Name: Kaizen
Uploaded: 2022-11-16
Duration: 12 min 39 s
Description: Kaizen 5.05 in the Peps Playbook Presentation: Hello everyone. Today I'm happy to present an introduction into the exciting world of Kaizen!.

[Audio] Kaizen 5.05 in the Peps Playbook Presentation: Hello everyone. Today I'm happy to present an introduction into the exciting world of Kaizen!. 

Scene 1

Hagen Gunderson Hagen.Gunderson@pactivenergreen.com

[Audio] What is Kaizen? Taiichi Ohno, the Father of the Toyota Production System was known to tell his Employees to "Try and do your best! However, he also gave them powerful tools! Kaizen is one of the most powerful! Kaizen in Japanese, means " change for the good"; and is synonymous with Continuous Improvement. Often Kaizen is associated with a project or " event", spanning a short period of time ( 1- 5 days) involving activity or actions of the Kaizen Team.
Kaizen aims to achieve immediate improvements through incremental change, rather than large-scale initiatives conducted over a long timeframe. In the following slides we'll give an overview of Kaizen—what it is, how it's used, and some of it's many benefits!. 

Scene 2

Kaizen is a Japanese term for  Continuous Improvement Focused event conducted over a 1 to 5-day period Action oriented Drives step change process for immediate Improvement rather than optimizing for the long-term

[Audio] A Kaizen event uses standardized processes and tools, to bring about fast, tangible improvements in a work area. A team of people from the work area, which may include Operators, Engineers, Supervisors or Team Leads, engage in energized activity, using materials, equipment, knowledge and problem-solving skills to get results. " Quick and Crude is better than Slow & Pretty". 

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A Kaizen Event is a standard process with tools, templates and long-term control mechanisms that energizes people to achieve rapid, tangible results. The process combines people, material, and equipment improvements to drive bottom-line results.

“Quick and Crude is better than Slow & Pretty”

[Audio] Why are Kaizen Events Important? Kaizen events enable groups to: Quickly drive improvement in all areas of the business (operational, administrative & commercial). Obtain significant and measurable results in just a short amount of time.
Involve the knowledge and experience of all associates to drive excellence. Kaizen tools learned in these events are applicable across the company. Kaizen gets people involved and achieves fast, measurable results. Kaizen uses the knowledge and skill of people in the work area to impact business goals. Kaizen events are also learning opportunities for everyone involved. The knowledge and skill they gain can then be applied to other kaizens!. 

Scene 4

Kaizen events enable groups to:  Quickly drive improvement in all areas of the business (operational, administrative & commercial).   Obtain significant and measurable results in just a short amount of time. Involve the knowledge and experience of all associates to drive excellence. Kaizen tools learned in these events are applicable across the company.

[Audio] Here are the Typical Results from a Kaizen Event: Typical improvement measurements:
Standard work compliance and Layered auding.
Changeover time reduction. Productivity improvements.
Improved Ergonomics.
Less Rework and Scrap.
Less Inventory. Improved Customer Satisfaction.
Lead-time reduction. Kaizens attack real business needs like safety, productivity, and waste of all kinds. Results can be measures in reduced changeover time, less scrap, and Lead-time reduction to name a few.. 

Scene 5

Typical improvement measurements: Standard work compliance and Layered  auding Changeover time reduction Productivity improvements Improved Ergonomics Less Rework and Scrap Less Inventory  Improved Customer Satisfaction Leadtime  reduction

[Audio] How Kaizen Works: Kaizens are narrowly focused--designed to achieve " step-improvements to a process. Don't let perfect get in the way of better! Kaizens don't strive to fix everything perfectly! They focus on specific issues and target small improvements in a short period of time. Over time these small efforts build on other kaizens to impact larger change.. 

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Kaizens  are  narrowly  focused--designed to achieve “step-improvements to a process.   Don’t let perfect get in the way of better!

Relative Improvement 100% 50% Cost or time

[Audio] Kaizen Attacks " Muda"! "Muda" is a Japanese term for waste and is defined as any activity that does not add value to the customer. There are 8 Types of Muda (Waste)
Transportation – excess travel distance due to poor layout. Inventory – Excess inventory and / or material handling. Motion Excess – Poor layout of workstation or product design. Waiting and Searching – Look for or wait for parts or instructions. Over-Production – Building more than required. Over-Processing – Exceed customers' needs, extra or wrong. Defects – Rework and scrap – doing the same more than once. Skills – Untapped – misused resources, particularly human talent. Value added work are activities directly related to transforming material into product and is what the our customers are willing to pay for. On the other hand, Non value added activity (NVAA) is work that doesn't add value for the customer.
The Waste (that is NVAA) is also referred to as "Muda". Kaizens strive to eliminate, or " attack" Muda by reducing inefficiencies in the production process. For example: Excess walking or travel distance; waiting for parts or materials; producing defects, wrong product, or too much inventory.. 

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“ Muda ” is a Japanese term for waste and is defined as any activity that does not add value to the customer. There are 8 Types of  Muda  (Waste)

[Audio] Basic Kaizen Tools: 6S Gemba Walks 5 Why's Process Map/ value stream map Fishbone Diagram Total Productive Maintenance Spaghetti Diagram Check Sheets Control/ Run Charts
Pareto Analysis
Standard work instruction sheets We use a number of strategic ways to identify Muda and determine which to attack and how best to attack it,. These methods, or " tools" are designed to uncover and understand issues, and prioritize losses and opportunities. Kaizen tools also help to define root cause and establish standardized solutions or " countermeasures".. 

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6S Gemba Walks 5 Why’s   Process Map/value stream map Fishbone Diagram Total Productive Maintenance

Spaghetti Diagram Check Sheets                    Control/Run Charts Pareto Analysis Standard work instruction sheets

[Audio] Types of Kaizen: In the following slides we'll overview the various types of Kaizen and discuss their focus and benefits. Examples: Preparation, Process ( 2P). 6S. A3.
Total Productive Maintenance ( TPM). SMED.
Standard Work.
Variable Reduction ( VRK). Value Stream Mapping ( VSM). TLM Kaizen.. 

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Preparation, Process (2P) 6S A3 Total Productive Maintenance (TPM)

SMED Standard Work Variable Reduction (VRK) Value Stream Mapping (VSM) TLM Kaizen

[Audio] 2P is a systematic way to create optimal shop lay-out, or " design" based on customer need and production requirements. It helps the team identify the critical aspects and develop and evaluate models in order to choose the best option. Testing Alternatives
Gain an overall understanding of the customer requirement
Identify critical items Teams develop alternative solutions to meet the requirement
Evaluate alternatives against critical items Model three best alternatives and refine
Evaluate alternatives Review and refine best alternative Develop implementation plan for implementing the design. 

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Testing Alternatives Gain an overall understanding of the customer requirement Identify critical items Teams develop alternative solutions to meet the requirement Evaluate alternatives against critical items Model three best alternatives and refine Evaluate alternatives Review and refine best alternative Develop implementation plan for implementing the design

EXAMPLE Full Scale Mock Up of Bagger in Temple Texas Plant

[Audio] 5S, sometimes referred to as 6S—including Safety, is a tool to eliminate waste. The focus is on housekeeping, workplace organization, and establishing practices to establish and sustain order.
The benefits to a clean, orderly workplace are many; and include: Improved Safety and Employee morale; NVAA reduction and Muda of all kinds.. 

Scene 11

[Audio] A3 is a document and a process for problem-solving. The tools applied help identify the problem, the root cause, appropriate countermeasures, and action item "countermeasures" as well as who is assigned responsibility and the timeline. A3 projects typically apply a narrow and deep focus on a specific problem; and span a short timeline of less than 3 months. Complete Kaizen Opportunity Background Information
List Objectives/ Goal statement + Document Root Cause Analysis from team Determine Action Plan + Tracker to monitor conditions over time Tool: Brainstorm
Tool: Fishbone
Tool: Impact vs. Difficulty
Tool: 5-Why's. 

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1) Complete Kaizen Opportunity Background Information 2) List Objectives/Goal statement + Document Root Cause Analysis from team  3) Determine Action Plan + Tracker to monitor conditions over time 4) Tool: Brainstorm 5) Tool: Fishbone 6) Tool: Impact vs. Difficulty 7) Tool: 5-Why’s

Project:  Kickoff Date:  BU:  Complete Date:  Leaders:  Last Updated Date:  Problem Definition TEAM     Root Cause OBJECTIVES/GOALS     Improvement Tracker     Wk1 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 Wk12 KPI Actual                         Target                         KPI Actual                         Target                         KPI Actual                         Target                         Action Plan Action Who Due Done (Y/N) Notes/Measures

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[Audio] TPM, or Total Preventative maintenance, generates Operator involvement in light maintenance activities such as cleaning, inspection, and lubricating. These Operator activities are standardized and repeated. The benefits are improved machine reliability, fewer repairs, and lower maintenance costs. Examples: Deep clean, Inspect & Repair equipment to original equipment manufacturer standards
Create Cleaning standards
Create Inspection standards
Create Lubrication standards Benefits: Unplanned Machine downtime is reduced This is known and Equipment Reliability Downtime ( EQR) Reduced frequency on replacement parts and in-turn costs ($)
This is known as Maintenance Repair and Operations ( MRO). 

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Deep clean, Inspect & Repair equipment to original equipment manufacturer standards Create Cleaning standards Create Inspection standards Create Lubrication standards Benefits: Unplanned Machine downtime is reduced  This is known and Equipment Reliability Downtime (EQR) Reduced frequency on replacement parts and in-turn costs ($) This is known as Maintenance Repair and Operations (MRO)

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[Audio] VRK improves product quality by reducing variation in product characteristics like: weight, gauge, strength.
Statistical Process control and Gain-seeker are important tools. They help to Define, Measure, Analyze, Improve, and Control the production process in order to control product variation. Examples: Variation Reduction using DMAIC
Product characteristics such as basis weight, gauge, strength have excessive variation
If the problem is complex or the risks are high Concerns may be internal-having to add poly to ensure all product meets spec, or external- Customer complaints- product performance
Tools include Statistical Process Control; Gain-seeker. 

Scene 14

Variation Reduction using DMAIC Product characteristics such as basis weight, gauge, strength have excessive variation If the problem is complex or the risks are high Concerns may be internal- having to add poly to ensure all product meets spec, or external- Customer complaints- product performance Tools include Statistical Process Control; Gain-seeker

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[Audio] VSM (or Value Stream Mapping) is a powerful tool used in this Kaizen to plan and manage processes and process changes. It helps identify waste or NVA work with the objective of reducing total lead-time. It uses images in a map to show flow and relationships between elements of a production (or Logistics) process. Examples: Communication tool
Business planning tool Tool to manage your change process examples are: 1. Draw current state – gather info on shop floor 2. Current and future states are overlapping 3. Prepare, plan, and use implementation plan to achieve future state. 

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Communication tool Business planning tool Tool to manage your change process Draw current state – gather info on shop floor Current and future states are overlapping Prepare, plan, and use implementation plan to achieve future state

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[Audio] Kaizen plays a major role in Industry to promote Continuous improvement by addressing problems and inefficiencies ( Muda) in manufacturing processes. Many kaizen " tools" are used to identify, understand, prioritize and address issues, as well as sustain effective countermeasures. This has been an overview of some of the Kaizen methods and tools. Further presentations provide more detail for Kaizen teams. You are encouraged to apply Kaizen and achieve change for the good. And please remember, "Try and do your best! Taiichi Ohno, Father of the Toyota Production System. 

Scene 16

Kaizen supports  Continuous Improvement Focused event conducted over a 1 to 5-day period Action oriented Drives change for immediate Improvement rather than optimizing for the long-term

Kaizen

Scene 0

Kaizen 5.05 in the Peps Playbook Presentation:

Today I'm happy to present an introduction into the exciting world of Kaizen!

avatar

Taiichi Ohno, the Father of the Toyota Production System was known to tell his Employees to "Try and do your best

However, he also gave them powerful tools

Kaizen in Japanese, means "change for the good"

and is synonymous with Continuous Improvement

Often Kaizen is associated with a project or "event", spanning a short period of time (1-5 days) involving activity or actions of the Kaizen Team.

Kaizen aims to achieve immediate improvements through incremental change, rather than large-scale initiatives conducted over a long timeframe.

In the following slides we'll give an overview of Kaizen—what it is, how it's used, and some of it's many benefits!

A Kaizen event uses standardized processes and tools, to bring about fast, tangible improvements in a work area.  A team of people from the work area, which may include Operators, Engineers, Supervisors or Team Leads, engage in energized activity, using materials, equipment, knowledge and problem-solving skills to get results.

"Quick and Crude is better than Slow & Pretty"

Quickly drive improvement in all areas of the business (operational, administrative & commercial)

Obtain significant and measurable results in just a short amount of time.

Involve the knowledge and experience of all associates to drive excellence.

Kaizen tools learned in these events are applicable across the company.

Kaizen gets people involved and achieves fast, measurable results

Kaizen uses the knowledge and skill of people in the work area to impact business goals

Kaizen events are also learning opportunities for everyone involved

The knowledge and skill they gain can then be applied to other kaizens!

Here are the Typical Results from a Kaizen Event:

Standard work compliance and Layered auding.

Kaizens attack real business needs like safety, productivity, and waste of all kinds

Results can be measures in reduced changeover time, less scrap, and Lead-time reduction to name a few.

Kaizens are narrowly focused--designed to achieve "step-improvements to a process

Don't let perfect get in the way of better!

Kaizens don't strive to fix everything perfectly

They focus on specific issues and target small improvements in a short period of time

Over time these small efforts build on other kaizens to impact larger change.

"Muda" is a Japanese term for waste and is defined as any activity that does not add value to the customer.

Transportation – excess travel distance due to poor layout.

Inventory – Excess inventory and / or material handling.

Motion Excess – Poor layout of workstation or product design.

Waiting and Searching – Look for or wait for parts or instructions.

Over-Production – Building more than required.

Over-Processing – Exceed customers' needs, extra or wrong.

Defects – Rework and scrap – doing the same more than once.

Skills – Untapped – misused resources, particularly human talent.

Value added work are activities directly related to transforming material into product and is what the our customers are willing to pay for

On the other hand, Non value added activity (NVAA) is work that doesn't add value for the customer.

The Waste (that is NVAA) is also referred to as "Muda"

Kaizens strive to eliminate, or "attack" Muda by reducing inefficiencies in the production process

producing defects, wrong product, or too much inventory.

We use a number of strategic ways to identify Muda and determine which to attack and how best to attack it,

These methods, or "tools" are designed to uncover and understand issues, and prioritize losses and opportunities

Kaizen tools also help to define root cause and establish standardized solutions or "countermeasures".

In the following slides we'll overview the various types of Kaizen and discuss their focus and benefits.

2P is a systematic way to create optimal shop lay-out, or "design" based on customer need and production requirements

It helps the team identify the critical aspects and develop and evaluate models in order to choose the best option.

Gain an overall understanding of the customer requirement

Teams develop alternative solutions to meet the requirement

Evaluate alternatives against critical items

Develop implementation plan for implementing the design

5S, sometimes referred to as 6S—including Safety, is a tool to eliminate waste

The focus is on housekeeping, workplace organization, and establishing practices to establish and sustain order.

The benefits to a clean, orderly workplace are many

Kaizen Opportunity Background Information
List Objectives

Fishbone
Tool: Impact vs. Difficulty
Tool: 5-Why

A3 is a document and a process for problem-solving

The tools applied help identify the problem, the root cause, appropriate countermeasures, and action item "countermeasures" as well as who is assigned responsibility and the timeline

A3 projects typically apply a narrow and deep focus on a specific problem

and span a short timeline of less than 3 months.

Complete Kaizen Opportunity Background Information

List Objectives/Goal statement + Document Root Cause Analysis from team

Determine Action Plan + Tracker to monitor conditions over time

TPM, or Total Preventative maintenance, generates Operator involvement in light maintenance activities such as cleaning, inspection, and lubricating

These Operator activities are standardized and repeated

The benefits are improved machine reliability, fewer repairs, and lower maintenance costs.

Deep clean, Inspect & Repair equipment to original equipment manufacturer standards

This is known and Equipment Reliability Downtime (EQR)

Reduced frequency on replacement parts and in-turn costs ($)

This is known as Maintenance Repair and Operations (MRO)

VRK improves product quality by reducing variation in product characteristics like

Statistical Process control and Gain-seeker are important tools

They help to  Define, Measure, Analyze, Improve, and Control the production process in order to control product variation.

Product characteristics such as basis weight, gauge, strength have excessive variation

If the problem is complex or the risks are high

Concerns may be internal-having to add poly to ensure all product meets spec, or external- Customer complaints- product performance

Tools include Statistical Process Control; Gain-seeker

Communication tool
Business planning tool

VSM (or Value Stream Mapping) is a powerful tool used in this Kaizen to plan and manage processes and process changes

It helps identify waste or NVA work with the objective of reducing total lead-time

It uses images in a map to show flow and relationships between elements of a production (or Logistics) process.

Tool to manage your change process examples are

Draw current state – gather info on shop floor

Current and future states are overlapping

Prepare, plan, and use implementation plan to achieve future state

Kaizen plays a major role in Industry to promote Continuous improvement by addressing problems and inefficiencies (Muda) in manufacturing processes

Many kaizen "tools" are used to identify, understand, prioritize and address issues, as well as sustain effective countermeasures

This has been an overview of some of the Kaizen methods and tools

Further presentations provide more detail for Kaizen teams

You are encouraged to apply Kaizen and achieve change for the good

And please remember, "Try and do your best

Taiichi Ohno, Father of the Toyota Production System