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Lean University --
Lean Articles
Kaizen,
quick-hitting process management
by
Bill Gaw
Total Customer Satisfaction,
Theory of Constraints, Materials Requirement Planning,
Enterprise Resource Planning, Just-In-Time, Total Quality
Management, Business Process Reengineering and Flow
Technology are some of the programs that have been launched
in industry over the last decade.
While some companies
implementing these programs have achieved significant
advances in quality, speed and costs, most have failed to
achieve promised results.
According to industry gurus,
the winners attribute their success to adopting the
following management practices:
• creating
a clear vision or strategy;
• real-time
management commitment;
• a focus
on processes rather than results;
• timely
management support;
• effective
tactical planning;
• ongoing
relevant training;
• empowering
a qualified program champion;
• team
dynamics development;
• monitoring
tactical execution; and,
•
implementing a recognition/reward system.
Most companies employ most of
these management practices in their business. Why is it that
when most companies launch a new quality, production or
inventory control program it slowly and gradually transcends
into just another failed management attempt to improve
performance?
"New programs never
thrive; they just fade away" is the hallmark of such
companies, and consequently, they never reach their full
growth and profit potentials.
So if the above list of
management practices doesn't really separate the winners
from the also-rans, what does? Why are some companies
successful at obtaining positive results from such programs
while other companies fail? If its not on the above list of
management practices, what is it?
A study of successful
companies will invariably show they have developed a culture
of gradual, continuous improvement. This culture provides
the basis for new program implementation success.
The Japanese call it kaizen -
a management culture of gradual, continuous improvement. We
describe it as a tenacious focus on quick-hitting, process
improvements.
If you doubt the power of
gradual, continuous improvement you need to study the
careers of Vince Lombardi and Tiger Woods. Their huge
success stories are testimonials to kaizen. Vince Lombardi
focused his players on the continuous improvement of the
execution of basics; that's kaizen. Tiger Woods attributes
his success to his relentless quest for a better swing, for
higher quality gamesmanship and a daily pursuit of
perfection; that's also kaizen.
In business, kaizen focuses
on three basics: workplace effectiveness, elimination of
waste and standardization. As an introduction to kaizen, we
have delineated below their most important features.
Workplace effectiveness
The 5Ss:
1.
Sort - Separate work-in-process, tools, machinery,
products and documentation into necessary and the
unnecessary and discard the unnecessary.
2. Straighten - For easy and fast access when needed,
everything has a place and everything is in its place.
3. Scrub - Keep machines and working environments clean.
4.
Systematize - Develop routine practices for cleaning
and checking.
5. Standardize - Follow procedures and standardize.
Continuously improve processes and reestablish standards.
The Five Ws and the One H
WHO - Who does it? Who is doing it? Who should be doing
it? Who else can do it?
Who else should do it?
WHAT - What to do?
What is being done? What should be done? What else can be
done? What else should be done?
WHERE - Where to do
it? Where is it done? Where should it be
done? Where else can it be done? Where else should it be
done?
WHEN - When to do it?
When is it done? When should it be done? What other time can
it be done? What other time should it be done?
WHY - Why does he do
it? Why do it? Why do it there? Why do it then? Why do it
that way?
HOW - How to do it?
How is it done? How should it be done? Can this method be
used in other areas? Is there any other way to do it?
Problem-solving tools
1. Pareto diagrams - Used to display the relative
importance of all of the problems or conditions in order to
choose the starting point for problem solving, monitor
success or identify the basic cause of a problem.
2. Cause-and-effect diagrams
- Used to identify and explore and display the possible
causes of a specific problem or cause.
3. Histograms - Used to
discover and display the distribution of data by bar
graphing the number of units in each category
4. Control Charts - Used to
discover how much variability in a process is due to random
variation and how much is due to unique events and/or
individual action in order to determine whether a process is
in statistical control
5. Scatter diagrams - Used
when you need to display what happens to one variable when
another variable changes in order to test a theory that the
two variables are related.
6. Graphs - There are many
kinds of graphs employed depending on the shape desired and
the purpose of analysis. Bar graphs compare values via
parallel bars, while line graphs are used to illustrate
variation over a period of time. Circle graphs indicate the
categorical breakdown of values; radar charts assist in the
analysis of previously evaluated items
7. Checklists - Used to
gather data based on sample observations in order to begin
to detect patterns. This is the logical point to start in
most problem-solving cycles.
Kaizen calls for use of the
full PDCA (Plan, Do, Check, Action) problem-solving cycle.
PDCA demands that team members not only identify problem
areas but also identify the causes, analyze them, implement
and test new countermeasures and establish new standards
and/or procedures.
Standardization objectives
1.
Represent the best, easiest and safest way to do a
job.
2.
Offer the best way to preserve know-how and
expertise.
3.
Provide a way to measure performance.
4.
Show the relationship between cause and effect.
5.
Provide a basis for both maintenance and
improvements.
6.
Provide objectives and indicate training goals.
7.
Create a basis for audit or diagnosis.
8.
Provide a means for preventing recurrence of errors
and minimizing variability.
The "If not, why not
- 5 Whys" checklist
Operator
1.
Does he follow standards?
2.
Is his work efficiency acceptable?
3.
Is he problem-conscious?
4.
Is he responsible? Accountable?
5.
Is he qualified? Experienced?
6.
Is he assigned to the right job?
Machine/facilities
1.
Does it meet production requirements?
2.
Does it meet process capabilities?
3.
Is the maintenance effective?
4.
Is the inspection adequate?
5.
Does it meet quality requirements?
6.
Does it make any unusual noises?
7.
Is the layout effective?
Materials
1.
Is there excess work-in-process?
2.
Is the right material in the right place at the right
time?
3.
Is there rework and scrap?
4.
Is there any wasted materials?
5.
Is the handling efficient?
6.
Is the work-in-process damaged?
7.
Is the layout effective?
8.
Is quality standard adequate?
Operations method
1.
Are the work standards effective?
2.
Are work standards upgraded?
3.
Do methods produce a good product?
4.
Is it an efficient method?
5.
Does the sequence of work create a smooth flow?
6.
Is setup time minimized?
7.
Are the temperatures and humidity acceptable?
8.
Are the lighting and ventilation adequate?
9.
Is there adequate contact with the previous and next
process?
Kaizen keeps you thinking and
proactive in your pursuit to improve. Bottom line results
come slowly but surely and these incremental gains
eventually add up to a significant competitive advantage.
The spirit of kaizen can also provide innovative actions
that can yield amazing breakthroughs in speed, quality and
cost.
Without kaizen, you and your
employer will gradually become complacent and accept the
status quo as your business culture. As we see it, the lack
of kaizen in a business culture is the primary cause of new
program failures and the downfall of many companies.
Kaizen
Training for anyone ... anywhere ...anytime. If you seek
additional information about Kaizen, click here:
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