Introduction to Kaizen, Kyosei and Obeya How to be Creative,

Introduction to Kaizen,
Kyosei and Obeya
How to be Creative,
Innovative, Fast & Flexible
Dr. John Blakemore
Principal Innovation Blakemore Consulting Intrernational
National President Manufacturing Society of Australia
Advisor to Australian Government on Innovation and Research and Development
What is Lean
Manufacturing?
1. Lean manufacturing is a Japanese Pull System which
maximises throughput and profit with minimum
inventory and waste.
2. This method is employed with great success by Toyota,
Honda, Canon, Panasonic, and all globally competitive
manufacturers.
3. This method employs, Value stream mapping,
pull systems, SPC, Six Sigma and other Deming
techniques.
4. The key words are
OBEYA.
KAIZEN & KYOSEI &
Kaizen & Kyosei
& Obeya
• Kaizen = Continuous Improvement
• Kyosei = Living and Working
Together for the common good
• Obeya = Big Room
Waste
• Expenses (P&L Bal Sheet)
• Resources ($,Plant, People,
Material etc)
• Planning System
Aims of Lean
Manufacturing
1. Develop a Pull System with Continuous Flow
2. Enhance People skill, flexibility and Teamwork
3. Achieve Shorter Lead Times
4. Have Less Inventory and Waste
5. Use capital more effectively
6. Maximize Value Added
7. Improve Quality
8. Have Less Defective Product and Process
9. Reduced Time to Market for new Products
10.Improve Information and data flow
Lessons from The Best
Companies in the World
1. John Blakemore in Sept and Oct 2006,
visited some of the best companies in the
world including, Honda, Toyota, Canon,
Mazda, Kawai, Panasonic as part of an
investigation to add to our understanding of
Lean Manufacture.
2. These lessons can be applied to all
manufacturers.
3. To the list of Lean we now need to add
Kyosei, (inc Karakuri and the German
Meister system).
Value Chain
Value Creation
Service
Value
Creation
Core
Process
Customer
Customer
Value
Strategic
Advantage
for
Winning
Buying
Decision
People
Marketing&Sales
Innovation
Finance
Operations
S
U
P
P
L
Y
The Magic of Pull
Pull Systems:
1. Reduce and cap Work In Process(WIP)
2. Make by Replacement or MTO
3. Aim at limiting cycle time variability
4. Aim at Continuous WIP (CONWIP)
5. Kanban = linked processes
6. CONWIP = pull from FG Supermarket
7. MRP = push to FG
8. CONWIP is the most Robust System
Continuous Flow
1. Once value is added to a product, the
product must continue to have value added.
2. No queuing, idle time or stopped flow
3. Remove or speed up the bottlenecks
4. Synchronise…look at a Formula 1 pitstop
Minimise Waste
Waste can be in the form of :
• Material
• Time (total, lead etc)
• Space
• Money
• Tampering ( Changing )
• Double Handling
• Breakdowns
• Band-Aid “Solutions”
• Setups, Cleanups, Idle Time,
• Inventory (RM, WIP, FG)
Japanese Inventory
Lead Time Reduction
Effectiveness
Key Performance
1. Quality, Cost, Delivery (OTD)
2. Lead Times
3. Stock Turns
4. Working Capital
5. Waste %
6. Quality Indices
7. Time to Market
8. Net Tangible Value
9. ROI, RONA,
10. EBIT, VA
Pirelli ..Output & Defectives
140
120
100
80
60
40
20
0
Defectives
Maximise Value Added
1. Keep the product moving to customer
2. Run Time/ Total Time maximised
3. Maximise use of Tools and Jigs
4. Use clear labels
5. Eliminate non value added steps
6. Push to Pull
Value Added
PROCESS PARTS (6)
1
1
2
3
4
5
6
2
-
3
4
5
6
Setup(Preparation)
Run(The Value Added Step)
Maintenance (Preventive)
Breakdown(Errors & rework)
Idle(available to run but not utilised
Cleanup
VA = 2,(3)? = Run + Preventive Maintenance
Eliminate • Breakdown • Idle • Setup? (→ SMED)
• Cleanup → Concurrent Engineering
120
Costs in the Supply
Chain Labour
A Now
B OS Labour
C QR 1
D QR 2
100
80
60
40
20
0
Sales
Gross Profit
Expenses
Net Profit Before Tax
Manufacturing or
Service?
There is no such thing
as a pure
Manufacturing Company
All companies are
Service Driven
The Solution
Lean
Customer Service Driven
•Cooperative Culture
•Strong Relationships
•Team Cross Functional Structure
•High Velocity
•Accurate Information
•Short Time Periods
•Synchronised Processes
•Pull not Push
•Dynamic not Static
Recent Achievements
1. Hazard: 800% productivity gain in 18months
2. Pirelli : Output doubled, NP from –5% sales to 15% profit
3. CSFB: $40M fr WC , OT D 32% to 95%, Loss to $40M EBITA
4. Tannery: Colour defects eliminated from 15% defective
5. Steel Fabricator: Plant redesign, Mat Handling $ halved
6. Computer Supplier: Loss $60,000 to profit $1.0M I year
7. Aluminium Fabricator: Productivity doubled in 6 months
8. Speedo: QR to retailer, inventory down, service up.
9. 14 Plastics Companies: All increased bottom line in 1 yr.
10.Geelong Cement: Productivity Gain of 25% in 6 months
11.Warkworth Mine: Productivity Gain of 16% in 6 Months
12. BHP to PVA: RM Inventory reduced from $1.5M to $60,000
What Has Been Done (Shaw
Australia)
$300M T/O
25
20
15
10
5
0
-5
July Dec2001
Jan-June2002
Jul-Dec2002
Jan-June2002
Jul-Dec2003
Fcast
Lean Production, Pirelli (Italy,
Australia) (Loss to Profit then Float)
140
120
100
80
60
40
20
0
Defectives
Removing Variation, Cr in
Effluent (Saving a Tannery)
The End