KMS Kaizen Management System
KMS Presentation
www.kaizen.com
Version 03
KAIZEN Institute Worldwide
Texas
United States
United Kingdom Germany France Spain Portugal Switzerland
Poland
Slovakia Russia Czech Hungary Romania
Dehli
Austria Italy Egypt
Japan China
Mexico
Bahrain Saudi Arabia Ghana Brazil
UAE
Mumbai
India Philippines
Kenya
Chennai
Indonesia
Thailand Malaysia
Mauritius Australia
MASAAKI IMAI Founder and President
Local KAIZEN Offices Countries where we operate Global Office
New Zealand
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KAIZEN (Original Definition)
KAI
Change
ZEN
for the better
K A I Z E N = Continuous Improvement
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The market determines the price
before:
Manufacturing costs Sales price
Profit
today:
Manufacturing costs Market price
Profit
The market determines the price!
Manufacturing costs
Profit Cost saving
Sales price
Profits can be maintained only through the management of cost!
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The Gemba Principles
Go to Gemba
When an abnormality occurs
Check Gembutsu
Machine, Material, Failures, Rejects etc.
Search for
Muda (waste), Mura (inconsistency), Muri (physical strain)
Make KAIZEN
Remove root causes
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What is a KMS Model KMS Temple
S u p p l i e r s
QCD
Process Flow
Zero Errors Lean Support Systems
Process Effectiveness
QCD
Change Management
Build up a solid basis with:
Eliminate: MUDA-Losses
Values Based on Kaizen Principles
Eliminate: MUDA-Waste
Fundamental Values
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Technical and Organizational Action Pillars
Flow Management
Asset Management
Quality Management
Service Management
Mission and Targets
People Involvement
C u s t o m e r s
The worldwide Kaizen Management System for sustainable profit and growth
S u p p l i e r s
People Involvement Process Flow Process Effectiveness
QCD
Zero Errors Lean Support Systems
QCD
C u s t o m e r s
TFM
Total Flow Management
TPM
Total Productive Maintenance
TQM
Total Quality Management
TSM
Total Service Management
TCM Total Change Management
Build up a solid basis with:
Eliminate: MUDA-Losses
KAIZEN Foundations
Eliminate: MUDA-Waste
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Examples of KMS Models
TOYOTA
The Stanley Production System
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KAIZEN Foundations Model
S u p p l i e r s
People Involvement Process Flow Process Effectiveness
QCD
Zero defects Lean Support Systems
QCD
C u s t o m e r s
Total Systems:
Value Stream Thinking; People Development; Kaizen Management.
Quality First:
Market In; Next Op. is Customer; Upstream Management;
Process Focus:
Process and Results; Gemba Gembutsu; 7 Mudas.
Universal Tools:
SDCA / PDCA; 5S Habits; Visual Management.
KAIZEN Foundations Fundamental Values and Paradigms
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Foundations - Resistance to Change and Paradigms
S u p p l i e r s
People Involvement Process Flow Process Effectiveness
QCD
Zero defects Lean Support Systems
QCD
C u s t o m e r s
People will naturally resist to change; The power of paradigms; The process of paradigms change.
Paradigms
KAIZEN Foundations Fundamental Values and Paradigms
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Foundations - Resistance to Change
Weve always worked that way At first, we cared, but Its not my responsibility No-one told me I dont have the time Anyway, it wouldnt change anything Another gizmo which wont last There are more important problems Its not possible here We already have enough work Whats in it for me?
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Foundations - Paradigms What do you See?
What do you see? A young lady or an old woman? It will depend on your own Paradigms! The reality is that both are present. It is important to Value different points of view!
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Foundations - The Process of Cultural Change
Process of Personal Change
Process of Business Change
(needs to be managed by change agents)
Values, Paradigms, Way of Being New Ideas, Acceptance
Values, Paradigms,
New Paradigm Pioneers
Culture
New Ideas, Acceptance
New Paradigm Sponsors
Beliefs, Habits
Trial of New Behaviour
Systems, Standards
Pilot Processes
New Paradigm Sponsors
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Foundations - The Process of Cultural Change
The Company Culture Changes
People Start Changing their Behaviour through belief in new systems and habit of new standards When Gemba Kaizen Activities Improve Work Areas and Processes (visible Improvement) Gemba Kaizen: Projects, Workshops and Team Activities. Changing working conditions leads to employee behaviour change are introduced motivation increases and employees enjoy the practical learning
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Foundations - Total Systems - Overview
S u p p l i e r s People Involvement Process Flow Process Effectiveness C u s t o m e r s
QCD
Zero defects Lean Support Systems
QCD
Total Systems:
Value Stream Thinking; People Development; Kaizen Management.
Functional Organization vs. Value Stream Thinking; Blaming/Judging vs. Non Blaming/Non Judging; Training is Enough vs. Kaizen Management System.
KAIZEN Foundations Fundamental Values and Paradigms
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Foundations - Quality First - Overview
S u p p l i e r s People Involvement Process Flow Process Effectiveness C u s t o m e r s
QCD
Zero defects Lean Support Systems
QCD
Quality First:
Market In; Next Op. is Customer; Upstream Management;
Product Out vs. Market In; Final Customer vs. Next Operation is Customer; Inspection Management vs. Upstream Management.
KAIZEN Foundations Fundamental Values and Paradigms
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Foundations - Process Focus
S u p p l i e r s
People Involvement Process Flow Process Effectiveness
QCD
Zero defects Lean Support Systems
QCD
C u s t o m e r s
Process Focus:
Process and Results; Gemba / Gembutsu; 7 Mudas.
Results Focus vs. Process and Results; Theory / Opinion vs. Gemba / Gembutsu; Point Improvement vs. Flow Improvement.
KAIZEN Foundations Fundamental Values and Paradigms
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Foundations - Universal Tools
S u p p l i e r s C u s t o m e r s
People Involvement Process Flow Process Effectiveness
QCD
Zero defects Lean Support Systems
QCD
Universal Tools:
SDCA / PDCA; 5S Habits; Visual Management.
No Standards Kaizen vs. Standards Based Kaizen; No Kaizen Habits vs. Kaizen 5S Habits; Hidden Information vs. Visual Management.
5S
KAIZEN Foundations Fundamental Values and Paradigms
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TCM - Total Change Management Model
III. Establish Direction & Control
1. Establish a KMS Audit 2. Policy Deployment 3. A3 Performance Control 4. Advanced HR Practices
II. Develop Change Capability
1. Develop a KMS Structure 2. KMS College (training) 3. Kanri Kaizen 4. Personal Kaizen
I. Design an Effective KMS
1. Design a KMS Model 2. Gemba Kaizen Workshops 3. Value Stream Projects 4. Autonomous Team Activities
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TCM - I. Design an Effective KMS - Overview
Targets:
Clarify the Values, the Mission and the Goals of the KMS; Build the KMS Temple, a visual management logo full of purpose and meaning; Define a clear Action Strategy (master and detailed plans); Choose and apply the most effective and proven Kaizen tools; Find a practical way to involve all employees in Gemba activities (top, middle and bottom).
I. Design an Effective KMS
1. Design a KMS Model 2. Gemba Kaizen Workshops 3. Value Stream Projects 4. Autonomous Team Activities
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TCM - II.0. Develop Change Capability - Overview
Targets:
Develop, define and start the Kaizen Promotion Office Structure; Define and start the KMS Training Plan; Develop Supervisors Kaizen capability and habits; Develop key people in terms of Individual Leadership Capability.
II. Develop Change Capability
1. Develop a KMS Structure 2. KMS College (training) 3. Kanri Kaizen 4. Personal Kaizen
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TCM - III.0. Establish Direction and Control - Overview
Targets:
Define and implement a System Audit tool; Deploy the KMS across all company levels and functions; Check results and make corrections; Improve the Recruit, Train, Evaluate and Compensate HR practices.
III. Establish Direction & Control
1. Establish a KMS Audit 2. Policy Deployment 3. A3 Performance Control 4. Advanced HR Practices
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TFM Total Flow Management Model
II. Production Flow III. Internal Logistics Flow IV. External Logistics Flow
5. Low Cost Automation 4. Smed 3. Standard Work 2. Border of Line 1. Layout and Line Design
5. Pull Planning
5. Total Pull Planning 4. Outbound and Delivering 3. Inbound and Sourcing 2. Milkrun 1. Warehouse Design
St ra teg y
4. Leveling 3. Synchronization (KB/JJ) 2. Mizusumashi
1. Supermarkets
I. Basic Stability
V. Value Stream Design (VSD)
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TPM Total Productive Maintenance Model
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TQM Total Quality Management Model
LEVEL 0
LEVEL 1 Defects do not leave the Company
LEVEL 2 Decrease defects
LEVEL 3 Defects do not leave the Process
LEVEL 4 Zero Defects
SITUATION
Defects leave the Company
Operations Errors
Operations Errors
Defects
Operations
Improvement Processes
Operations
Improvement Processes
Operations
Improvement
COMPANY
Errors
Defects
Errors
Defects
Errors
Defects Inspection STDs Defects Inspection STDs
Inspection STDs
Inspection STDs
Non defective Products
Non defective Products
Non defective Products
Non defective Products
FOCUS
Many Defects Many Complaints Rework Replacement
Eliminate Complaints Inspection Strengthen Inspection Standards and SDCA
Don't Make Defects Improvement Strengthen Improvement Structured Problem Solving
Don't Pass Defects to the Next Process Strengthen Autonomous Control Auto Quality Matrix I
Prevent Errors From Becoming Defects Strengthen Autonomation (Jidoka) Auto Quality Matrix II
ACTION TOOLS
S.P.C
Quality Maintenance
Q. F. D.
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TSM Total Service Management Model 6 Levels of Effective Service Management
L6
Control process to become
Best In Class
Create waste free procedures Become a showcase
Achievement of QCDMS targets
L5
Empower people for
Flexible Working in Teams Optimization as a Team
Analyze task Apply mobility concept Create flexible layouts
Greater flexibility Less space
L4
Lock in gains by Processmapping VSM
Implement Visual Management Create team boards Practice PD
Visual management Policy deployment
L3
Save through
Process Improvement
Map material and information flow Do PDCA Discover potential
Reduced lead time Paperless office
L2
Improve through
Co-operation
Standardize: Procedures and forms Office materials Communications
No errors or omissions
L1
Create a good foundation through
MUDA 5S
Self Organization
Eliminate muda Do 5S Set goals Develop roadmap
Awareness of waste
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