Le Kaizen: or Continuous Improvement

Machine Translated by Google
LE KAIZEN
or continuous improvement
Christophe CABERLON 1 Le KAIZEN

THE KAIZEN APPROACH General
1 – THE DEFINITION:
Process of concrete improvements carried out in a very short period of time

by a multidisciplinary team.
KAI = Studies ZEN = Improve
The change in attitude:

- I make,
- We are all responsible for the work to be
- You break done.
- He repairs,
- The team is watching the process.
- We are fighting,
- The team decreases the variation.
- You inspect and sort,
- They manage you decide - The team improves the process.

1 – THE DEFINITION: (continued)
Many possibilities exist to improve performance if:
we agree to review our ways of operating.
we agree that working together as a team is better

we get personally involved.
In summary Kaizen, what is it?
What's this ? Improvement.

Why ? Face the competition.
or ? In production, in the workshop, on the workstation.
By who ? A multidisciplinary team.
Comment ? By our own means.
When ? Immediately.

2 – THE GLOBAL APPROACH:
1- Planning
2 - The meadow - KAIZEN
3 – Improvement
4- Implementing Partners
5 – The team
6 – Cells
7- Waste hunting
8 – Added Value
9 – Poka-Yoke
10 - The post - KAIZEN

3 – TARGETS:
Process improvement: 5 major steps; 2 targets:
EFFICIENCY FOR CUSTOMERS:

Process documentation
Elimination of nonconformities
Process stabilization
COMPANY EFFICIENCY:
Process improvement
The rise to world class

4 - THE BASE:
Tell me how much does a snowflake weigh? the titmouse asks the dove.
Nothing, was the answer. Then the titmouse told a story to the dove:
I was on the branch of a fir tree when it began to snow, gently, without violence.
Since I had nothing else to do, I started counting the snowflakes that fell on the
branch where I was standing. 3,751,952 fell.
When the 3,751,953 fell on the branch, it broke. With that, the titmouse flew
away.
The dove thought for a moment and finally said to herself: “Even a snowflake 1000
times heavier could not have had the determining effect that this accumulation of very
small elements weighing almost nothing had.
Maybe to reverse a situation, we have to repeatedly do very small things.

5 – THE PRINCIPLES:
Do it right the first time.

Completely eliminate defects.
Do not seek perfection before acting.

Work together, not alone.
Constantly asking the question why.

5 – THE PRINCIPLES: (continued)
Do it right the first time.

Completely eliminate defects.
Do not seek perfection before acting.

Work together, not alone.
Constantly asking the question why.
The reaction :
It's obvious !
It's known !
It's just logic!

It is acquired!

Do it right the first time:

Abandon excuses and justifications of all kinds.
Capitalize on setbacks and setbacks.
Find out how to do it right the first time, right away.
Completely eliminate faults:
Integrate quality at all stages of the process.

Prevent errors and intervene quickly.
Fully control faults (avoid their reappearance).
Make errors immediately noticeable.
Measure the evolution of the number of defects over time.

Do not seek perfection before acting:

Analyze the situation by looking for the causes of errors.
Do not wait to be certain before trying the improvement.
Adjust your ideas and actions based on testing.
Avoiding Perfection Paralysis Syndrome
Working together, not alone: Working together

is better than a solitary genius.
Ten heads are better than one.
The key: Sharing ideas for a common team project.

6 – L'ISO 9000 :
The 5 absolutes of the continuous improvement process in business
Compliance, or meeting customer specifications
Prevention, or early detection of a proven or potential defect
Measurement, or tracking down errors and analyzing why
Responsibility, or mobilizing the intelligence of its staff
Excellence, or doing it right the first time every time
These 5 points are also the foundations of the requirements to be checked

in ISO 9000 process audits

7 – THE PARADIGMS:
World watch market
OTHER COUNTRIES
OTHER COUNTRIES
OTHER COUNTRIES
SUISSE
SUISSE
SUISSE
1968 1978 1998

First an old paradigm :
Do my job, know my job.
Control of work teams, competitions.
Responsible specialists, holders of knowledge. Presentations by specialists.
Then a new paradigm :
Contribute to the overall process.
Knowing how my work fits into the whole.
Shared Responsibility, Cooperation.
Management and participation, facilitator of learning

They establish boundaries, filter and sift ideas and our experiences.
They cause resistance to change.
They are a major brake on continuous improvement activities.
They paralyze because they bring the disease of certainty
Yet, when the paradigms change, they all start from scratch.
The past is no guarantee of the future if the rules change
It seems appropriate to include people who know nothing

of the sector to be studied

THE KAIZEN APPROACH
1 – PLANNING:
How to achieve in a very short period of time with a small team concrete improvements
that will affect:
¾ your PAST (eliminating waste),
¾ your PRESENT (by optimizing your activities),
¾ your FUTURE (by integrating this tool into your operations).
As in any good project, first the PLANNING:
1 - Obtain a mandate from senior management.
2 - Define the targeted goals (significant changes) for example:

have 30% more productivity on a production line.
eliminate all overtime if significant.
recover at least 30% of space.

THE KAIZEN APPROACH
1 – PLANNING:
3 - Determine the site and the operations to be improved, prefer a site:
which teems with activity.
with a lot of movement
where space is missing
which has little productivity.
who has a lot of extra time.

THE KAIZEN APPROACH
1 – PLANNING:
4 - Determine the support members,

external consultants for the first kaïzen,
but keep in mind to train employees internally
take charge of future Kaizen projects.
5 - Determine the members of the Kaizen team :

Completely released from their duties for two weeks.
The Kaizen team will need meeting rooms near operations,
Meals will be taken on site,
Scale plans for the study area will be required.

THE KAIZEN APPROACH
1 – PLANNING:
6 - Determine your own rules of the game (a few suggestions):
Take action immediately and then correct errors as soon as possible.
Look for solutions requiring very low investments.
Seek the consensus of several people rather than the knowledge of only one
to have ideas for unlimited improvements.
Validate the solutions provided with the employees directly concerned.

We are looking for how to do it rather than why it is impossible.
Put all hands in and accept the accelerated pace of the exercise
to complete all the steps within the prescribed time.
Briefly present results to team members daily

THE KAIZEN APPROACH
2 - LE PRE KAIZEN:
Kaizen is a process of improvement different from the processes

traditional ones that specialize in each of the improvement phases.
A non-specialized team will take care of carrying out all the stages of the
kaïzen.
The second stage, the pre-kaizen is the stage of analysis of the current
situation.
In Kaizen, the analysis of the current situation is done by digging so as to

transform opinions and collected data into facts.

THE KAIZEN APPROACH
2 - BEFORE KAIZEN:
In a kaizen lasting 10 days, 2 days must be

devoted to raising the awareness of team members either to:
1 - explanation to members of the Kaizen principles:

theory (world class, added value, waste)
the review of the cases experienced
the main tools that can be used.
2 - summary review of the process to be studied:

Draw a diagram of the main stages of the process studied.
3 - The site visit, diagram in hand with "Post-it notes"

of two colors for the collection of problems and solutions.

THE KAIZEN APPROACH
2 - BEFORE KAIZEN:
The rest of the pre-kaizen (3 days) should be devoted to the study of

current situation, that is:
4 - to detail the stages of the process,
5 - to define the categories,

it involves grouping products or processes into families.
6 - to determine for each step its content in VA or Non VA.

travel (NVA),
expectations (NVA),
warehousing (NVA),
inspection (NVA),
operations (VA)…etc.

THE KAIZEN APPROACH
2 - BEFORE KAIZEN:
7 - to draw the flow of products for each of the categories.

On a scale plan (of the room and the equipment) and draw the flow
Indicate the entry and exit of manufactured products.
8 - to be calculated for each step:
The distances traveled,
The times required,
Production capacities,
The number of pieces that can be produced in a shift.
9 - to be calculated for each of the categories:
the cycle time, the
VA / NVA ratio.

THE KAIZEN APPROACH
2 - BEFORE KAIZEN:
The first five days are devoted to getting to know the situation well
as a whole without thinking of immediate solutions.
Initially, get opinions,

Quickly, you have to establish the
facts in order to set targets for improvement.
It is essential at this stage to collect verifiable written data.
In conclusion, pre-kaizen requires DIG, DIG,

and DIG again to get to know the situation
before thinking about improving it

THE KAIZEN APPROACH
3 – IMPROVEMENT
Improvement targets should be self-evident:
precise and aggressive (improvements of around 50%).
Start by researching and implementing improvements,
directly from the current situation documented previously.
Not being shy. Aim hard and high. Success must be worth it.
Aim for a 50% reduction in surfaces
Aim for a 50% reduction in distances traveled

(on the move and in transport)

THE KAIZEN APPROACH
IMPROVEMENT
1 - Bring the tools together, create cells.
2 - Match the steps together.

aim for a continuous and as unified flow as possible between
the stages.
3 - Eliminate accumulations of products during manufacture.
4 - Reduce inventories of all kinds on the floor.
5 - Write on a bulletin board

The problems,
solutions with employees.

THE KAIZEN APPROACH
IMPROVEMENT
6 - Make simulations of the best improvement ideas.
7 - Do small tests in production
with boxes of real dimensions,
with unused equipment,

with empty containers, etc.
Thereafter, it is necessary to keep at least one day to study the new situation.
For this, it will be necessary to review everything that was measured during the pre-kaizen:

THE KAIZEN APPROACH
IMPROVEMENT
Present results to senior management

(with the full team).
8 - Fill in the table of objectives with the % improvement.

9 - Prepare an estimate of the necessary investments.
10 - Have a table of micro improvements and other observations that

deserve to be highlighted.
The results are often surprising.
The teams aim for the imposed target and stop when they have reached it.
Be careful to fix the objectives so that they don't stop too quickly

THE KAIZEN APPROACH
4 - IMPLEMENTING PARTNERS:
Accelerated continuous improvement in the form of kaizen uses a

rather particular team.
Implementing partner groups:

all on the same level,
each perform part of the targeted work for a short period of time.
These people will first:

clear up ways of doing things,
analyze, test, modify and implement ideas for improvement.
The team will carry out all the work from A to Z by itself.

THE KAIZEN APPROACH
1 trainer (facilitator, coordinator) who: briefly

teaches Kaizen theory
reveals the work plan (opens the toolbox)
ensures that all steps are completed
2 guests (external to the company) who:

brings their expertise, their questions
are listened to and treated equally with other members
3 plant employees who:

have a good idea of the process covered
are positive and receptive to change.

THE KAIZEN APPROACH
1 plant manager (foreman, supervisor, etc.) who: has the authority to plan
tests
1 senior company executive who:

looking for return on investment
3 employees from the company's service departments:

internal or external to the factory
accounting, sales, marketing, IT, quality control, human resources personnel.

. .

THE KAIZEN APPROACH
A team of implementing partners puts the power of a genius in

your hands. If your chance of finding a genius in the population is
estimated at around 1 in 100,000, you have a very interesting
alternative.
Charles GOSHN

THE KAIZEN APPROACH
5 - THE TEAM:
Setting common goals for the whole team
Team specific action plans
An efficient and communicative management stratum
Clearly identified responsibilities

THE KAIZEN APPROACH
6 – THE CELLS:
To create cells in production you must:

link together in sequence production activities and ensure that the
end of sequence is near start of line.
bring back the start and end of a horizontal (or straight) production line
very close to each other so as to form a "U".
The cells directly attack, by redesigning workstations,

several sources of non-value added (NVA).
arrange the working environment in such a way
optimize the activities to be performed
thus guaranteeing the efficiency of the work carried out.

THE KAIZEN APPROACH
7 – WASTE:
The crucial concept in kaïzen is the non-added value
It does not work proportion of VA operations
profits
Investigate and eliminate or reduce sources of waste
Inventories are large sums that lie dormant everywhere in factories, not just in our
warehouses.

THE KAIZEN APPROACH
7 – WASTE:
Lots of inventory means lots of things:

- a lot of inventory, big lack of space
- lots of inventory, lots of handling
- a lot of handling, a lot of damaged material
- a lot of inventory, it's long to list
- a lot of inventory, a lot of obsolete equipment when a new model
is released.
But why if all this is true do companies continue to have large

inventories?

THE KAIZEN APPROACH
7 – WASTE:
In unitary flow, each step of the process must be improved by looking

necessarily the whole process.
In this way waste is tracked and reduced to its lowest level.
By analyzing the process and operations:
Production lines PROCESS
There are 7 types of waste. OPERATIONS

THE KAIZEN APPROACH
7 – THE 7 TYPES OF WASTE:
1 – Waste from overproduction

2 – Waste from waiting times
3 – Waste from transport
4 – Waste due to unnecessary inventory
5 – Waste in manufacturing processes
6 – Waste due to unnecessary movements
7 – Waste due to defective parts

THE KAIZEN APPROACH
7 - 1 - WASTE THROUGH OVERPRODUCTION:
Maximizing Sales: Meeting End Customer Expectations

Let the market drive sales KANBAN
Eliminate overproduction:
Pay close attention to planning
Agree not to seek full employment of resources
Maintain room for improvement

It is easy to improve productivity by increasing the quantities
It is difficult to do this in the context of reduced sales

THE KAIZEN APPROACH
7 - 2 - WASTE BY WAITING TIMES:
1 - An idle resource is not necessarily a waste
Full employment Activation
2 - Intolerable expectations:
Equipment failures Series Changes
TPM BLACKSMITH

THE KAIZEN APPROACH
7 - 3 - TRANSPORT WASTE:
JOB SHOP FLOW SHOP
Versatile positions Specialized positions
Specialized workshops bringing together

Line where you have all the
resources of the same type
necessary resources to
the completion of
operations.
Obj : Flux sans turbulence

THE KAIZEN APPROACH
7 - 4 - WASTE BY UNNECESSARY STOCKS:
STOCKS :
Finished products awaiting sale
In progress in front of the machines
Raw material waiting to be used
In progress in transport
Areas for improvement:

reduction in the size of manufacturing and transfer batches
Limited space available + Flow shop

Above all, no storage automation
Objective: Elimination of waste due to unnecessary inventory

THE KAIZEN APPROACH
7 - 5 - WASTE IN THE MANUFACTURING PROCESS:
It is hard to believe that in a manufacturing process, there

can be superfluous operations.
Routine + tradition
Operations remaining in range despite technical developments.
Service methods Process analysis

Development Department Product analysis
A common tool: VALUE ANALYSIS

THE KAIZEN APPROACH
7 - 6 - WASTE BY UNNECESSARY MOVEMENTS:
Unnecessary moves:
Obvious movements that are easy to eliminate.
Bad attitudes developed spontaneously.
Complex gestures performed with dexterity.

Attitudes ceasing when an observer arrives.
Tracks :
Workstation ergonomics.
Arrangement of workshops.
Supplies
etc.

THE KAIZEN APPROACH
7 - 7 - WASTE DUE TO DEFECTIVE PARTS:
Quality management
Awareness of non-quality costs
Full cost: - Cost of the defective part

- Reprocessing or replacement
- Delays, Missing
CAPACITY = WORK + WASTE

THE KAIZEN APPROACH
8 – ADDED VALUE:
Added value (VA) is a crucial concept for business performance.
A value-added operation transforms or modifies a product into what is sold to the

consumer.
Our actions have every interest in reducing or even eliminating non-value added
(NVA). nearly 95% of operations are non-value-added operations.
Please note, however, that these are not completely useless operations.
Reminder :
There is no revenue on one side and expenses on the other.
But on the one hand the receipts and on the other
and useful expenses unnecessary expenses

THE KAIZEN APPROACH
9 - LES POKA YOKE :
Synonyms of: “anti error; guard rail; foolproof.
Goal: Eliminate quality inspections, useful only to detect

production defects.
Use : Repetitive tasks and actions

Often clever DIYs that allow you to:
- detect
- report,
- to prevent,
- prevent,
- avoid mistakes.
- control repetitive operation

THE KAIZEN APPROACH
9 - LES POKA YOKE :
Some examples :
The different diameters of wire tips for electro-mechanical assemblies.
Screw heads adapted to certain specific tools.

Drawer locking systems on roller cabinets.
Indexing on a machining fixture for almost systematic parts
The checklists of operations to be carried out.

A pressure-controlled air jet to sort components that are not heavy enough.
Vibrating pots to guarantee the orientation of the components of an assembly.

THE KAIZEN APPROACH
10 - POST KAIZEN:
Post-Kaizen is the immediate continuation of Kaizen activities by a

small, reduced team internal to the site studied.
People directly concerned such as:

the production manager,
a line coordinator or employee,
a maintenance person,
the site supervisor.
The person in charge will have a good knowledge of the studied process.
It will inherit all the improvement projects identified during the kaïzen.

THE KAIZEN APPROACH
10 - POST KAIZEN:
His first task will be to review each of the projects to

ensure that all of the following have been clearly defined:
the subject of the project
the problem identified

the proposed improvement
the desired result
the main resource
the completion time (which must be less than three months).
The post-kaizen team must then present the results of the kaizen and the chosen
improvement projects to all team employees.

THE KAIZEN APPROACH
10 - POST KAIZEN:
The team must also make a commitment to keep staff regularly informed of the progress of
the work.
To do this, a thermometer-type poster, whose scale indicates the number of projects to be

completed with a red line showing the progress as a project is completed, would do very well. The
goal of post-kaizen is to optimize your current activities by quickly implementing the improvements
identified during the project.
You won't be able to resist further eliminating the waste and accumulated superfluity thanks to this
new way of thinking that kaizen brings.
You will find better solutions than those proposed and then you will have understood the strength of
this extraordinary tool that is kaïzen.
If you are wondering how to do better here is a track that the champions have discovered.
By maintaining a small permanent team on site you will be able to like them, in the same way
Kaizen, going further, continuing to optimize your operations, perfecting your activities and above all
inventing new ways of doing things, thanks to the gray matter of users.

THE KAIZEN APPROACH monitoring
11 – THE DISPLAY BOARD:
A tool not specific to Kaizen.
Highly appreciated by Kaïzen project coordinators (facilitators).
The display board :

identifies a situation to improve,
reflects the desired change.
is posted in a conspicuous place in an accessible place at work,
uses maps to circulate fact-based information.
facilitates communication between all staff and members of the improvement
team,
takes the improvement process from the abstract to the concrete.

11 – THE DISPLAY BOARD:
FACT CARDS, yellow describing PROBLEMS as follows :

Briefly explain the problem
Briefly state the causes
Date and sign
SOLUTION CARDS, gray describing IMPROVEMENTS as follows :

recommendations
improvement ideas
suggestions for
corrective action
Date and sign

11 – THE DISPLAY BOARD: problem identification
Steps :
1. Group the fact cards (yellow) that describe in various ways a

same problem.
2. Clearly rephrase the fact cards (yellow), problems grouped together.
3. Group the solution cards (grey) describing various ways

the same idea.
4. Clearly rephrase the solution cards (grey) describing

different ways the same idea.

11 – THE DISPLAY BOARD: Steering
Steps :
1. Match fact and solution cards that address the same problem.
2. Determine from the cards of facts and solutions of a problem ideas for
improvement (Brainstorming).
3. Define for ideas "Testing" (immediately) the "Who?",

"What?" and the "When?".
4. Follow up on the actions carried out, indicate: conclusive results (C),

inconclusive results (PC) and non-viable ideas (N).
5. Put on the board the ideas to be evaluated later (medium and long term)
that will be dealt with after taking action on the "Tested" ideas

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Machine Translated by Google

Christophe CABERLON 1 Le KAIZEN

THE KAIZEN APPROACH General

Process of concrete improvements carried out in a very short period of time

The change in attitude:

Christophe CABERLON 2 Le KAIZEN

THE KAIZEN APPROACH General

1 – THE DEFINITION: (continued)

Many possibilities exist to improve performance if:

we agree to review our ways of operating.

we agree that working together as a team is better

In summary Kaizen, what is it?

What's this ? Improvement.

Christophe CABERLON 3 Le KAIZEN

THE KAIZEN APPROACH General

2 – THE GLOBAL APPROACH:

10 - The post - KAIZEN

Christophe CABERLON 4 Le KAIZEN

THE KAIZEN APPROACH General

Process improvement: 5 major steps; 2 targets:

EFFICIENCY FOR CUSTOMERS:

Christophe CABERLON 5 Le KAIZEN

THE KAIZEN APPROACH General

Maybe to reverse a situation, we have to repeatedly do very small things.

Christophe CABERLON 6 Le KAIZEN

THE KAIZEN APPROACH General

Do it right the first time.

Do not seek perfection before acting.

Christophe CABERLON 7 Le KAIZEN

THE KAIZEN APPROACH General

5 – THE PRINCIPLES: (continued)

Do it right the first time.

Do not seek perfection before acting.

It's just logic!

Christophe CABERLON 8 Le KAIZEN

THE KAIZEN APPROACH General

5 – THE PRINCIPLES: (continued)

Do it right the first time:

Completely eliminate faults:

Integrate quality at all stages of the process.

Christophe CABERLON 9 Le KAIZEN

THE KAIZEN APPROACH General

5 – THE PRINCIPLES: (continued)

Do not seek perfection before acting:

Working together, not alone: Working together

Christophe CABERLON 10 Le KAIZEN

THE KAIZEN APPROACH General

The 5 absolutes of the continuous improvement process in business

Compliance, or meeting customer specifications

Prevention, or early detection of a proven or potential defect

Measurement, or tracking down errors and analyzing why

Responsibility, or mobilizing the intelligence of its staff

Excellence, or doing it right the first time every time

These 5 points are also the foundations of the requirements to be checked

Christophe CABERLON 11 Le KAIZEN

World watch market

Christophe CABERLON 12 Le KAIZEN

THE KAIZEN APPROACH General