Kaizen

The wind that fills the sails

Human waste not!
https://www.youtube.com/watch?v=an8bBghPoHE

Kaizen Blitz
Weld
changeover

Kaizen
Created to enable us to fulfill the human desire
to be of use.
To use the innate resources of human
intelligence hence The wind that fills the sails
Kaizen means good change
A loose translation is change for the good
Kaizen is a team working for Continuous
Improvement but the improvements are done
immediately over 5 days

The origin of Kaizen

Teams originally came to USA from Japan as Quality
Circles in the late 1970s.

Actually in Japan are known Kaizen Activity Circles, KAC

Quality Circles in Japan for employees were voluntary
Japanese workers worked on their own time .and do
so today
With lifetime employment the norm What is good for the
company is good for me.

Initial opposition to teams

In sharp contrast to today, few, if no, teams existed in the
US before the 1970s
Were dismissed in the US as culturally unworkable in the
US since (as illustrated in the Jungle )
US capitalism exploits workers
Workers and employers are common enemies
Only the Union can protect the common man

Initial opposition to teams

Japan had lifetime employment
US fires worker in bad times
Workers in the US are culturally individualistic not,
as in Japan, culturally consensus and group oriented
Workers here would not would not volunteer to work
on teams

Societal memory
It was compulsory for all able bodied men to serve in
the Armed Forces in WWII (1940 to 1945).
In 1945 at WWIIs end, veteran men and women
were in their 20s .
In 1970 (Intro of concept of Quality Circles and
teams) they were in in their 40s.
Their memories of war and the Rotten Jap Bastards
were painful and insufferable.
Anything Japanese was reflexively opposed.
It was only until the late 1980s when vets began
retiring and memories fading that teams start to be
acceptable

Practical Kaizen Training, PKY

Page 107

Kaizen circle activity page 104

You can match these roles and responsibility with your own
experience with teams

This form is common as well see later with OPW

Hot dogs
Ball park dogs
Party sausages

VSM from Sara Lee Plant

Northern KY , Alexandria,KY

The Solution?

Lean transformation MUST

begin with Value Stream
Mapping by the Operators.

Teaches your team to see

Product and Material flow

Operator Kaizen training

and VS Mapping

The process is easy

Per Sara Lee

1.
2.
3.
4.
5.
6.
7.

Note:
Assemble the team
Plan on 3-5 days to
Current State Map
map a Value Stream
Simulation
Brainstorm improvements
Future State Map
Note:
Develop Action Plans
Bring good supply of
Train new Champions
pencils and erasers

Teams VSM of meat flow to the

Sara Lee mixers and ovens

Pictorial VSM

Sara Lee training

Value Stream Mapping is a pencil and
paper tool that helps you see and
understand the flow of material as
product travels through the value
stream.

Develop future state map

from the Quick Wins & Short Term ideas

Inventory
4 ft square stainless
steel cubes, red
triangles, containing
ground meat

Develop future state map

from the Quick Wins & Short Term ideas

Are moved
(redline paths)
for hotdog
progressing

Each red line is a tow motor movement of

product. Each red triangle is a cube of meat

Develop future state map

from the Quick Wins & Short Term ideas

Inventory

Work as a Team

Before vs. After

Note the absence
of red triangles
and red paths

Later teams continued Kaizen

to include the entire hot dog processing

Later teams continued Kaizen

to include the entire hot dog processing

Later teams continued Kaizen

to include the entire hot dog processing

Later teams continued Kaizen

to include the entire hot dog processing

Lean Leaders
At Sara Lee
Lean is a very serious endeavor.
Supervisors are known as
Lean Leaders
. Train new Champions

OPW Kaizen Event

Receiving needs to be simplified

Value Stream Mapping

Shipping

Team Members

Rich Ogden
Greg Kennedy
Carl Scheidenberger
Matt Kaser

Takt Time
7hrs x 60 min. x 3 shifts=1260min of
available work time in one day
Average of 120 orders a day
Takt Time= 1260min/120 order
=10.5min per order

Current State
External
Customer.

Customer
Service

Daily

Daily Ship List

Document

Picking

Packing

Dock

Prep

70

10

C/T 1
pack

Pulling

Slip per .
12m

C/T-40min

40min

Packing
Label, Wrap

Staging

C/T-39min

5000
2800

27

Internal
Customer.

4875
390

81

Future State
Glovia

External
Customer.
MPS
Standard

Kaizan

Work
Kaizan

Transactional

Daily

5s

Process
Improvement

Kaizan

Kaizan
Electronic

Document

Picking/
Packing

70

27
-No stage area

-No Paper work

-Eliminate multiple

-No lost pack list

Handling
Internal
Customer.

-Verify p/n

C/T- 0

-No Pickers + Packers

125order/
day

Dock

C/T-60min

4200

60

C/T-3min

81

VSM Roadmap

Typical Kaizen: five day event

5 days to focus on one piece flow
6 to 10 people (Strong presence from the floor with office,
Engineers, Product manager, Operators)
Day 1: intro & training about Lean, VSM
Day 2:Time study & Current State map
Day 3: Plan changes & Future State map
Day 4: Optimize & Make changes
Day 5: Out briefing & lessons learned

5 days is typical
Kaizen event

OPW Kaizen Event

Receiving needs to be simplified

Kaizen burst icons

on
Current state map

Objective: To Ensure that Opportunities Uncovered by the VSM Event are

Acted Upon and Completed
Future state planning
Short Term Items
Increase Core Value to increase incentive to return to OPW

Dealt with in future state

Eliminate 02 RGA's for 1290 nozzles

No value-added by coding as 02, should be a 22. Implement

immediately

Establish Core Bank by generic nozzle type

No need to have exact like for like core exchange, simplifies core
bank for customers. Implement immediately

Delete inactive customers from the Core Bank system

Dealt with in future state.

Eliminate practice of issuing part numbers when product is

not 100% set up

Add halt code functionality to sales order so that incomplete

products (missing BOM, missing price, missing IPC, etc)
cannot be added to a sales order

Investigate cost to develop and implement automatic

electronic PO system

Determine Cost

Clean Customer master list and collect email address for all
customers

Update customer Information to allow electronic

communications/reports, reduces system clutter and
confusion

Develop parato of customer order entry issues (errors)

related to electronic system and capture reason code

Ability to collect and classify errors to allow fixes to be

implemented

Increase incentive to return core by increasing penalty (debit

amount) for not returning cores to OPW

Reduce number of customers which do not send cores back.

Mid Term Items

Develop an automated pricing for all nozzle calculations

Currently not possible - See the future state

Any changes to sales order (qty, price, etc.) will be

automatically recalculated by Glovia

Handled in future state

Implement RGA report system for approved product & qty.

only.

Addressed in Receiving kaizen, await implementation

Establish "Special Condition" sanitizer/filter to make sure

unacceptable conditions from customer entered SOs
are dealt with before PO is sent to Glovia.

Increase order accuracy, reduce CS time dealing with

SO inaccuracies in Glovia

Tie F/G Pull data with product availability in to drive promise

date in Glovia SO

Allows OPW to instantly send SOA with accurate dates,

no need to wait 24 hours before SOA sent

Program exceptions report so that CS contacts customer

asap to help with order entry problems with electronic
system

Only requires customer service to handle valid problems

Change core bank to 90 days after OPW ships the rebuilt

nozzle (Develop a 90 day return)

Establishes a time limit for returns which is automatically

triggered

Design program in Glovia to format 30 day report and

automatically send to customers. Must show core
activity, what is or is approaching 90 days,

Advises customer of status of cores automatically

and pay up 30 day notice.

Put core bank report on web

Allow customer to check core status whenever

convenient

Long Term Items

Program Glovia to determine class based on total $ order.

Covered in future state

Capture a Glovia method to enable special pricing.

Covered in future state

Switch nozzles to list price or simplify the discount structure

Covered in future state

Streamline Discount structures (amb, ambpl, 60++)

Simplify ability to what customer discount applies and when

Develop system in Glovia to calculate net pricing and print

freight on header

Automate generation of order costs and who pays freight

Develop a special pricing structure under customer class

Simplify types of special pricing offered by category, (A, B,

C, etc.)

Develop Glovia capability to calculate a nozzle price based

on list price

Reduce order confusion and automate

Kaizen of 45
Cell
Date-May 5-9,2003

Team Members

Matt Kaser- Team Leader

Brad Ditzler
Mike Roland
Chris Bowen
Barbara Bradley
Lisa Jones
Bob Busch
Randall Jewell

45 Cell
Standard work layout
Time observations
Line balance

Standard Work Layout

o Cycle Time-127.74
o WIP-3

7 people

Time Observation- Old

Step

Task
Avg

Operation

10

Assemble

29.5

22.7

16.1

27.14

20.4

22.2

20

24.05

17

29.5

22.9

Grease Assemble

8.6

10.4

8.8

8.7

16.9

9.9

13.5

9.9

8.2

9.07

10.39

Push Pins

11.2

14.6

29.9

18.3

13.2

21.17

15.29

16.4

23.07

17.4

18.05

Flow Test

25.8

38.6

41.36

35.8

35.05

33.41

34.86

35.7

40.12

38.68

35.93

Finish Assemble

25

27.4

21.7

28.6

24

21.22

21

20.6

22.9

23.9

23.3

Tape and Box

11.8

13.4

16.9

15.8

13.2

13.3

15.23

18.83

16.06

12.6

14.69

Label

1.6

3.6

3.3

2.4

3.5

3.3

2.6

2.5

2.6

3.1

2.8

o TCT-127.74

Total Average

18.29

Time Observation- Old

Step

Operation

Task Avg

Assemble

22.9

Grease Assemble

10.39

Push Pins

18.05

Flow Test

35.93

Finish Assemble

Tape and Box

Label

23.3

14.69

2.8

Average

18.29

Line Balance Chart- Old

Standard Work Layout- New

5 people
(Two less)

Time Observations- New

Step

Task
Avg

Operation

10

Put "o" Rings

11.5

8.29

7.35

8.73

10.89

9.45

7.33

8.02

8.89

8.745

Assemble

26.3

27.3

31.32

31.28

33.56

36.93

30.47

33

26.94

27.7

30.48

Push Pins, Flow

25.3

27.65

28.65

32.45

26.54

28.98

25.97

26.54

29.19

28.33

27.98

Stamp&Assemble

29

34.07

38.25

29.97

28.23

29.37

24.37

30.17

26.79

48.37

31.82

Box

10.05

11.12

7.53

10.53

10.72

9.06

10.59

9.48

19.08

10.59

10.8

Total Average

TCT-106.05

15.6

Time Observations- New

Step

TCT-106.05

Operation

Task Avg

Put "o" Rings

8.745

Assemble

30.48

Push Pins, Flow

27.98

Stamp&Assemble

31.82

Box

10.8

Average

15.6

Old time

Step

Operation

New time
Task
Avg

Step

Assemble

22.9

Grease&Assemble

10.39

Push Pins

18.05

Flow Test

35.93

FinishAssemble

Tape and Box

Label

23.3

Operation

Task
Avg

Put "o" Rings

8.745

Assemble

30.48

Push Pins, Flow

27.98

Stamp&Assemble

31.82

Box

10.8

14.69

2.8
15.6

18.29

18.29 vs 15.6
From seven to five
people

Old

New

Old

New

Note the new cell - flow

Line balance chart

Old

New

Kaizen

Old

New

Workshop Target Sheet

Current
Quality
Space(Sq FT.)

Target
5

819/264

Results
50%

819/264

Total Change
2

695/140

3
695/124

Walk Distance

180

50%

35

145

Parts Travel Distance

180

50%

35

145

Lead-Time(Min.)

60

50%

58

Cycle Time(Sec)

134

2%

110

24

50

2%

107

57

Volume(Per Hour)
Crew Size(Per Shift)
Productivity(Pcs. Per man Hr.)

6Can/4US

25%
14

2%

4-241/3-45

2.5Can/.5US
31

17

Kaizen Workshop Results

General Results
Safety- By putting the mats on the floor, this reduced the risk of
slipping. Also we reduced tripping by organizing and removing
excess boxes.
Quality-The defects were generally attributed to porosity so no
reduction in defects occurred.
Cost- The big cost savings was in Lead Time. We reduced it by
58minutes. Also reduced sq. Ft.
Morale- The Cell workers are happy with the change and feel
that there life at work has improved.

Kaizen Workshop Results

Cost Savings ($)- $675-saved in reducing part searching

-$57,999 in Value Added

per/hour-per/year
Labor Savings -$18,720
Floor Spaced Reduction- $868
Total-$78,262

To-Do List

Trash Can & Rag Barrel

Overhead Lights
Anti-Fatigue mats
Work-Smart Station
Lot Making Board (Frame)
Study Cell Location
Organize 2 Days Inventory behind Cell

One KAIZEN each week for three years

2003 - 2005 data

Now 2013
Be interesting to see what their current
effort are.

The process is easy

1.
2.
3.
4.
5.
6.
7.
8.

Note:
Assemble the team
Plan on 3-5 days to
Current State Map
map a Value Stream
Training
Brainstorm improvements
Future State Map
Note:
Develop ActionBring
Plans good supply of
pencils and erasers
Do the improvements
Train new Champions

Kaizen
The wind that fills the sails
Human waste not!
https://www.youtube.com/watch?v=an8bBghPoHE

Kaizen Blitz
Weld
changeover