alue found at the
step of target setting changed
T arget
P roblem
C arry out
A ction 2
E ffec t
R ES U LT
P rogress status
P roblem
P D P C for
counterm easure
C heck side effect
・C ost reduction, deterioration due to
efficiency required
・C ost up due to im proved reliability
E valuation of O utcom e
A fter im ple m en tin g
c ou nte rm e asu re m e nt
T arget
T im e
A fter im ple m e nting
c ou n term easure m e nt
・E valuate original purpose to solve
problem and/or to achieve T arget
・C ustom er satisfaction, S ales am ount,
P rofit etc.
T arget
→　T im e t