kaizen methods

KAIZEN

Appendix: Ten Areas that should be investigated for operational improvement (kaizen).

Here are ten things to think about for the additional basic operations improvement process in general. The following list especially for operations that involve manual labor, but it can also be adapted to other cases as needed for the particular thought and effort.

1.                   Can we fix the labor movement?

2.                   Can we reduce the fluctuations in the time element of work?

3.                   Can we separate the manual labor out of the engine?

4.                   Can we revise the standard work in process?

5.                   Can we reduce the distance walked?

6.                   Can we work with better balance among workers?

7.                   Can we improve the quality of processing?

8.                   Can we improve the reliability of the engine?

9.                   Can we store, locate, and move the raw materials more efficiently?

10.               What else should we consider?

A.1 Possible improvements to labor movement

First, we will discuss improvements that can be made ​​in dealing with the labor movement. Depending on the skill level of employees, major differences can occur on the job. So that operations can be done efficiently, wasting the labor movement must be found and reduced.

Tip 1: learn to pay attention to your posture employees to find points kaizen.

·                     Do employees work with your back straight or bent position?

·                     Is changing the angle of his body suddenly?

·                     Can something be done while walking?

·                     Is the direction of movement changed suddenly?

Tip 2: learn to pay attention to hand movements to find points kaizen.

·                     Is the second hand move efficiently? Whether there is a pause?

·                     Is the movement the arms are too wide?

·                     Are there only silence when your hands?

·                     Is the job too high / low or left / right?

·                     Is the final position is right? Whether the movement is right for the next stage?

Tip 3: learn to notice the eyes to find the point kaizen.

·                     Is the body angle change suddenly?

·                     Is the distance in hand with equipment and components are correct?

·                     Is the equipment, components, measuring instruments in the correct position?

·                     Is there a motion seeking or fumbling to find something?

Tip 4: learn noticed foot to find points kaizen.

·                     Is there a movement away from the flow of work?

·                     Is there a job that requires long stop?

With the basics therblig analysis, you can parse the movement of individuals who may require further kaizen lessons. You can also get ideas for kaizen by focusing on elements and labor movements one by one. Try different techniques and see which ones are best for different cases.

Here are questions to consider as well.

What would happen if we:

·                     Change the angle of the tray rack components or high?

·                     Changing the number or size of the box component palette?

·                     Changing the size or height sliding board or table?

·                     Changing the position or angle tools, jigs, or component?

·                     Changing the order of jobs?

·                     Changing the method of beginning the process?

·                     Reducing the number of trips by train and other transport?

·                     Using both hands?

All of the above can help you better by cutting down the time of the work process and make the work easier and more efficient at the same time.

A.2 Elements Focus on Working Time Fluctuations

If you use the method of standardized time study or work, there is often an element of time fluctuations in labor issues. The greater the volatility, the more unstable elements and generally work harder.

Even when a job has been standardized, there is often an element of work experience extreme fluctuations in time. Remember, if the worker experienced fluctuating employment, fluctuations in inexperienced workers is definitely bigger. Type of problem like this should be a high priority. Here are some tips on things and the things that need to be investigated to improve the work premises fluctuations great time.

Is there trouble workmanship?

·                     Are jobs hard to see, whether it takes a lot to grope?

·                     Is there much of an adjustment?

·                     Are dibutuhakan a special skill?

·                     Are there elements of muri / overload at work?

·                     Is the equipment easy to use?

·                     Is the accuracy of equipment, supplies, and so good?

Is the quality and shape of the resulting components good?

·                     Is there a faulty component is mixed with other components?

·                     Is good shape and precision components?

·                     Is mudan components are removed from the box?

·                     Is rework happened?

Are there any parts wrong or missing?

·                     Are the components in the specified location?

·                     Are the components displayed in a clear and easy to see?

·                     Is the standard of work / labor is standardized?

·                     Are the components shipped in small quantities?

·                     Is kanban cards are collected, sorted, and components ordered?

Investigate thoroughly any points to consider ideas for improvement and any points that need kaizen.

For the type of problem, the following should be considered:

Improve the working methods

·                     Fix adjustment takes work (eliminate the need for adjustment)

·                     Simplify work requiring skill or competence

·                     Revision equipment, components, and so on

Stabilize quality

·                     Increase the stability of the quality of the components

·                     Prevent faulty components into the box

·                     Determine the location of equipment and components specifically

Promote standardization

·                     Make working standards and standardized work

·                     Follow workplace regulations

·                     Create a rarely performed work that takes place at regular intervals

A.3 Separating Work and Manual Work machinery for Kaizen

Thinking about how to separate the engine from the manual labor is an important concept in kaizen. Humans do not need to be a slave to the machine and forced to oversee a process that has been created automatically. No one oversees grandchildren machine cycle at work, for example. When the engine is running in automatic cycle, there are many instances where people have to stand up and keep an eye on the machine. This suggests opportunities for kaizen.

Look for opportunities for improvement such as the following events:

·                     Is there someone who has only watched the machine?

·                     After pressing the button "s tart", whether a person should be waiting and watching for a while?

·                     Do people need to hold or adjust the equipment or workpiece position?

·                     Is the ejector, slide, and transfer tool work?

For these events, the following is applicable:

·                     Get rid of the work or the tray components not required

·                     Automated feeder components

·                     Automate ejector components

·                     Provide sled to move the components to the next post

·                     Improve and maintain tray damaged components, jigs, etc.

 A.4 Revise Standard Work in Process

In the manual lines, the location of WIP (work in process) and the area of transfer of goods often arranged without careful consideration. For each location of items that are not needed in the process, a series of movements that are not needed will also occur.

·                     Is the standard of work in process are set correctly?

·                     Is the standard work order followed?

·                     Is the item in the process really necessary?

·                     If the goods required in that process, can be limited?

For this situation, you may try the following:

·                     Set in such a way that only the correct amount of raw materials that may be placed

·                     Clarify visually how much material should be placed

A.5 Reduced Distance Running

In the line of manual labor, often arranged layout with emphasis on equipment that causes activity goes in vain. Or a combination of volume and product changes over time, and the layout are now no longer optimal from the standpoint of walking activity.

Focus on the following to reduce the activities of running:

·                     Is the distance between the point of running away?

·                     Is the walking track between the points straight?

·                     is there anyone who pacing?

Try the following to reduce the activities of running:

·                     Change the layout to better accommodate as far as possible

·                     Change the location of pallet rack components and parts

·                     Get rid of unnecessary barriers

A.6  Work Balance

For operation with many employees working together, the work done, everyone is different, and the time required is not balanced. This arrangement often creates a situation where some employees are overloaded when compared to the others. Alternatively, some operators may have idle time (idle time) are significant.

For cases like this, the best practices that we can propose is to use a combination chart standardized work and workload carefully charted every one in detail. Identify key tasks and work elements of each person. Do a study of the elements of time and make comparisons between the operation in question. Balance work with the most efficient manner possible by moving elements from one process to another as far as can be done.

However, although it sounds strange, remember that you do not necessarily want to balance operating in a completely evenly. The reason is that, for the maximum efficient, you want to balance work and runway work wherever possible. In the case of area or production line with seven people, for example, the last may not have a total work in accordance with the runway work. For cases like this, you can balance work six people first, and let the seventh perform whatever work is left. After a while, you can find ways to reduce operating last through kaizen. For the short term, workers can do the job rotation to ensure equal opportunities and safety.

A.7 Quality Improvement

There are unlimited opportunities to improve quality in kaizen. Indeed, you could choose to directly use the problem-solving activities in this regard. However, kaizen is also an effective way to consider the improvement of quality in many cases. The following are some general points to keep in mind when working with issues of quality in kaizen activities:

·                     Provide a simple red box near the production line to keep the defective items for quick analysis

·                     Simplify the process associated with the daily record types remaining ingredients and rework

·                     Explain the principle of 80/20 to determine the dominant type of damage

·                     Set clear rules for handling the product damaged / defective

·                     Find a way to prevent minor damage such as scratches, nicks or grooves

·                     Consider packaging changes to address the problems associated with handling

·                     Find a simple change to the design of components or processing methods

·                     Maintain the cleanliness of the work area to prevent problems associated with contamination

·                     Find simple ways to improve process capability

·                     Ensure that the replacement of equipment and quality checks performed in a timely manner

·                     Simplify the measurement and inspection of components

A.8 Possibility Repair Equipment Reliability

As with quality, there is the possibility of equipment repair and maintenance is limited in kaizen. In this workbook, we discuss six major equipment losses in the process and it is a great place to revisit the idea of improvement. Here are some points to be reviewed when considering kaizen in equipment intensive area:

·                     Create a database of all the damage heavy equipment to study the recurring problem

·                     Mark about five machines as a priority for improvement. It is often a good place to start

·                     Operations and maintenance personnel interviewed to find brief cessation sometimes slip through the cracks tracking system

·                     Apply observation equipment in one or two shifts. It will also highlight the problem of small   equipment that's sometimes is missed by the tracking system

·                     Compare damage equipment with preventive maintenance action for the equipment. Identify what works and what does not work

·                     Find a simple visual inspection tasks that can be done without stopping the machine operator

·                     Fix 5S conditions in and around the engine

·                     Try and make pins abnormal conditions (such as low fluid level, high temperature readings, etc..)

·                     Do a study of the machine cycle time and see if the machine is still working according to the design

·                     Learn the process of replacing any equipment or mold (die) and look for areas to simplify the process

·                     Investigate losses due to residual materials, workmanship and over, or the loss of the initial results and look for ways to minimize such losses

In addition to the focus area of this equipment, you can also observe the work of maintenance personnel and look for ways to improve this area as well. For example, the following areas can be studied for improvement:

·                     Fix data set for analysis equipment damage

·                     Find the most frequent maintenance sessions and simplify repetitive tasks

·                     Make study time on some sort of maintenance sessions. Describe the repair time and saw extravagance or difficulties that occur

·                     Usually, there are tremendous opportunities to improve the image engine, electrical circuit diagrams, parts lists, and communication in general practice

·                     Fix the component storage area and minimize the time required to find the tools and raw materials

·                     Analysis of preventive maintenance schedules and effectiveness

·                     Make sure all the special tools needed for maintenance are available

Another improvement opportunities also exist within the scope of equipment and maintenance. Add to this list according to your own unique situation.

A.9 Possible Improvements Flow Raw Materials and Storage

Most of the problems associated with the flow and storage of raw materials can be found by drawing a diagram of raw material flow analysis and good information. The technique is a common starting point to identify opportunities for improvement in this area. The following suggestions may also be able to give you some extra points for consideration:

·                     Review the containers and container size in relation to the quantity of demand

·                     Review the number of times the raw materials handling section to move and get rid of stuff

·                     Consider minimizing the storage location and the amount of movement of goods related

·                     Label the location of storage of raw materials and write clearly the name, type, and quantity of goods stored

·                     Create a naming scheme for all parts of the plant that can identify the location of storage of raw materials with ease

·                     Paint the room air so high inventory shortages can be seen clearly

·                     Consider a special way for functions that have a high need for raw material handling. Keep pedestrian paths did not get into this area

·                     Calculate the amount of inventory of any special storage location with respect to the cycle, buffer stock and safety stock

·                     Set rules and guidelines for the use of buffer stock and safety stock

·                     Review the material flow characteristics in the area and determine whether the system pull (pull system) type of recharge (replenishment), respectively (sequential), or mixed (mixed) can be applied

·                     Review the principles of materials handling and determine whether the system is based on the quantity or based on a more appropriate time for delivery

·                     Learn the routes and handling of raw materials as well as the identification of the point of the problem areas for improvement

A.10 Other Improvement Areas

Potential areas for improvement using Kaizen are endless. In fact, you will only be limited by your imagination and the time available to spend on this topic. Simple workbook is designed with a focus on methods of Toyota in learning basic production processes and initiate improvements in this area. The following areas may be helpful to consider according to your situation:

·                     Consider energy costs and plan how to reduce all costs associated with energy

·                     Improve lighting and cleanliness of the work area

·                     Learn oils, lubricants, other liquids, or other complementary items used in the process and find a suitable replacement item can be used

·                     Fix and prevent lubricant leakage and air

·                     Fix attention to safety and accident areas with a history of recurrent

·                     Learn the overall delivery of raw materials to the plant in terms of logistics efficiency

·                     Identify jobs that may be more appropriately carried out by the supplier or the cases that should be handled

·                     Review the basic aspects or assumptions relating to the design of products. Find something simple that can be changed to make production easier

·                     Evaluation of simple changes to equipment, measuring instruments, mechanisms dibble, or other devices to improve function

·                     Learn about the production process as a whole and think of new processing methods that may be made ​​in the future

·                     Fix documentation surrounding the process as standardized work, technical drawing, or document maintenance, and others.