تويت
· KAIZEN’s area is not only continuous improvement but it is bigger than that.
· It means confidence on unlimited power of imagination in the human and implementation of it.
· KAIZEN tells us not to adjust the conditions to improve the conditions.
· In KAIZEN there is not specific time for solving problem. It should be minimum as possible.
· While implementing KAIZEN it is important to utilize some values and following guidance principles.
· We have to consider current process worst and try to make it better using KAIZEN.
· KAIZEN is series of small-small improvements in which less technology, less cost are used which causes tremendous improvements in quality and process.
· KAIZEN is not “Brian Storming” but it is “Try Storming”.
Kaizen Event Process Steps:
Step 1: Identifying Current Situation
· Crucial first step in process improvement.
· Deep understanding of the existing processes and dependencies.
· Identify all the activities currently involved in developing a new product.
· Observe the process first hand.
· Identify Value Added (VA), Non-Value Added Required (NVA-R), and Non-Value Added (NVA).
· Generally creates more questions than answers
Step 2: Planning and Preparation
· Identify the correct area in the organization that requires the immediate implementation of rapid improvement event.
· After identifying the most appropriate production, administrative or a specific segment in the workplace, the focus should be given in particular to "waste elimination" issue prevailing in that department for implementing the kaizen event.
· After identifying the problematic area, the managers have to build a cross-functional team of employees.
· Prior to the training, the entire team should be completely aware of the organization’s rapid improvement process and given appropriate training on the process.
· The duration of kaizen events varies from one day to seven days, depending on the length of the process involved and depth of the problem.
Step 3: Implementation
· The first and foremost work of the team is to identify and clearly understand the "current state" of the targeted process.
· This would give the team members a common and a clear picture of problem that they are aiming to solve.
· Five Whys: Toyota designed and followed a method of asking "why" five times and answering them one by one to make someone to understand the root cause of a problem step by step.
· Value Stream Mapping: Non-value-adding elements in the targeted process can be easily eliminated through this process.
· The team members would raise queries on the aim of the process, and clearly observe the wastes, reasons for waste and analyze it.
· The most appealing and fruitful ideas are selected and suggested for implementation.
Step 4: Follow up
· This is the very important phase in the kaizen event as this ensures that the improvements are consistent and not just for time being.
· On completion of kaizen event, the team members should keep track of performance as a routine in terms of metrics measures to record the gains.
· In general the follow up kaizen events are conducted in 30 to 90 days after the first kaizen event in aim of assessing the performance and locate the follow-up changes that should undertaken to maintain the consistency in performance and development.
· Normally targeted process employees are requested for feedback and ideas.
Step 5: 5s
· 5s uses visual control methods of maintaining an efficient workspace where problems are
· Clearly and easily identified.
· The 5s stands for sort, stabilize, shine, standardize and sustain. Sorting is keeping what only is needed in the area.
· Stabilizing is identifying a particular place for each item so every person can find them, use them and return them to the correct place.
· Shining focuses on cleaning the work area and keeping it clean.
· Standardizing is the routine of maintaining the previous steps.
· Sustaining is using self discipline to enforce the entire system
