KMS Kaizen Management System

KMS Presentation

www.kaizen.com

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KAIZEN Institute Worldwide

Texas

United States

United Kingdom Germany France Spain Portugal Switzerland

Poland

Slovakia Russia Czech Hungary Romania

Dehli

Austria Italy Egypt

Japan China

Mexico

Bahrain Saudi Arabia Ghana Brazil

UAE
Mumbai

India Philippines

Kenya

Chennai

Indonesia

Thailand Malaysia

Mauritius Australia

MASAAKI IMAI Founder and President

Local KAIZEN Offices Countries where we operate Global Office

New Zealand

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KAIZEN (Original Definition)

KAI

Change

ZEN

for the better

K A I Z E N = Continuous Improvement

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The market determines the price

before:

Manufacturing costs Sales price

Profit

today:

Manufacturing costs Market price

Profit

The market determines the price!

Manufacturing costs

Profit Cost saving

Sales price

Profits can be maintained only through the management of cost!

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The Gemba Principles

Go to Gemba

When an abnormality occurs

Check Gembutsu

Machine, Material, Failures, Rejects etc.

Search for

Muda (waste), Mura (inconsistency), Muri (physical strain)

Make KAIZEN

Remove root causes

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What is a KMS Model KMS Temple

S u p p l i e r s

QCD

Process Flow

Zero Errors Lean Support Systems

Process Effectiveness

QCD

Change Management
Build up a solid basis with:
Eliminate: MUDA-Losses

Values Based on Kaizen Principles

Eliminate: MUDA-Waste

Fundamental Values
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Technical and Organizational Action Pillars

Flow Management

Asset Management

Quality Management

Service Management

Mission and Targets

People Involvement

C u s t o m e r s

The worldwide Kaizen Management System for sustainable profit and growth

S u p p l i e r s

People Involvement Process Flow Process Effectiveness

QCD

Zero Errors Lean Support Systems

QCD

C u s t o m e r s

TFM
Total Flow Management

TPM
Total Productive Maintenance

TQM
Total Quality Management

TSM
Total Service Management

TCM Total Change Management

Build up a solid basis with:
Eliminate: MUDA-Losses
KAIZEN Foundations

Eliminate: MUDA-Waste

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Examples of KMS Models

TOYOTA

The Stanley Production System

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KAIZEN Foundations Model

S u p p l i e r s

People Involvement Process Flow Process Effectiveness

QCD

Zero defects Lean Support Systems

QCD

C u s t o m e r s

Total Systems:
Value Stream Thinking; People Development; Kaizen Management.

Quality First:
Market In; Next Op. is Customer; Upstream Management;

Process Focus:
Process and Results; Gemba Gembutsu; 7 Mudas.

Universal Tools:
SDCA / PDCA; 5S Habits; Visual Management.

KAIZEN Foundations Fundamental Values and Paradigms

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Foundations - Resistance to Change and Paradigms

S u p p l i e r s

People Involvement Process Flow Process Effectiveness

QCD

Zero defects Lean Support Systems

QCD

C u s t o m e r s

People will naturally resist to change; The power of paradigms; The process of paradigms change.
Paradigms

KAIZEN Foundations Fundamental Values and Paradigms

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Foundations - Resistance to Change

Weve always worked that way At first, we cared, but Its not my responsibility No-one told me I dont have the time Anyway, it wouldnt change anything Another gizmo which wont last There are more important problems Its not possible here We already have enough work Whats in it for me?

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Foundations - Paradigms What do you See?

What do you see? A young lady or an old woman? It will depend on your own Paradigms! The reality is that both are present. It is important to Value different points of view!
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Foundations - The Process of Cultural Change

Process of Personal Change

Process of Business Change

(needs to be managed by change agents)

Values, Paradigms, Way of Being New Ideas, Acceptance

Values, Paradigms,

New Paradigm Pioneers

Culture

New Ideas, Acceptance

New Paradigm Sponsors

Beliefs, Habits

Trial of New Behaviour

Systems, Standards

Pilot Processes

New Paradigm Sponsors

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Foundations - The Process of Cultural Change

The Company Culture Changes

People Start Changing their Behaviour through belief in new systems and habit of new standards When Gemba Kaizen Activities Improve Work Areas and Processes (visible Improvement) Gemba Kaizen: Projects, Workshops and Team Activities. Changing working conditions leads to employee behaviour change are introduced motivation increases and employees enjoy the practical learning

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Foundations - Total Systems - Overview

S u p p l i e r s People Involvement Process Flow Process Effectiveness C u s t o m e r s

QCD

Zero defects Lean Support Systems

QCD

Total Systems:
Value Stream Thinking; People Development; Kaizen Management.

Functional Organization vs. Value Stream Thinking; Blaming/Judging vs. Non Blaming/Non Judging; Training is Enough vs. Kaizen Management System.

KAIZEN Foundations Fundamental Values and Paradigms

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Foundations - Quality First - Overview

S u p p l i e r s People Involvement Process Flow Process Effectiveness C u s t o m e r s

QCD

Zero defects Lean Support Systems

QCD

Quality First:
Market In; Next Op. is Customer; Upstream Management;

Product Out vs. Market In; Final Customer vs. Next Operation is Customer; Inspection Management vs. Upstream Management.

KAIZEN Foundations Fundamental Values and Paradigms

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Foundations - Process Focus

S u p p l i e r s

People Involvement Process Flow Process Effectiveness

QCD

Zero defects Lean Support Systems

QCD

C u s t o m e r s

Process Focus:
Process and Results; Gemba / Gembutsu; 7 Mudas.

Results Focus vs. Process and Results; Theory / Opinion vs. Gemba / Gembutsu; Point Improvement vs. Flow Improvement.

KAIZEN Foundations Fundamental Values and Paradigms

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Foundations - Universal Tools

S u p p l i e r s C u s t o m e r s

People Involvement Process Flow Process Effectiveness

QCD

Zero defects Lean Support Systems

QCD

Universal Tools:
SDCA / PDCA; 5S Habits; Visual Management.

No Standards Kaizen vs. Standards Based Kaizen; No Kaizen Habits vs. Kaizen 5S Habits; Hidden Information vs. Visual Management.
5S

KAIZEN Foundations Fundamental Values and Paradigms

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TCM - Total Change Management Model

III. Establish Direction & Control
1. Establish a KMS Audit 2. Policy Deployment 3. A3 Performance Control 4. Advanced HR Practices

II. Develop Change Capability

1. Develop a KMS Structure 2. KMS College (training) 3. Kanri Kaizen 4. Personal Kaizen

I. Design an Effective KMS

1. Design a KMS Model 2. Gemba Kaizen Workshops 3. Value Stream Projects 4. Autonomous Team Activities

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TCM - I. Design an Effective KMS - Overview

Targets:
Clarify the Values, the Mission and the Goals of the KMS; Build the KMS Temple, a visual management logo full of purpose and meaning; Define a clear Action Strategy (master and detailed plans); Choose and apply the most effective and proven Kaizen tools; Find a practical way to involve all employees in Gemba activities (top, middle and bottom).

I. Design an Effective KMS

1. Design a KMS Model 2. Gemba Kaizen Workshops 3. Value Stream Projects 4. Autonomous Team Activities

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TCM - II.0. Develop Change Capability - Overview

Targets:
Develop, define and start the Kaizen Promotion Office Structure; Define and start the KMS Training Plan; Develop Supervisors Kaizen capability and habits; Develop key people in terms of Individual Leadership Capability.

II. Develop Change Capability

1. Develop a KMS Structure 2. KMS College (training) 3. Kanri Kaizen 4. Personal Kaizen

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TCM - III.0. Establish Direction and Control - Overview

Targets:
Define and implement a System Audit tool; Deploy the KMS across all company levels and functions; Check results and make corrections; Improve the Recruit, Train, Evaluate and Compensate HR practices.

III. Establish Direction & Control

1. Establish a KMS Audit 2. Policy Deployment 3. A3 Performance Control 4. Advanced HR Practices

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TFM Total Flow Management Model

II. Production Flow III. Internal Logistics Flow IV. External Logistics Flow

5. Low Cost Automation 4. Smed 3. Standard Work 2. Border of Line 1. Layout and Line Design

5. Pull Planning

5. Total Pull Planning 4. Outbound and Delivering 3. Inbound and Sourcing 2. Milkrun 1. Warehouse Design
St ra teg y

4. Leveling 3. Synchronization (KB/JJ) 2. Mizusumashi

1. Supermarkets

I. Basic Stability

V. Value Stream Design (VSD)

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TPM Total Productive Maintenance Model

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TQM Total Quality Management Model

LEVEL 0

LEVEL 1 Defects do not leave the Company

LEVEL 2 Decrease defects

LEVEL 3 Defects do not leave the Process

LEVEL 4 Zero Defects

SITUATION

Defects leave the Company

Operations Errors

Operations Errors
Defects

Operations
Improvement Processes

Operations
Improvement Processes

Operations
Improvement

COMPANY

Errors
Defects

Errors
Defects

Errors

Defects Inspection STDs Defects Inspection STDs

Inspection STDs

Inspection STDs

Non defective Products

Non defective Products

Non defective Products

Non defective Products

FOCUS

Many Defects Many Complaints Rework Replacement

Eliminate Complaints Inspection Strengthen Inspection Standards and SDCA

Don't Make Defects Improvement Strengthen Improvement Structured Problem Solving

Don't Pass Defects to the Next Process Strengthen Autonomous Control Auto Quality Matrix I

Prevent Errors From Becoming Defects Strengthen Autonomation (Jidoka) Auto Quality Matrix II

ACTION TOOLS

S.P.C

Quality Maintenance

Q. F. D.

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TSM Total Service Management Model 6 Levels of Effective Service Management

L6
Control process to become

Best In Class

Create waste free procedures Become a showcase

Achievement of QCDMS targets

L5
Empower people for

Flexible Working in Teams Optimization as a Team

Analyze task Apply mobility concept Create flexible layouts

Greater flexibility Less space

L4
Lock in gains by Processmapping VSM

Implement Visual Management Create team boards Practice PD

Visual management Policy deployment

L3
Save through

Process Improvement

Map material and information flow Do PDCA Discover potential

Reduced lead time Paperless office

L2
Improve through

Co-operation

Standardize: Procedures and forms Office materials Communications

No errors or omissions

L1
Create a good foundation through

MUDA 5S

Self Organization

Eliminate muda Do 5S Set goals Develop roadmap

Awareness of waste

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