Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Kaizen ~ Continuous Process Improvement (Cpi)

22.783 Aufrufe

Veröffentlicht am

Using Kaizen to optimise process performance & sustain the incremental Improvements

Veröffentlicht in: Business, Technologie

Kaizen ~ Continuous Process Improvement (Cpi)

  1. 1. Kaizen / Continuous Process Improvement (CPI)<br />Using Kaizen to optimise process performance & sustain the incremental Improvements<br />Anand Subramaniam<br />
  2. 2. 2<br />“The difference between 'involvement' and 'commitment' is like an eggs-and-ham breakfast: the chicken was 'involved' - the pig was 'committed'.”<br />- Unknown<br />
  3. 3. Kaizen vs. CPI<br />
  4. 4. Continuous Improvement Cycle<br />4<br />Key Measures<br />Vision, Mission & Strategies<br />Management Review<br />Lower-level Objectives<br />Prioritise improvement<br />Data Analysis<br /><ul><li>Customer complaints
  5. 5. Internal audits
  6. 6. Supplier issues
  7. 7. Employee suggestions</li></li></ul><li>CPI – Tools / Concepts / Techniques<br />5<br /> Variation<br />DMAIC<br />DPMO<br />Six Sigma<br />ISO 9000<br />Lean<br />Takt<br />Andon<br /> Pull<br />Control Panels<br />QFD<br />SIPOC<br />Value Stream Map<br />FMEA<br />Value Stream<br />Forms of Muda<br />Kaizen<br />Poka Yoke<br />5 S’s<br />Cellular Manufacturing<br />TQM<br />Five Whys<br />DFSS<br />CPK<br />PDSA<br />NSPS<br />Jidoka<br />Systems <br />Thinking<br />Control Chart<br />Process<br />Capability<br />Kanban<br />Continuous Flow<br />
  8. 8. Comparison of CI Initiatives <br />The differences depend on how they drive improvement.<br />6<br />
  9. 9. CPI – Lean Six Sigma<br />7<br />Define<br />5S Event<br />Six Sigma Project<br />Kaizen Event<br />Measure<br />Workplace Organisation<br />Waste<br />Variations<br />Analyse<br />Improve<br />Rapid Implementation<br />Control<br />Problem Solving<br />
  10. 10. Continuous Improvement - Kaizen<br />8<br />DO<br />DO<br />DO<br />PLAN<br />PLAN<br />PLAN<br />CHECK<br />CHECK<br />CHECK<br />ACT<br />ACT<br />ACT<br />Performance<br />Standardise & Sustain<br />Kaizen Event<br />Standardise & Sustain<br />Kaizen Event<br />Standardise & Sustain<br />Kaizen Event<br />Kaizen Event<br />Time<br />
  11. 11. Kaizen – Reduction in Non-Value Add<br />9<br />Before Kaizen<br />The kaizen mindset focuses on small, incremental yet frequent improvements to make changes to non value added processes. <br />Value Add<br />Kaizen 1<br />Non Value Add<br />Kaizen 2<br />Kaizen 3<br />Kaizen<br />Kaizen<br />Kaizen<br />Measurable Improvements over time<br />
  12. 12. Kaizen vs. CPI<br />10<br />Process<br />Breakthrough<br />Process Performance<br />Continuous <br />Improvement<br />Time<br />
  13. 13. Kaizen vs. CPI<br />11<br />Process Improvement Project Implemented<br /><ul><li>Data driven methodology to magnify impact of process improvement
  14. 14. Apply control techniques to eliminate erosion of improvements
  15. 15. Standardiseimprovements for improved maintenance of critical process parameters</li></ul>Savings<br />Maintenance of Process Performance<br />Time<br />CPI Project<br />CPI projects emphasise control and long term maintenance<br />Savings<br />Time<br /><ul><li>Kaizen uses small teams to optimise process performance by implementing incremental change
  16. 16. Apply intellectual capital of team members intimate with process
  17. 17. Kaizen Projects emphasise Incremental Improvements</li></ul>Kaizen<br />CPI<br />Savings<br />Time<br />
  18. 18. 12<br />“When I am working on a problem I never think about beauty. I only think about how to solve the problem. But when I have finished, if the solution is not beautiful, I know it is wrong." <br />- Buckminster Fuller <br />
  19. 19. 13<br />Good Luck<br />http://www.linkedin.com/in/anandsubramaniam<br />

×