This document outlines the content of a 3-day Lean & Kaizen course. Day 1 covers topics like Lean Manufacturing principles, characteristics of Lean production including cellular layouts and Kanban systems. Day 2 focuses on standard work including takt time and pull production. Day 3 covers tools for standard work, Total Productive Maintenance (TPM), and Kaizen workshops which use small group projects to drive continuous improvement. The workshop method involves planning, implementing improvements on the production floor for a week, and follow up meetings to sustain results.

1. LEAN & KAIZEN Course Content
Day1
WORLD CLASS MANUFACTURING
The origin of Lean Manufacturing
Global Competition
Characteristics of WCM
Traditional and Lean approaches
LEAN MANUFACTURING
What is Lean Manufacturing
Value Added & Non value added
Improvement traditional vs Lean
CHARACTERISTICS OF LEAN
PRODUCTION
Cellular Factory Layout
Multi-skilled Operators
Andon Lights
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible Equipment
Water Striders
Moving Production Lines
Total Preventive Maintenance
Continuous Improvement
More……
LEAN PRODUCTION SYSTEM
Lean Production House
JIT – Continuous Flow
Takt Time
Pull Production
Jidoka

2. LEAN & KAIZEN Content
Day 2
Day3
STANDARD WORK & 3Ts
Element 1: Takt time
Element 2: Standard work sequence
Element 3: Line Balancing
Element 4: Standard work in Process
(SWIP)
3Ts – Takt Time, Cycle Time & Lead
time
PULL PRODUCTION & KANBAN
Overproduction
Continuous flow
Push vs Pull system
Kanban system
STANDARD OPERATION REVIEW
(Exercises)
STANDARD OPERATION
TOOLS
Kaizen Target and Scope
Standard work sheet
Time observation sheet
Percent loading chart
Standard combination sheet
Progress Result Report
Kaizen Newspaper
TOTAL PRODUCTIVE
MAINTENANCE (TPM)
KAIZEN WORKSHOP

3. Day1
WORLD CLASS MANUFACTURING
Class outlines:
The origin of Lean Manufacturing
Global Competition
Characteristics of WCM
Traditional and Lean approaches

4. Day1
LEAN MANUFACTURING
Class outlines:
What is Lean Manufacturing
Value Added & Non value added
Improvement traditional vs Lean

5. Day1
CHARACTERISTICS OF LEAN
PRODUCTION
Tools and practices commonly associated
Lean Production System
Cellular Factory Layout
Multi-skilled Operators
5s and Visual Control
Andon Lights
Kanban and
Supermarkets
Rapid Changeover
Total Quality
Approach
Right-sized, flexible
Equipment
Water Striders
Moving Production Lines
Total Preventive
Maintenance
Continuous Improvement
More……

6. Day1
LEAN PRODUCTION SYSTEM
Class Outlines:
Lean Production House
JIT – Continuous Flow
Takt Time
Pull Production
Jidoka

7. Day2
STANDARD OPERATION
Class Outlines:
Element 1: Takt time
Element 2: Standard work sequence
Element 3: Line Balancing
Element 4: Standard work in Process (SWIP)
3Ts – Takt Time, Cycle Time & Lead time

8. Day2
PULL SYSTEM & KANBAN
Class Outlines:
Overproduction
Continuous flow
Push vs Pull system
Kanban system

9. Day2
Standard Operations
Exercise
Example 1 of Exercise
Data
1 shift (8 hours)
2 - 15 minute breaks
1 - 15 minute crew meeting
Requirements 290 per month
20 days per month
WIP 26
Heads 5

10. Day3
STANDARD OPERATION
TOOLS
Class outlines:
Tools used in Standard Operation
Kaizen Target and Scope
Standard work sheet
Time observation sheet
Percent loading chart
Standard combination sheet
Progress Result Report
Kaizen Newspaper

11. Day3
Total Productive Maintenance
Class Outlines:

12. Day3
KAIZEN WORKSHOP
Class Outlines:
What is Kaizen?
Roles and benefit of Kaizen events
Key roles for Successful Kaizen Events
Phase 1: Planning & prepare for Kaizen Event
Phase 2: Implementation – the event itself
Phase 3: Follow up

13. What is Kaizen?
KAIZEN = CONTINOUS IMPROVEMENT
IMPROVEMENT
WITHOUT
ENDING
In Japanese
KAI
ZEN
Change Good
KAI ZEN = Change for better
The small, gradual, incremental changes applied over a
long period can be add up for a major impact on business
in the future.

14. The spirit of Kaizen
Throw all
your concrete
head
10 people’s
ideas is
better than 1
Kaizen with
LESS COST
or NO COST
Think how it
would work
NOT won’t
Improvement
has NO limits
Don’t accept
excuses
Don’t seek for
perfection
Correct the
mistake the
moment you
found
Ask WHY 5
times
Problem gives
your brain a
chance to work

15. Why Kaizen?
To continuously eliminate waste without
removing the value added activities in the
process
Waiting
Processing
Inventory
Transportation
Take all
FOUR
Movement
I
need
ONE!
MUDA
Defects
Over
Production

16. Why Kaizen?
Benefits to the Company
Eliminates hidden cost – 11 wastes
Improve value added – Quality, Cost &
Delivery
Benefits to YOU
Improved work place – eliminate
unnecessary movement & delay
Improve the best methods
YOU HELP THE COMPANY TO MEET QCD

17. Key roles for a Successful Kaizen
event
Upper Management
The initiation MUST come from Upper
Management
Build the culture of continuous
improvement
Additional training on the concept of
cell design, one piece flow, Pull
production, TPM, 5s’
Kaizen is not about eliminating people
but eliminate waste for better work
place

18. Production Manager
Work with KPO
Choose areas
Identify problems
Identify leaders
To guide and support the Kaizen team Lean principles

19. Phase 1: Planning and
preparation
STEP 1: Select area
STEP 2: Identify problems
Eliminate waste
Eliminate bottleneck
Implement 5s
Implement Cell Design, Line Balancing or Kanban
STEP 3: Select leader
STEP 4: Select Team
Train the team
STEP 5: Walk and document the process
STEP 6: Prepare the area
Advanced production
Required material, equipment & Support people

20. KICKOFF MEETING
Team leader provides welcome and quick
introduction
Sub-team leaders introduce area “as is” via
standard work charts
These slides are mandatory:
1.
2.
3.
4.
5.
Target & Scope – Problem statement, target to the
week, team member & scope
Target sheet – Narrow key target for the week
Standard work sheet – product flow ie process map
& people flow and wip
Percent Loading Chart – Takt time against cycle time
Standard work combination sheet – the major
process

21. Phase 2: Implementation
Walk and document the process – gather data
prior to the Kaizen event
Data that represent a study on:
Process flow
People Travel
Product travel
Operator cycle time
Cycle time against Takt time
Quality issues
Identifying CLOSEMIDTTS
Fill out Standard Operation Tools

22. GEMBA KAIZEN
Start day working on shop floor. Gather together for lunch
(no report) and at end of day for daily report out.
Go and have fun!!!!
Afternoon bring down key management to see progress
made in work area.

23. Kaizen REPORT OUT
DAILY REPORT OUT
Team leader prepare for end of day 10 mins report
out in afternoon
Review the progress through:
Target sheet
Used any combination of charts – Standard work
sheet, Percent Loading, Std Combination or Kaizen
Cartoon , Progress Result Report .
Standard Work Sheet
Percent Loading Chart (Bar Chart)
Process Name: Find Core Remnant
Scope Of Operation
Process Name: Mohd Noor
Model Number: 777 Cutting Core
From: Core Store
Model Name: 777
To: Core Area
Standard Work Combination Sheet
To: Core Area
Team Leader: Mohd Noor
Wait
CTT RACK
REMNANT RACK
140
TIME (Sec)
DOWNDRAFT
TABLE
B
REMNANT RACK
A
Target 100 sec
CTT RACK
CUTTING
REMNANT RACK
100
DOWNDRAFT
TABLE
3
QA TABLE
80
QA TABLE
2
40
CHAMFER SAW
20
163 ft
51 ft
0
BEFORE
KAIZEN
DAY 1
DAY 2
DAY 3
DAY
DAY 4
DAY 5
REMNANT RACK
CUTTING
SANDING CUTTING
TABLE
REMNANT RACK
REMNANT RACK
B
REMNANT RACK
60
CHAMFER SAW
C
C
PEOPLE TRAVEL
CUTTING
PRODUCT TRAVEL
8
CUTTING
CTT RACK
A)REMNANT BEHIND TORRIT BOOTH
B)REMNANT AT CORE AREA
C)REMNANT UNDER TABLE
#
Operation/Process
1 Target and scope
Hazli
2 Progress report out
Sommat
3 Kanban system
Hazli
4 Work instruction for block saw machine
Bashri
5 5S practice
Osnizal
6 Process improvement cartoon
Fauzi
7 Kaizen Newspaper
Hazli
9
CHAMFER SAW
CHAMFER SAW
10
Quality
Check
Safety
Precaution
Standard Work
in Process
# of pieces of Std.
Work-in-Process
Takt
Time
Operator
Number
19
Area: CORE AREA
Team Leader: MOHD HAZLI
Time
Step
1
Takt Time: 1200 SEC
Process:
potting area
CYCLE TIME TO FIND CORE REMNANT
Requirements: 1
Product: CORE BLOCK SAW
LAYUP ROOM
160
Manual
Automatic
Walking
Manager: Ku Mohd Soffi
Before kaizen
120
Date: 8 - 12 JUL 2002
From: Core Store
Model Name: Boeing
Area: Core Area
Date: 31/3/2003 - 4/4/2003
Scope of Operations
Model Number: 737/747/767/777
Date: 31/3/03 - 4/4/03
Manual
2
2
4
2
2
3
4
Mach
1
Walk
2
3
Ope. Time
6
7
8
9
10

24. Phase 3: Follow up
The event should
NEVER end.
Result MUST be
monitored
and improvements
continually made

25. Monthly Followup REPORT OUT
•Team reports completed implementation
actions for the week/month
• Prepare final report out with key personals.
• All team members are involved, use standard work
combination sheet to set sub-team agenda and to allocate time
to each member.