1. KAIZEN PROCESS
3.1.1
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2. 3.1.1 Kaizen Process INTEGRATING MANUFACTURING & SPECIAL PROCESSING
The purpose of the Kaizen Process is to accelerate and create breakthroughs in work-area process performance.
3.1.1 Kaizen Process – How does your organization set and review priorities for Kaizen events? How are Kaizen events conducted? How is recognition for team members provided and are senior managers and the workforce involved? How are lessons learned shared with others who can benefit? How are process improvements documented and deployed to others using the same or similar processes? How are internal Kaizen leaders developed and deployed? How are goals set for Kaizen leadership and how is progress monitored?
Setup
Preparation
Event
Post Event
KAIZEN PROCESS
Kaizen Leader collects data from work area related to upcoming Kaizen event
Kaizen Leader confirms objectives with Process Owner and Champion
Resources are approved by Champion – standby resource confirmed
Kaizen event schedule is set with specific daily action plans
Value Stream Maps
Kaizen Splash Plans
Annual Improvement Plan
Kaizen Team Leader appointed from work area
Kaizen Objectives set and linked to Annual Improvement Plan
Conduct training
Assign action plans
Daily report outs
Pilot run if applicable
Create new standard work and training
Prepare report out
Present results
Manage event follow-up
Share results and learning with other teams/work areas
PPT report
Feedback
Collect feedback and improve process
Areas Addressed
3.1.1 Kaizen Process
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3. INTEGRATING MANUFACTURING & SPECIAL PROCESSING
PLAN
From strategic plans
From previous kaizens
From CAPA
From Organizational performance
From operators
From metrics
Facility management approvals
Includes ROI estimates at this level
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4. Team Leader follows up on Action Items related to the Kaizen.
Key Roles
Team Leader follows up on Action Items related to the Kaizen.
Process Owner is responsible for updating documentation, and ensuring that training takes place.
Process Champion oversees the change process, and ensures accountability of the Process Owner and Team Leader.
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5. Strategic Goals INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Goal #1 Increase Process OTD from 97% to 98% by September (Measured on a 3 month rolling average)
Goal #2 Increase Manufacturing OTD from 96% to 97% by September 2012.
(Measured on a 3 month rolling average)
Goal #3 Increase Productivity (earned hours/actual paid hours) from 55% to % by September (Measured on a 3 month rolling average)
Goal #4 Reduce Scrap Dollars from $15,476/mo. (2.4% of Sales) to $10,850/mo.(1.7% of Sales – 1% per month) by September 2012.
Goal #5 Decrease Internal and External PPM from 3273 to 2000 by September (Measured on a 3 month rolling average)
Goal #6 Decrease Safety Incidents from 3 to 0 by September 2012.
Strategic Goals
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6. INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Set-Up Reduction
Value Stream
Improvement
Process (VSM)
Kanban- Pull Systems
Office Kaizens
Flow Manufacturing
The one common element: these tools help us eliminate waste from our processes.
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7. Value Streams INTEGRATING MANUFACTURING & SPECIAL PROCESSING
The effect on a VSM is also required at the PLAN stage
The first of many “WHYS”
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8. INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Many versions of a ROI.
This is one, a lean benefits calculator tool, excel based.
Other types CASH DOCTOR
Create your own
The Idea is to PLAN and be ready for the questions of the management team
INTEGRATING MANUFACTURING & SPECIAL PROCESSING

9. INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Every event must utilize 6S
6S can also be the event.
It is a great starting place.
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10. INTEGRATING MANUFACTURING & SPECIAL PROCESSING
CONTRACT REVIEW PROCESS FLOW
PO REC
TRIGGER
< 90 N Y
NEW
NPD
PROCESS
REVIEW
EDIT QA
PRODUCTION
Process Flows, product Synchronizations, flow charts
Whatever you want to call them.
They provide the process naming, resource planning, and common language.
The start and stop points.
INTEGRATING MANUFACTURING & SPECIAL PROCESSING

11. INTEGRATING MANUFACTURING & SPECIAL PROCESSING
ENGINEER TO ORDER PROCESS FLOW
Process Flows, product Synchronizations, flow charts
Whatever you want to call them.
They provide the process naming, resource planning, and common language.
The start and stop points.
INTEGRATING MANUFACTURING & SPECIAL PROCESSING

12. INTEGRATING MANUFACTURING & SPECIAL PROCESSING
HOSPITAL ADMISSIONS PROCESS FLOW
Process Flows, product Synchronizations, flow charts
Whatever you want to call them.
They provide the process naming, resource planning, and common language.
The start and stop points.
INTEGRATING MANUFACTURING & SPECIAL PROCESSING

13. INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Process Flows, product Synchronizations, flow charts
Whatever you want to call them.
They provide the process naming, resource planning, and common language.
The start and stop points.
INTEGRATING MANUFACTURING & SPECIAL PROCESSING

14. INTEGRATING MANUFACTURING & SPECIAL PROCESSING
Spag diagrams are a big assistance when defining the flow
Actually walk the parts once
Use steps to count how far things move.
Look for WIP in the locations (VSM Information validation)
Validate the process flow
INTEGRATING MANUFACTURING & SPECIAL PROCESSING

15. INTEGRATING MANUFACTURING & SPECIAL PROCESSING

16. INTEGRATING MANUFACTURING & SPECIAL PROCESSING
days per period [
249
Growth
number of period [ 1 8%
Part Number
Description
Period Volume
Daily Volume
Line Design Volume -
Totals [
Volume definitions
Time period plans
Growth rate and potential
Use the 80 / 20 rule to define the items, family, cell etc…..
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17. INTEGRATING MANUFACTURING & SPECIAL PROCESSING
LEAVE WJ/BRAKE
CELL
SWAP
CNC WALL
CURRENT
FUTURE 1
FUTURE 2
FUTURE 3
FUTURE 4
LABOR
MATERIAL
DISTANCE
WATER 22 30 24
SAW 3 25
LASER
1.3 50
0.9
BRAKE
1.5
4.7
1.9 1 6
0.75
MAN MILL 10
52.55
CNC 8
0.2
0.1 15
5.3
1.0
0.6
0.8
3.8 20
1.1
2.1
2.3
4.0
DEBUR
28.96
1.2
5096
MIG 90 61
12.5
6.6 9
9.6
GRIND
6.9
4.4 5
SANDBLAST
8.75
4.375
PAINT
252.5
35.4
MIN
503.5
STEP
331.1
477.5
264.5
HRS
8.4 FT
827.7
8.0
661.2 26
66.6
199.8
3.3
0.0
HOURS
0.4
4 YRS
1102.8
565.1
757.3
644.1
551.9
$0.00
SAVGS
$167,296.29
$14,126.62
$18,932.35
$16,102.67
$13,798.50
SETUP
419.1
TOTAL SAVGS
683.8
$181,422.91
$186,228.64
$183,398.95
$181,094.79
MOVE
$22,022.48
$2,500.00
ELECT
$19,801.59
$30,000.00
COST
$37,500.00
$35,000.00
$143,922.91
$148,728.64
$148,398.95
$146,094.79
$90,000.00
$233,922.91
$238,728.64
$238,398.95
Generate ideas for improvement, identify the top options by team votes
ROI each idea.
This is an example of a cell design we did for a small family of products
4 cell ideas, 2 persons teams, and justify the idea
Baseline it to the current method
Labor, walking, queue, WIP, machines, movers
Estimate savings as per the baseline costs.
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18. INTEGRATING MANUFACTURING & SPECIAL PROCESSING

19. Metric Pre-Kaizen Post-Kaizen Change Travel 1986’ 500’ 1486’ 74.8%
CONTRACT REVIEW KAIZEN
Metric
Pre-Kaizen
Post-Kaizen
Change
Travel
1986’
500’
1486’
74.8%
LT Mfg
20.2 d
1 d
19 d
95%
LT Process
2 d
0.5 d
1.5 d
75%
WIP
18 j
4 j
14 j
77.8%
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20. Metric Pre-Kaizen Post-Kaizen Change
ENGINEERED TO ORDER KAIZEN
Metric
Pre-Kaizen
Post-Kaizen
Change
Cycle time – New
2150 min
1725 min
425 min
19%
Cycle time – Repeat
830 min
645 min
185 min
22%
Work Instructions 5
Lead Time
387 hrs
375
12 hours 4%
Through-put
1.78 Jobs/d
2.54 jobs/d
.76 jobs/d
46%
$4,000,000/yr
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21. Metric Pre-Kaizen Post-Kaizen Change Planning time 4 days 1 day 3 days
PRODUCTION PLANNING KAIZEN
Metric
Pre-Kaizen
Post-Kaizen
Change
Planning time
4 days
1 day
3 days
75%
WIP Inventory
71 Jobs
$1.3 mil
24 Jobs
$0.4 mil
47 Jobs
66%
Through put
75 pcs/day
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22. Dollarized Improvement Dollarized Improvement
HOSPITAL 7S KAIZENS
Benefits PROJECT 1
Metric
Pre-Event
Post-Event
Improvement
Percentage
Dollarized Improvement
7S AUDIT SCORE
12 pts 
91 pts 
 79 pts
658% 
SQUARE FOOTAGE
 172 sq ft
100 sq ft 
 72 sq ft
 42%
$100,800
SAFETY
Dangerous
Hazard free
TIME
30 min
 100%
$15,750
Benefits PROJECT 2
Metric
Pre-Event
Post-Event
Improvement
Percentage
Dollarized Improvement
7S AUDIT SCORE
3 pts 
 67
64 pts 
2133%
SQUARE FOOTAGE
 8 sq ft
TIME
10 min 
100% 
$  
GENERAL APPEARANCE
 cluttered
 neat
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23. LESSONS LEARNED Don’t be rigid in your kaizen process
Have a coordinator to manage the events
Too many events at once will create a mess
Schedule the events to manage resources
Communicate, Communicate, Communicate
ROI Before the event
Small to make big, Big to make better
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24. QUESTIONS ?
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25. Thank You INTEGRATING MANUFACTURING & SPECIAL PROCESSING Paul Kobishop
Director of Quality Assurance and Lean Systems
Continuous Improvement Manager
Phoenix, AZ
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