【正文】 N EVENT Monday Tuesday Wednesday 7:00 . 3:00 . 6:00 ? Team training – Review agenda and logistics – Review goals and objectives – What is kaizen – Lean manufacturing principles ? Kickoff ?Project area overview – Walk the floor – Review data ? Confirm current state of process and performance ? Quantify performance gap and savings potential ? Review standards and customer specs ? List concerns and improvement opportunities ? Create to dos for Tuesday ? Wrap up ? Complete to do from previous day ? Determine root causes and brainstorm countermeasures ? Develop trials: –New layout –New work methods ? Conduct trials ? Monitor results ? Summarize results and concerns ? Brainstorm and implement countermeasures ? Define performance measures for area and implement ? Team leader update to plant manager –Team continues activities ? Create to dos for Wednesday ? Wrap up ? Major layout changes ? Build tables, racks, workstation configuration ? Prepare for the day ? Complete to dos from previous day ? Continue trials ? Summarize results and concerns ? Brainstorm and implement countermeasures ? Monitor results ? Quantify % performance gap obtained and annual savings ? Document standard work ? Team leader update to plant manager ? Create to dos for Thursday ? Wrap up 1:00 . 3:00 3:30 7:00 . 3:00 . 6:00 Night 7:00 . 10:00 ? Complete to dos ? Monitor results ? Prepare presentation ? Document remaining action items as 30day follow up ? Management presentation ? Qamp。 others to learn, implement, and promote improvements and process Team leader Facilitator Kaizen team members 10 KAIZEN EVENT TRAINING ? Objectives ? Background amp。 other employees want to bee a part of the efforts ? Behavioral and cultural changes are more difficult to achieve than operational changes, but they make improvement sustainable 12 PRODUCTION SYSTEM ELEMENTS TO ACHIEVE IMPACT ? Standardized operations ? Man/machine separation SAFETY (People) ? Line stop and call ? Pokayoke ? Rootcause problem solving ? Plantfloor problem solving ? TPM ? OEE QUALITY (Jidoka) ? Continuous flow ? Takt time ? Line balance ? Cell design ? Quick changeover ? Pull systems ? Level scheduling DELIVERY (JIT Manufacturing) ? 5S workplace anization ? 8 types of waste ? Visual management COST (MUDA) 13 PRODUCTION SYSTEM ELEMENTS TO ACHIEVE IMPACT (CONTINUED) Element Standardized operations Man/machine separation Line stop and call Pokayoke Rootcause problem solving TPM OEE Continuous flow Takt time Line balance Cell design Quick changeover Pull systems Level scheduling 5S 8 types of waste Visual management Focus of kaizen Consistency and repeatability Work element times Operator response time Fool proofing Structured approach Scheduled maintenance Machine downtime Product/operator movement Pace of customer demand Operator work content Work area layout Changeover times Linking demand to production Smoothing production Workplace anization Nonvalue added operations Information clarity Primary result Documented procedures Reduced operator wait time Reduced scrap Improved product quality Remendations Minimized machine failures Improved machine utilization Eliminated interruptions Justintime production Reduced lead time Optimized motions Higher machine utilization Less inventory Ontime delivery Disciplined workforce Reduced cost Performance charts, labels 14 POINTS TO REMEMBER Success enabling factors for events ? Thoughtful approach to projectarea selection (., high impact, narrow scope) ? Team selection performed well in advance and limited to a small number of crossfunctional participants (47) ? Expectations for team members clearly stated (., level) ? Choose proper KPI to analyze potential/performance during experimentation ? Teams should be made up of as many different participants as possible. Deployment of improvement spirit is as important as the individual events ? Good prior planning for team logistics (., lunches, nightshift requirements) ? Followup items need to be tracked and structured followup meetings scheduled ? Measurement systems for key performance indicators should be in place after each event Discrete changes (., mechanical fixes or settings, new equipment) are quickly pleted。 must be with the kaizen team during the entire project ? Participate in the followup process as an action taker Management ? Full support of the improvement effort ? Kick off the program with plant munication meetings. Kick off each event explaining why the effort is important and how it will impact the business ? Wrap up ea