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Kaizen process 3.1.1. Who we are!. Privately held company established in 1947. Supplier of sophisticated injection molded products and assemblies to the aerospace, defense, medical and commercial markets. Capabilities include: rapid prototyping prototype and short run machining and casting
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Who we are! Privately held company established in 1947. Supplier of sophisticated injection molded products and assemblies to the aerospace, defense, medical and commercial markets. Capabilities include: • rapid prototyping • prototype and short run machining and casting • domestic and offshore tool design and build • custom fixtures and gauges • injection molding and contract manufacturing for small to large volume production • Lightweight structural composite parts for aerospace and defense applications Facilities in WA, MI, MA, NH, NY, and TX with 350 employees locally and 900 employees worldwide. • 60,000 sq ft of manufacturing area in the Seattle facility SEA Stage 1 certified company since 2010.
Kanji Kaizen is improvement or change for the better. • It refers to practices that focus upon continuous improvement of processes in manufacturing, engineering, and business management. Kaizen is a daily process, the purpose of which goes beyond simple productivity improvement. • It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work, and teaches people to learn to spot and eliminate waste in their processes. “Improvement”
Kaizen development Provide input for the continuous improvement process. Provide prioritized input for the Kaizen process. Complete project and provide inputs to feed more kaizen.
Two kinds Immediate and simple. We all do them all the time. Very informal. • “Surprise” improvements. • Extremely limited in scope. An entire “event” might take 15 minutes and involve only two people deciding they need to do something positive to their process. • Costs no (minimal) money to implement. • Only approvals needed are floor leads and/or buy-in from other shifts or operators performing the same task. • Does not need management approval to proceed. Literally a management “I won’t stand in the way of improvement, tell me later” activity. • Documentation limited to what may need to be done to standard work, etc. Departmental or cross functional. • Cross functional teams made up of affected and non-affected departments with team members from floor operations to manager. • Will usually require some kind of training for all or a portion of the event. • Can involve a monetary investment or higher level approval. • Will take more than one day. • Typically requires some groundwork be done prior to the event.
Before the event Choose the project Select the team and the dates • Does it include customers and suppliers? Do the ground work • Review the purpose and goals • Conduct any event related training • Meet with process stakeholders • Look at or review any existing data or metrics • Details, details, details! • If higher level approvals may be needed make sure that approval authority is on board with the scope of the event. Rules for the event • There are no bad ideas. Question everything. • No criticism. • One person-one vote and consensus rules. • Open mind – positive attitude. • Mutual respect. Work hard and have fun.
The event Document Everything! Review why we are here. • Charter your purpose and ideas. • Name your team and give it a sense of ownership. Train Value Stream Map Develop action items and begin to prioritize. “Priority A-B-C”. • A is now. Impact on the event • B is undecided • C is parking lot Gemba – gather data. • The three actuals. • Interview Evaluate the information and bounce it off of the purpose. • Develop ideas. Brainstorm. Develop the future state. • Follow-up on any newly created action items. Implement the change • Experiment • Feedback • Experiment some more • Make it so! Measure the change. Is it doing what we intended? Set a timetable to follow-up.
Are we there yet? Finish up any last minute items. Document everything • Record on Continuous Improvement tracking sheet • Set-up and assign any follow-on actions and future kaizen (from the “C” pile). Report Out • Inform those in the process that “created” the event. • Inform departmental and management stakeholders • Involve the kaizen team AND the process owners and users. Follow-up per your timetable • Is it still working? • Does it require reassembling the team to go over the unforeseen?
The event Dan Page 17
