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kaizen manual pdfDiscover everything Scribd has to offer, including books and audiobooks from major publishers. Start Free Trial Cancel anytime. Report this Document Download now Save Save Mika, Geoffrey-Kaizen Event Implementation Manual-. For Later 100 (3) 100 found this document useful (3 votes) 2K views 236 pages Mika, Geoffrey-Kaizen Event Implementation Manual-Society of Manufacturing Engineers (SME) (2006).pdf Uploaded by Alexandra Ps Description: Full description Save Save Mika, Geoffrey-Kaizen Event Implementation Manual-. For Later 100 100 found this document useful, Mark this document as useful 0 0 found this document not useful, Mark this document as not useful Embed Share Print Download now Jump to Page You are on page 1 of 236 Search inside document Browse Books Site Directory Site Language: English Change Language English Change Language Quick navigation Home Books Audiobooks Documents, active. Create Uniform Visual Signals Throughout the Worksite Visualize remaining amount Ra w m being tr aterials ansport ed BUZZER Energy, Energy C onservation and Environment P40 Make The Water Level Visible an Reduce Checking Time Maintaining Hygiene at Food Processing Site Before With older equipment, it is difficult to build an integrated operation management and monitoring system. ? It ? would require remodeling the equipment so that it is compatible with the monitoring system, which is both costly and time-consuming. Automobile Manufacturing Easily Compile Operation Status of Old Equipment Reduce Labor Unit 1 stopped (equipment failure) Production information File(F) Edit(E) View(V) Favorites(A) Tools(T) Help(H) Production Information Management System Operation information Actual information Process management Equipment monitoring Alarm histroty Production Process Processing Painting Process PackagingProcess Packing Process Production Process Unit 1.http://advanced-digitalphotography.com/admin/uploads/88780-craftsman-manual.xml
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Overnight, machines can stall which will not be reflected in the reports and then takes significant time to identify the lot of defective products, resulting in revenue loss.Visualize the oil level with LA6 Signal Tower. Oil Level Meter Food and Pharmaceutical Checking the oil level requires physically opening and checking the underground tank, wihch takes effort and time. ? Meter display of the level of the cutting oil. As the oil level is visible from a distance by the number of segments, you can manage multiple units at once Improvement Using LA6 Signal Tower SOLUTION. Use the LA6 Smart Mode (Pulse Trigger. Example: CH1 - Machine 1, CH2 - Machine 2 and so on.Gantt Chart System Robot 3 is still stalled I have to go right away. Also, operation analysis of robotics using accumulated data Before In automated robotic processes, robots will stall without anyone noticing for an extended period. The goal is to eliminate manual checks to determine which robots have stalled in the process.Prices are indicative only and may vary by country, with changes to the cost of raw materials and exchange rates. To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to upgrade your browser. You can download the paper by clicking the button above. Related Papers KAIZEN AND ORGANIZATIONAL CULTURE IN MANUFACTURING FIRMS IN KENYA By Nho Van Analysis of Kaizen Implementation in Northern Ethiopia' s Manufacturing Industries By rahul j Kaizen in Japan: an empirical study By Adam Brunet and Steve New Critical success factors for the sustainability of Kaizen event human resource outcomes: An empirical study By Eileen Van Aken, Jennifer Farris, and Toni Doolen READ PAPER Download pdf. After all, an effective kaizen is one of the most powerful continuous improvement tools in your Lean kit. I’ve compiled a list of 9 tips to make your kaizen process more effective. Just leave a comment and share your wisdom with the rest of my readers.http://grafigroup.com/userfiles/88776-mower-manual.xml The number one cause of waste in a kaizen is that the team rarely arrives on time. Use an incentive to get people back when they are supposed to. Whatever is left over is how early the team can leave at the end of the day. I’ve also passed out lunch coupons right at the start of the meeting-anyone who was late didn’t get one. You’ll save a lot of time by not needing to run out of the room to get printouts. (Thanks to Karen Martin for this tip.) In my last newsletter, I talked about modeling your ideas. You should also consider using full-sized simulations. What looks good on paper doesn’t always work in real life. Find a big open area-an auditorium, empty work area, or even a parking lot, and tape off the layout of your new floor plan. Push material carts through and stand like you are working to see if there really is enough space. Facts and data will substantially improve your kaizen process, not only now but in the future. In new Lean implementations, or ones with considerable resistance, every mistake acts as an indictment of Lean. Minimize the ammunition for the naysayers. Not every tool works in every area, and some processes just aren’t ready for the advanced tools. Chaku-chaku lines, for example, are great, but won’t work without jidoka and Standard Work already firmly in place. There are many ways to train. Seminars and long-duration training are great tools when people are thirsty for knowledge about Lean, but for most people, they just need the information to help them with the task at hand. Package your training to provide that training right when it is needed. I’ve noticed over the years that people seem to stay sharper when they eat healthier, so provide nutritious options in addition to the standard box of donuts.It sounds simple, but you’d be surprised how often people show up for kaizen events with nothing to write with. Have paper and pens available.http://perfectlife.by/blogs/flotaganiss/bosch-wfb-2005-user-manual Teams also waste a lot of time tracking down Velcro, scissors, laminating material, clay, label makers, and the like. Have a kit set up for your kaizen teams to use, and have them refill it after each event (with kanban cards, of course!). And certainly don’t just assume a team member received your charter via email. Have them fill out specific information to show they have read the instructions. Make them fill out the time and location of the event, any safety equipment they may need, what they should wear (office workers often aren’t dressed appropriately for production areas), and what the purpose of the event is. Basically, have each team member give you a quick briefback. And please, leave a comment and let me know your suggestions on how to make kaizen events more effective. Acknowledging that your customers are not prepared to accept an attitude of “that’s good enough,” how does your organisation’s quality standards rate as against its competitors. I need to be better about planning on this and be proactively prepared to refuel them! They are all used to working hard and working long hours, so a kaizen week doesn’t seem like much of a stretch. It works different brain muscles, though, so it wears them out. Thanks for the comment. Jeff I really like your time bank idea. I’m going to use that one. And, they didn’t really fit with our wellness program, so we dropped the doughnuts and included healthier alternatives. All that starch makes the team sleepy and lazy. I don’t know if you’ve read Steve Hoeft’s new book, “Stories From My Sensei,” but he tells of one of his senseis telling him, “In kaizen events Americans always get glue in seat and eat the doughnut. Always eat the doughnut. Need bias for action!” I don’t know if you’ve met Steve. I met him last summer at the U. of Michigan Lean Healthcare Certification course. He instructed about 2 of the days. His stories weaved throughout the Toyota House Model are as entertaining as they are educational.https://www.cbiinc.org/images/caltrans-traffic-manual-chapter-6.pdf In all weeks I worked with Japanese consultants over the years, I don’t think I ever saw one eat a donut. No-I haven’t met Steve. I’ll have to look into his book and get it loaded up on my Lean store. Thanks for the comment. Jeff After a brief presentation of the participants I used to ask how many year have they been working in the company. After that I sum all the year and it is impressive in a group of 8 people they arrive at almos 100 years. So my question, with all this years of experience you don not think that it is possible make any change. And as always do not forget have some fun. To do this have some short funny cartoon to start and after every break without loose the real focus and truck. Thanks, Jeff. A-1 Appendix 2: Implementation Status of 5S Activities at each Facility (The result of scoring by the monitoring check sheet). A-4 Appendix 3: Candidates of National Trainers. A-6 Appendix 4: Report on Trainings. Other facilities are implementing only 5S activities.In regards to safety and the quality of health services, the Quality Assurance Technical Working Group (QATWG) is a main advocate for the integration of several Quality Assurance Programs (QAP) and the establishment of a Quality Management Unit (QMU) has been discussed in order to coordinate all QAPs across the country s health sector. Given these circumstances, the Japan International Cooperation Agency (JICA) has embarked on Total Quality Management (TQM) for Better Hospital Services, which is a sub-programme of the Asia-Africa Knowledge Co-creation Programme (AAKCP) aiming to improve health services by implementing a Japanese-style quality management method called 5S-KAIZEN-TQM in Malawi began participating in this programme in 2007, with Dowa District Hospital and Mzimba District Hospital serving as pilot facilities for 5S activities.https://www.helpfulhunks.com.au/wp-content/plugins/formcraft/file-upload/server/content/files/1629fdab313b04---cub-cadet-enforcer-48-manual.pdf With the support of the former project 5S-KAIZEN-TQM for hospital management, implemented between 2012 and 2014, the 5S-KAIZEN-TQM approach has been disseminated and the implementation of its activities strengthened. Since the project began, 8 facilities in the northern region, 4 facilities in the central region, and 7 facilities in the northern region have been involved in implementing 5S activities and programmes. Furthermore, the 5S approach has been agreed upon as the platform for all QAPs in Malawi by the QATWG, and the Operational Framework for 5S-KAIZEN-TQM Approach Under Quality Assurance Policy in Malawi was subsequently issued by the Ministry of Health (MoH) in January In the same month, the MoH also issued both the 5S Basic Manual and the Facilitator s Manual. However, challenges still remain for the Ministry with respect to independently and sustainably disseminating and upgrading 5S-KAIZEN activities, including the establishment of the QMU and ensuring the activities budget. The implementation structure is depicted in Figure 1.2. The details of each activity are described in the following chapter. Figure 1.2: Implementation Structure S-KAIZEN-TQM Approach 5S-KAIZEN-TQM Approach is a stepwise approach for improving hospital management comprised with 5S which is improvement of work environment, KAIZEN which is a participatory problems solving in the service front, and TQM which is an approach to make maximal use of the capacity of the entire organization. This approach was developed under Total Quality Management (TQM) for Better Hospital Services which is the sub-program of an Asia-Africa Knowledge Co-creation Program (AAKCP) commenced by JICA based on the experience of Sri Lanka where introduced 5S S 5S is work environment improvement by the following activities. Sort (S1): to categorize necesarry and unnecessary items and eliminate unnecessary items. Set (S2): to align the necessary items in order to work easily.http://www.AUTODESGUACECOIN.COM/ckfinder/userfiles/files/c8180-manual.pdf Shine (S3): to keep things clean without trash or dust. 3 10 Standardize (S4): to standardize and maintain S1 to S3 so that all departments can implement 5S. Sustain (S5): to voluntarily continue S1 to S4. 5S is implemented by Work Improvement Team (WIT) which is formulated at department level under support of Quality Improvement Support team (QIST). This is all staff participatory activities KAIZEN Origin of the term, KAIZEN is a Japanese word implying Change for the better or Improvement. KAIZEN means Continuous Quality Improvement in English. KAIZEN is a team-based activity for improving work process through a participatory problem solving. After discussion with the clinical and nursing services departments of the MoH, the Malawian counterparts for this project, the work plan was developed and got approved by the MoH. The progress of each activity in the work plan is described below Development of Implementation System to dissemninate and upgrade 5S-KAIZEN-TQM Approach S-KAIZEN-TQM Approach is clearly stated as a platform of Quality Assurance for the health service delivery in the policy document of MoH (Output (1)): Not compeleted due to a delay of developing the policy documents The Health Sector Strategic Plan 2 (HSSP 2), Quality Assurance Policy (revised) and Quality Assurance Guidelines are the targeted policy documents for this activity. In addition, at a facility level, it 5 12 and World Health Organization (WHO). In March 2016, the relevant MoH officials took part in the workshop to discuss the contents of the revised QA policy. Then, between the 31 st of March and 1 st April 2016, the meeting was held among the relevant QMU officials to formulate the draft of the revised QA policy based on the output provided at the previous workshop mentioned above. The expert attended the meeting and made some comments such as the necessity to include strengthen the working environment as a strategy in the policy.http://thanhlamresort.vn/wp-content/plugins/formcraft/file-upload/server/content/files/1629fdac5863f3---Cub-cadet-ex3200-manual.pdf The formulated revised draft was presented at the Quality Assurance Technical Working Group (QATWG) on the 20th of April 2016, and the following workshop for elaborating the contents of the QA policy was held from the 30th of May to the 3rd of June After these discussions, the implementation framework and strategic plan were discussed in the workshop from the 5th to the 9th of September 2016 in Mangochi, as supported by WHO. The workshop s results were elaborated upon in the meeting conducted from the 12th to the 15th of September Though it was planned that the elaborated QA framework and strategic plan would be circulated at Quality Management Techinical Working Group 3 (QMTWG), QMTWG was not conducted within the final experts dispatch period. Therefore, the experts submitted the comments to the head of QMU regarding the QA framework and strategic plan. The contents of the strategic plan will be reflected to the HSSP 2. In terms of developing the strategic plan, though a specific approach and methodology for quality improvement was not discussed, the 5S-KAIZEN-TQM approach needs to be considered as a platform for quality management. Since 5S and KAIZEN are already disseminated nationwide as a good approach for work environment improvement, team building, IPC and work process improvement, involving the activities of 5S-KAIZEN-TQM approach in the future developed guidelines should be also considered Establishment of Quality Management Unit (QMU) (Output (2)): Almost completed For the establishment of the Quality Management Unit (QMU), has started to assist in institutionalisation of the QMU and the development of its Terms of Reference (ToR), as of the end of In 2014, a concept note on the establishment of the QMU in the Department of Planning and Policy Development (DoPP) within the MoH was endorsed by the senior management of MoH.https://baharemadinah.com/wp-content/plugins/formcraft/file-upload/server/content/files/1629fdaca53682---cub-cadet-ex3200-owners-manual.pdf For its organisational structure, one full-time head of unit and two other full-time staff (doctors, nurses, and other para-medicals) has been proposed. It was finally approved by the Secretary for Health (Principal Secretary, hereafter, PS) in October 2015 in his response to a document submitted by the director of the DoPP. However, as of the beginning of November 2015, the Minister of Health has required amendments to provide the QMU with a stronger auditing role and more comprehensive personnel in the areas of human resources, health financing, medicine and medical supplies. In January 2016, Dr Likaka, who used to be District Health Officer (DHO) of Thyolo District and had returned from his master s study in Australia, was named the head of the QMU, and the work of the QMU started. The MoH asked the Office of President and Cabinet to establish new positions for the QMU, which are now under discussion. The members of the Tanzania mission were the Chief Director (Special Duties), the Director of Planning and Policy Development, the Head of QMU and the Deputy Director of Clinical Services. The mission team visited the Ministry of Health s regional and council health offices to learn the national quality improvement structure of Tanzania s health sector. The mission also visited Muhinbili National Hospital and Amana Regional Hospital to observe quality improvement activities at the facility level. The mission team confirmed the importance of the following actions: 1) Identify QMU s mission, vision and goal; 2) Develop QA strategic framework; 3) Establish QA structure on national, regional and facility levels; 4) Conduct a national quality forum. Additionally, the mission team was deeply impressed that the visited hospitals are implementing 5S for work environment improvement and KAIZEN for work process improvement, and the mission team developed a deeper appreciation for the necessity to promote 5S and KAIZEN nationwide in Malawi.australiandiamondnetwork.com/ckfinder/userfiles/files/c8165a-manual.pdf 4 This is a partial excerpt from the concept note Strengthening Quality Assurance (QA) and Quality Improvement (QI) structures at the central level Institutionalising a QM Secretariat (Draft Concept Note, March 2014). 7 14 In addition, at the end of June 2016, the QMU officers also visited Kenya and Ethiopia, as supported by EPOS. The request to establish new QMU positions is now under discussion at the Office of President and Cabinet Ensuring the Budget Line within MoH for the activities implemented by QMU (Output (3)): Done partialy (Budget was estimated but not applied.) The budget application for the fiscal year is scheduled to be submitted between December and January of each year. Included in estimations of the budget for QMU activities (approximately 960 million MWK) are operational costs, costs to develop an implementation framework and strategic plan, zonal review meeting (quarterly) and supportive supervisions. Out of the whole estimated QMU budget, costs for training and supportive supervision of the 5S-KAIZEN-TQM approach are planned to be included (approximately 41 million MWK). Since the QMU s total estimated budget is extremely high, the operational costs to functions of the QMU itself was prioritised. Therefore, the costs for activities by various QA initiatives are considered obtaining external resources from partner organisations Establishment and Implementation of the Recognition System for the Health Facilities which show the most remarkable improvement in Quality Assurance (Output (4)): Done partialy (System was developed but not yet implemented) Participants and facilitators of the 5S Basic Training in June 2015 and the 5S Training of Trainers in November 2015 were administered a questionnaire focusing on both the existing recognition system and the required future recognition system regarding QA. Thus far, 20 responses have been returned. According to the results of the questionnaire, the optimal type of recognition system is an award system (i.e. awards given to each department where the facilities have shown good performance), followed by personnel appraisal (individual evaluation) and accreditation. As a reward, a certificate of commendation and trophies were the most common examples suggested. The QMU was selected as the nomination body, and the District Health Management Team (DHMT) was selected as the decision-making body. The results of monitoring and evaluation were the most common type of selection criteria mentioned. Opportunities for recognition, including a specific ceremony, accounted for 50 of the responses, while utilising an existing DHMT meeting for recognition accounted for nearly 30 of the responses. Based on the results, there was a discussion about an implementation plan and selection criteria among the MoH counterpart, the JICA Malawi national staff, the expert and facilitators from the three health facilities (Mzimba District Hospital, Kamuzu Central Hospital and Queen Elizabeth Central Hospital). Sponsorship will probably be received from TOYOTA Malawi supported by the JICA Malawi Office. It was proposed that a trophy (or shield) and certificate be given to a facility as 8 15 well as items for promoting 5S activities valued at 1 million Malawi Kwacha. The final proposed selection criteria are presented in the following table. 1 2 Scores from the external assessment Expansion percentage Table 2.1: Proposed Selection Criteria for 5S Award Average score per showcasing department Over 80 Average score for the hospital s total scores extracted from each Over 80 showcasing department 5S activities were introduced during and within a 1 year period 30 of the expansion 5S activities were introduced during and within a 2 year period 60 of the expansion 5S activities were introduced during and within a 5 year period 100 of the expansion Initially, the recognised facilities were planned to be awarded in the National Quality Conference, which was planned to be held in November Then, based on self-recommendations from the hospitals, the Ministry of Health conducted an external assessment of six hospitals, namely Mzimba DH, Balaka DH, Mulanje DH, Mwanza DH, Mua Mission Hospital and Malamulo Mission Hospital, from August to September Unfortunately, no hospitals met the criteria mentioned above. However, the Ministry has determined to certify three hospitals, Mzimba DH, Mwanza DH and Malamulo Mission Hospital, that closely met the criteria and showed good performance. These certificates were awarded to the hospitals at the project s final dissemination seminar held on the 12th of October In terms of the approval process for system recognition within the Ministry of Health, the Secretary for Health suggested the establishment of a holistic system, not an individual system. Therefore, the recognition of 5S is possibly integrated into the new recognition Strengthening Implementation Capacity of 5S-KAIZEN-TQM Approach: Almost complete In order for the MoH and related organisations to be able to independently practice each implementation process (e.g. planning, preparation, implementation and reporting), On the Job Trainings (OJT) were conducted for relevant personnel through supportive supervisions. See Table 2.3 for an overview of each training programme. According to the national cascade training scheme in Malawi, 5S training is divided into 5S Basic Training (introduction) and 5S ToT (expansion). However, it seems that these two shall be integrated respecting efficiency, and the 5S Basic Training held in February 2016 included the component of monitoring and evaluation, which is the key session in the 5S ToT. The results showed no problems conducting this kind of training in newly introduced hospitals. Six trainings supported in the project were held at Kamuzu Central Hospital, and one training was held at QE Centrail Hospital. Its aim to hold a training at these Central Hospitals was to improve the functioning of training implementation at the hospital so the MoH can rely on the facility to continuously disseminate the 5S-KAIZEN-TQM Approach. Table 2.4 shows the current status of each process being strengthened at each target organisation via the OJT. Although some direction and assistance were required from the JICA experts, many of the activities required by the MoH, Kamuzu Central Hospital (and QE Central Hospital) and the training facilitator have been carried out independently. In terms of facilitation skills regarding 5S training, facilitators showed some improvements. For example, they facilitated the lectures to be more interactive, or they included a detailed example in their explanation based on their experience. In addition, they tried to give input regarding the management of training, such as suggestions about the amendment of presentation slides, the order of each session and time management. The new facilitators learn through on-the-job training with experienced facilitators, and the number of potential national trainers were increased through such training. It is expected that the facilitation skills of less experienced facilitators will be continuously strengthened through OJT by combination of well experienced facilitators. In addition, detailed information about the current situation as well as current challenges facing the implementation process (e.g. planning, preparation, implementation and reporting) are shown in Table 2.5. It was confirmed that facilitators from Malawi could coordinate the 5S training. This is because the facilitators improved the experience, and it seems conducive to such improvement that the facilitators guide was developed and the facilitators meeting was conducted to clarify the training programme and each role one day before training. In terms of logistical arrangements, the facilities already have sufficient capacity to organise trainings once the facilities are institutionalised as national training centres with the necessary budgets for 12 19 training. The necessity of institutionalising a national training centre shall be continuously discussed during the process of establishing a QA implementation structure. In addition, some facilitators showed improvement in their facilitation skills. For example, they included their own experiences as examples, rather than reading the contents of a slide. Moreover, there was an increase in facilitators who can provide positive suggestions for an opinion or questions showing the difficulties in implementing activities. The training facilitators are nearly able to implement some aspects of the training programmes, including confirming participant attendance, the status of lunch and refreshments, and the development of CD-ROM training materials. In addition, the facilitators add more input to the training programme. A report can be finalised based on the report template, and JICA experts can prepare a draft. Further Challenges Although the training materials are already standardised, some materials need to be revised based on the renewed QA policy and other updated guidelines. The further utilisation of a database for selecting facilitators by the Ministry of Health s counterpart departments is required. Kamuzu Central Hospital is not officially established as a national training centre, and the budget and personnel for implementing training has not been allocated. Thus, full support from the hospital has not been ensured. Possibilities for the establishment of central hospitals as national training centres will be considered in the discussion through the establishment of a QA implementation structure. Insufficient performance, like simply reading the contents of presentation slides, is still observed from less experienced facilitators. Further capacity building of national trainers is necessary through OJT. Some equipment, such as computers, printers and projectors, must be purchased for the trainings. There have been difficulties completing reports on time after training due to the MoH s counterpart departments being busy with other official work. In the project, pre- and post-assessments, methodologies to measure training effectiveness and report formats were developed. The Ministry of Health should evaluate the training and revise a plan for improving future training sessions. 14 21 (2) Supportive supervisions: Complete in 4 regions out of 5 regions The current status of areas to strengthen at the target organisation (persons) in the work plan (developed in February 2015) is shown in Table 2.6, while the current status and challenges associated with the implementation process (e.g. planning, preparation, administration and reporting) are shown in Table 2.7 (next page). The work plan was originally intended for supportive supervision in each zone to be conducted by a team comprised of a ZHSO officer and a national trainer (hereafter, a ZHSO supervision team), while the ministry (JICA experts) would supervise those facilities with newly introduced 5S and KAIZEN activities only. However, the involvement of the ZHSO was limited during the first and second dispatch period of the experts.