Transcript Perancangan Botol Tinta dengan Mold Injection

KAIZEN
By Fahrudin Hariyadi
NRP 2104 100 059
 Japanese management
 Kaizen
Process-oriented way of
thinking
 Western management
 Innovation
Result-oriented thinking
Why Use Kaizen?
• 1. To solve problems (without already
knowing
the solution)
• 2. To eliminate waste (Muda)
• Transportation, Inventory, Motion, Waiting,
Over-production, Over-processing, Defects
• 3. Create ownership and empowerment
• 4. Support lean thinking
Definition of kaizen
History of Kaizen goes back to 1950’s when Toyota implemented quality
circles leading to the development of Toyota’s unique ‘Toyota Production System’
and is now used throughout the world
KAI
ZEN
To modify, to change
Think, make good, make better
= KAIZEN
“Kaizen” is a Japanese term that means small,
incremental, continuous improvement
Continuous Improvement
 Is the continuous elimination of waste
Common Causes of Waste :
 Layout (distance)
 Long setup time
 Incapable processes
 Poor maintenance
 Poor work methods
 Lack of training
 Inconsistent performance
measures
 Ineffective production
planning
 Lack of workplace
organization
 Poor supply
quality/reliability
Seven Types of Waste
 Overproduction
 Build more than required, before required.
 Waiting
 Stop build to look for parts, tools, material, information
 Transportation/Moving
 Moving material, parts, tooling
 Transferring product between locations, into/out of racks
 Process Inefficiencies
 Unnecessary operations, too many inspections, not building to
customer spec
 Inventories/Storage
 Excess raw material, excess WIP
 Unnecessary Motions
 Walking, climbing, bending, searching, identifying
 Defective products
 Low Yields, mistakes leading to large reworks, sorting, inspection
Kaizen (Continuous Improvement)

Great attention paid to customer
requirements and needs
•Efficient stock
control methods help
•Flexible
working
reduce
costs
and
practicescash-flow
and
improve
empowerment
– help
•Leadership
seen as
vital.
Ability
to communicate
increase
efficiency, a
clear
vision,
takeand
people
reduce
costs
•Fundamental
principles
–
along with the
vision and
improve
motivation
often characterised as ‘lean
to think about where the
production’
reducing
waste,
company –
needs
to be
in
zero
defects,
high20
quality
5,
10,
15
and
years
•Punctuality
in all aspects
delivery,
control measures
at all –
stages
time manufacture, etc.
supply,
Kaizen has three major components:
1.
2.
3.
Perceptiveness: All Kaizen projects are based on identified
problems.
Idea development: This stage requires more than one person
to provide better innovative ideas; therefore, forming a Kaizen
focus team for the identified problem is very important. In this
team-assembly process, one key is putting employees who
work in the problem area together in order to interact in this
innovative team
Decision, implementation, and effect:
Kaizen is only valuable if and when it is implemented. In the
decision-making process, the team identifies what appears to
be the best solution, and the team is also responsible for
evaluating the effect of the Kaizen process
The steps of this approach are
summarized as follows:
 1. Identify a problem.
 2. Form a team.
 3. Gather information from internal and external customers, and






determine goals for the project.
4. Review the current situation or process.
5. Brainstorm and consider seven possible alternatives.
6. Decide the three best alternatives of the seven.
7. Simulate and evaluate these alternatives before
implementation.
8. Present the idea and suggestions to managers.
9. Physically implement the Kaizen results and take account of
the effects.
Kaizen Cycle
Start Here
Do It Again
Document
Reality
Celebrate
Identify
Waste
Make this
the
Standard
Plan
Countermeasures
Reality
Check
Measure
Results
Kaizen
Make
Changes
Verify
Change
Kaizen
Evaluate
- Baseline Process Performance
- Establish Target
Decide
-Compare solutions
- Choose
Act
-Communicate
- Implement improvement
- Control
Measure
- Validate improvement
- Standardize
- Update Procedures
Focus
- Eliminate Waste 5S
- Seek Incremental Process Changes
Summary
- Common Sense Approach based on
Observation
- Applicable to all types of processes
- Defined improvement strategy
- Typical Projects 1 week
To eliminate waste
The 5-S Program
 Seiri
• segregate and discard
• get rid of what is not needed
 Seiton
• arrange and identify for ease of use
• a place for everything and everything in its place
 Seiso
• Clean Daily
• clean work place enhances quality
The 5-S Program
 Seiketsu
• Revisit frequently
• revisit the first 3 steps to maintain workplace safety
and effectiveness
 Shitsuki
• Motivate to sustain
• promote adherence through visual
performance measurement tools
waste
Implementation of 5S
•Clear, shiny aisle ways
•Color coded areas
•Slogans, banners
•No work-in-process ( WIP )
•One-Piece Flow
•Standardized Work Sheets
Thank’s for your attention