Continuous Improvement
Description
Kaizen is the Japanese name for continuous improvement. It delivers improvement through ongoing (continuous) review and small improvements as opposed to less frequent reviews that deliver step changes in performance.
When should it be used?
It should be used where the objective is to instill a philosophy of continuous improvement where all employees are responsible for continually reviewing performance. As such it is applicable to all businesses and is complementary to all LSCIT products.What will you get?
All staff will proactively review their roles and associated processes in an attempt to improve. The reviews will be either:
. Process related - typically focused on waste removal; or
. Flow related - where the objective is to improve flow.
The result will be suggestions for improvements and agreed action plans.
The process
The process varies but normally involves:
. Identifying the area or process to be tackled and how this is to take
place - a useful approach is a series of short sharp reviews designed to
focus on specific areas. These are known as Kaizen Blitz events
or Kaikaku.
. Initial briefing of objectives to team members.
. Upgrade of work/performance standards.
. Preparation and data collection.
. Workshops to identify opportunities and agree changes.
. Implementation of changes (pilot/permanent).
. Review of current work standards and current performance.
. Follow up reviews.
The following schematic represents the difference between Kaizen and step change:
Description
Using 8 wastes enables a process to be analysed against the common wastes, it allows a structured plan to be developed for the removal of waste.When should it be used?
Where a process needs to be made more operationally efficient and less costly.What will you get?
An understanding of the process, the value added activities, the wasteful activities and a plan to improve efficiency and reduce cost.The process
The process should be clearly defined and understood, using for example value stream mapping (see page 60).It should be analysed to establish if it exhibits any of the waste detailed in the table below.
An action plan should be developed covering focus areas, actions and responsibilities.
Waste Description
1. Overproduction Producing too much or too soon, resulting in poor flow of
information or goods and excess inventory.
2. Rework Frequent errors in paperwork, product quality, problems, or
poor delivery performance.
3. Excess
inventory Excessive storage and delay of information or products,
resulting in excessive cost and poor customer service.
4. Excess
processing Going about work processes using the wrong set of tools,
procedures or systems, often when simpler approach may
be more effective.
5. Transportation Excessive movement of people, information or goods
resulting in wasted time, effort and cost.
6. Waiting time Long periods of inactivity for people, information or goods,
resulting in poor flow and long lead times.
7. Motion Poor workplace organisation, resulting in poor ergonomics,
e.g. excessive, bending or stretching and frequently
lost items.
8. People's
potential Not making full use of the creative skills of individuals within
the organisation.
Description
The time taken to changeover a machine from one setup to another is possibly the most influential task on a cells capacity. More so than the cycle time in many cases. Lean requires batch sizes to be as small as possible, preferably one. This would be possible if changeover times were minimal or zero.When should it be used?
Unless a machine or process is dedicated to a single product then changeovers will be required. In order to approach the maxim of make only what you know you can sell, to avoid over-production, then every changeover becomes critical. It should be monitored continuously, especially in an environment where capacity is an issue, or product variety is increasing.It is important to apply the technique to known bottleneck processes to alleviate their criticality before applying it generally.
What will you get?
. A standardised process
. Increased capacity
. Reduced batch size
. Reduced cost
. Improved flow
. Shorter lead-times
. Improved schedule adherence
The Process
Measure the tasks in the process.The process is all of the tasks conducted between the last good part from the previous batch to the next good part in the following batch.
Separate 'external' from 'internal' tasks
'External' tasks are those which can be carried out whilst the machine is still running.
'Internal' tasks are those which cannot be carried out whilst the machine is still running
Convert 'internal' to 'external' tasks
Allow team time to agree which tasks, that are currently performed whilst the machine is stopped, can be carried out before or after the machine is stopped.
Reduce 'internal' tasks
Time spent on the machine whilst it is not producing is costing capacity, so every effort must be made to reduce it. This may require investment in tooling, or temporary additional manpower.
Reduce 'external' tasks
Having moved tasks to preparation, they must still be addressed because they occupy man hours.
Description
"Spotlighting" is a method for analysing a situation; be it the analysis of the current situation or the situation following a change in a process. It involves focusing upon a representative area, product or process rather than attempting to analyse or change the complete business. For example, in a SCI-LO project working in an engine bay a spotlight could analyse the way in which a specific engine is repaired or the effects that changes to working practices have upon the efficiency within which it is repaired. Consequently, "spotlighting" allows rapid analysis of a situation with minimal: change, disruption, time, cost and risk. The opposite diagram shows where spotlights are typically used in the project lifecycle.When should it be used
Typically spotlighting is used within the diagnostic phase (for analysis of the current situation) and implementation stages of a project.What will you get
. Understanding of the current situation (if part of diagnostic) including
process documentation.
. An assessment of the implications of changes to processes
and procedures (if part of an implementation).
. Clearly defined performance measures.
. The opportunity to learn with minimal risk to the business.
. Proof-of-concept and change and therefore management and
workforce buy-in.
The process
. Choose the subject of the spotlight that is representative of the analysis
or change you are interested in.
. Select a cross functional informed team to support the spotlight.
. Get senior management to publicly commit to the success of the
spotlight and obtain buy-in to its objectives.
. Ensure the process is communicated to the spotlight team and
wider community.
. Train staff in changes involved in the spotlight (where appropriate).
. Run the spotlight professionally ensuring you capture all necessary
information. Forms of data capture may include video, IT and manual.
. Understand what you did and why it worked/failed to work.
. Analyse the results of the spotlight and communicate to
interested parties.
. Plan changes resulting from the spotlight.