Training
Module on
KAIZEN
-DEEPJYOTI SERVICES
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TIME: The single best indicator
of competitiveness
Set-up or Change-over Time
Manufacturing Cycle Time
Product Development Time
Customer Lead Time / Delivery Time
Working to reduce or minimize each of these times can
make your company more valuable to both its internal
and external customers.
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Shrinking Lead Times
Order Lead Times Manufacturing Lead Times Delivery Lead Times
Order Lead Times Manufacturing Lead Times Delivery Lead Times
Reducing the overall time from receiving the order to delivering the
product makes your company more responsive to the customer.
This can become the deciding factor when the customer makes
their selection.
As can be seen, manufacturing is only one part of the entire
process. Inputting, processing, and issuing orders is an area
for improvement, as well as, assembly, loading and delivery
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to the customer`
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Where’s the Time in Lead Time
This timeline represents an overall lead-time, with very little
time spent on adding value to the product.
Non-Value Added Time (NVA) Value Added Time (VA)
99% of Total Lead time 1%
Common Concentrated on reducing VA time,
Improvement Efforts with no attention given to NVA.
Non-Value Added Time (NVA) VA
99% of Total Lead time 1/2 %
Results of Common Improvement efforts, did not improve
response time. VA time is reduced, but, the costs4 for those
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improvements in lead time was substantial.
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Where’s the Time in Lead Time
When we look at attacking the NVA Activities in the Timeline
and compare that to the original timeline:
Greatest Opportunities are actually here!
Non-Value Added Time (NVA) Value Added Time (VA)
99% of Total Lead time 1%
NVA Time VA
95% of Total Lead time 5%
Great Job!! This shows a 5X improvement in lead time
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Different Types of Activities
Being able to tell the difference between NVA and VA
activities is an important step in the Improvement Process.
Value Added An activity that changes raw
Activity (VA) material to meet customer
expectations.
Those activities that take
Non Value Added time, or occupy space but do
Activity (NVA) not add to the value of the
product.
You must ask yourselves “Would you as a customer be
willing to pay for any NVA activity being performed
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to that
NEW 4x4 Pickup you just ordered?”
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Some examples NVA Activities:
Waiting on
Walking
machine cycle
Unnecessary stock Generating useless
on hand reports
Unnecessary
Transporting parts motion
THE GOAL IS TO ELIMINATE THE
NON-VALUE ADDED ACTIVITIES.
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A definition:
Destroy, in our minds, the concepts
and techniques of manufacturing that
we practice today.
Create a vision of what our
production system and
manufacturing techniques should be.
Carry out that Vision by breaking
through the status quo.
We must avoid the urge to
discover more sophisticated and
technological solutions to tasks
we shouldn’t be doing at all.
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Kaizen Training
Basic Rules for Change
Keep an open mind to change
No such thing as a dumb question or idea
Avoid spending money (Capital expense should be a last resort)
Maintain a positive attitude
Don’t’ make excuses & question current practices
Think about how to do it, NOT why it can’t be done
Just do it!!
Deepjyoti Services Have Fun!!! 9
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Steps on Team Development
Forming
This is the development of a multi-functional
team with a variation of backgrounds and
knowledge
Storming Open & honest discussion, also brainstorming
Norming Stage where the group agrees how to
operate as a team
Performing Agreement on solutions & taking action
Adjourning Closing on the continuos improvement process
after 30 days
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Kaizen Training
What is TAKT Time?
TAKT time is how many minutes or seconds are needed
to make one part when considering the daily volumes, to
be produced in that workcell and the total time available to
perform the job.
TAKT time is NOT the time it takes to manufacture the
product. It is based on customer demand.
Who is the customer?
The next operation
Customer orders
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TAKT Time Calculation
Production Time Available / Period
TAKT
Number of Required Units / Period
Production Time Available / Period (one shift):
Shift Time ( 8 hrs. ) 480 mins.
Breaks - 2 @ 10 minutes - 20 mins.
Clean-up at end of shift - 5 mins.
Production Time Available: 455 mins. or 27,300 secs.
Units Required / Period (one shift):
10,500 Units Sold Monthly
500 Required units / shift
21 Working shifts / month
27,300 secs / shift 54.6 secs.
TAKT Time:
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500 units / shift
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Kaizen Training
The 5S Housekeeping Standards
First Step towards Continuos Improvement
The aim of 5S is to create an atmosphere to keep a clean,
organized, safe and efficient workplace for everyone.
The foundation for the practice of 5S, comes from a Japanese
program derived from these words, seiri, seiton, seiso, seiketsu
and shitsuke. The 5S’s are a conventional approach towards
maintaining and improving the work place. The following words
have been chosen for the 5S acronym’s.
Sort Sanitize (Safety) Sweep
Straighten Sustain
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Meaning of the 5S’s
Sort Examine everything at the workplace & identify
what is needed and what can be discarded
Straighten Organizing the way things are put away with
efficiency, quality, and safety in mind. Need to
decide where and how things should be put away
and what rules should be obeyed to insure that it is
maintained.
Sweep Sweeping, scrubbing and cleaning of the building,
(Scrubbing clean)
machines, fixtures & tools so that all areas of the
workplace are neat & tidy. This leads to early
detection of mechanical problems before they
Deepjyoti Services become major breakdowns. Machines14 cry!
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Meaning of the 5S’s
Sanitize Insuring that each workplace is properly
(Safety)
designed for safety. This is to protect every
member from the dangers during the
performance of their assigned tasks.
Sustain Developing the practice necessary to continually
participate in the 5S process. This requires that
(Standardize)
each of the S’s become a personal habit. This
is the most difficult of the 5S’s, but it is the most
important factor in achieving long term success.
Establishing routines and procedures for
maintaining and improving on the first four (S’s),
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incorporating visual management 15
tools.
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WASTE
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Do MORE with LESS
Staffing Productivity
Waste Productivity
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SHIFT MINDSET
CURRENT REQUIRED
THINKING THINKING
Processing Transportation
Inventory TYPES Correction
WASTE Waiting
OF
WASTE
Over-
Production
Motion
WASTE NOT DEFINED WASTE IS "TANGIBLE”
REACT TO LARGE EXAMPLES IDENTIFY MANY SMALL OPPORTUNITIES
REACTIVE IMPROVEMENT -LEADS TO LARGE OVERALL CHAGE
CONTINUOUS IMPROVEMENT
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ELEMENTS OF WASTE
Definition Example
1. Transportation - Transporting 1. Transportation - Carrying
farther than necessary or Tools to Point of Use
temporarily locating, filing,
stacking and moving parts
(people, paper, information) is
waste.
2. Correction - Doing something 2. Correction - Redo an Activity
over is waste. Because of Error
3. Overproduction - Generating 3. Overproduction - Number of
excess paper or information, or Copies
generating information or paper
too soon in a process is waste.
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ELEMENTS OF WASTE
Definition Example
4. Motion - Unnecessary work 4. Motion - Tools in drawers
movements are a form of waste.
5. Waiting - Waiting for people, 5. Waiting - Meetings to start
paper and information is waste -
it stops work.
6. Inventory - Too much of 6. Inventory - Supplies
anything is waste.
7. Processing - this is waste in 7. Processing - Typed when
the process itself. Redundant handwritten would be
activities sufficient
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Kaizen Training
• Process requires ongoing inspection and enforcement to
ensure “Standardized Work” is being followed
Standards
Inspect
Enforce
• Process does not improve automatically
Standardize
Problem Solve
Stabilize
.
Identify
Waste
- Following standards will only maintain, not improve, the process.
- Improvement focuses on the entire process.
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