Measuring Effectiveness Of Kaizen Events Within The Wood .
Measuring Effectiveness of KaizenEvents within the Wood ProductsIndustrySevtap Erdogan, MS student*Henry Quesada-Pineda, Associate Professor*Brian Bond, Professor**Virginia TechSWST Conference. Curitiba, Brazil.March 2016
Background Key features of KaizenEliminationof waste5SframeworkTeamworkSelf-disciplineImproved moraleQuality circlesImprovement suggestionsStandardization
Background Drivers of Kaizen– Teamwork andfunctional teams– Quality planning andcontrol– Employee awarenessand training– ProductivityimprovementKaizen Event in Dominican Republic (2015)
Problem Statement Competiveness: Imported products, wastereduction, high fuel costs, lack of innovation,environmental issues, raw material costs Kaizen sustainability issues:– Barriers to Kaizen and Continuous Improvement(CI)– Motivators for Kaizen events and CI– Effectiveness of Kaizen events– Drivers of Kaizen events
Goal and objectives Goal: to develop a tool to measure the effectiveness ofKaizen events Objectives:1. Identify motivators and barriers impacting Kaizen events2. Develop a tool to measure the effectiveness of Kaizenevents3. Apply the tool to case study companies in the woodproducts secondary sector H1: Perception on motivators and barriers to Kaizen are the samefor production and non-production employees H2: The perceptions of production versus non-production staff arethe same regarding Kaizen effectiveness. H3: Effectiveness of Kaizen b0 b1(Teamwork) b2(Employeeawareness and training) b3(Productivity improvement) b4(Quality planning and control) Error
MethodologyTool DesignLiteratureReview Interviews tocase study firms Kaizen managersLikert scalestatementsApplication of KaizenTool Production and non-productionemployeesData Analysis Non-parametric and parametricstatistics6
Results: Case study companies DemographicsNumber of employeesEmployees surveyedCompany AApproximately 200Both production andmanagement staffCompany BApproximately 150Management staff onlyProducts producedKitchen cabinetryStandard dimension lumber,manufactured pallets, andcountertopsTypes of continuousimprovementJust-in-timeKaizenLean thinkingSix Sigma5SKaizenLean thinking5SSpecific practices usedCross-functional teams;employee training, awareness,and recognition; and valuestream mappingCross functional teams (usingsupervisors only), employeerecognitions,Go/no go checklists7
Results: Interviews with CompaniesCompany ACompany BStrategic planning Management uses Value Stream Mappingto plan the next 6-12 months Includes Kaizen events in the planning Repeats the process continuously Each day supervisors on Kaizen teamsmeet to discuss progress, problems, andsolutions Sometimes this includes productionemployees with special expertiseMain focus ofcompany’simplementation ofKaizenLargest motivatorsfor implementingKaizenEstablishing and sustaining a strategic visionof Kaizen and continuous improvementCreating a safety-oriented workplaceculture and making safe products forcustomersDesire to standardize work processesDesire to improve safety, lower costs, andbetter manage inventoryKaizen events andcross-functionalteams Kaizen events occur once a week Kaizen events use “action plans” thatoutline the goals , steps, andresponsibilities for each team member Cross-functional teams include productionemployees Kaizen events occur each month Cross-functional teams only includesupervisors due to the language barrierbetween management and manyproduction level employees8
Results: tool design for measuring Kaizen sEffectiveness Section A: Demographic questions:– Position, time in company, awareness of type of CIinitiative Section B: Likert statements to measure perception on– knowledge Kaizen use, effectiveness, motivators andbarriers Section C: Likert statements to measure perception onKaizen’s drivers:– Employee awareness and training, Teamwork, Qualityplanning and control, Productivity Improvement Section D: Closed questions on– frequency of Kaizen events, participation in Kaizen events,communication of kaizen events
Results: tool design for measuring Kaizen sEffectiveness Example of Likert statements to measureperception of Kaizen’s Motivators
Results: Application of tool Received a total of 23 responses– 16 (8%) from Company A and 7 (4.6%) from Company B– 13 production and 10 non-production respondents– Sample size might be to small to draw conclusions oneach caseCompany ACompany BTotalPercentage tal16723100.0%Employee Type11
Results: Application of tool H1: Perception on motivators and barriers toKaizen are the same for production and nonproduction employees.
Results: Application of tool H1: Perception on motivators and barriers toKaizen are the same for production and nonproduction employees.
Results: Application of tool H2: The perceptions of production versus nonproduction staff are the same regardingKaizen effectiveness.
Results: Application of tool H3: Teamwork, Employee awareness andtraining, productivity improvement, andquality planning and control have a positivecontribution to Kaizen s effectiveness.
Results: Application of tool Effectiveness of Kaizen b0(constant term) b1(Quality planning andcontrol) b2(Teamwork) b3(Employee awareness and training) b4(Productivity improvement) ErrorLikert scale constructCoefficientsT-test 4**Teamwork1.101.600.14Employee awarenessand training0.130.960.36Quality planningand control0.110.440.67(19.77)(1.28)0.23Constant termR-squared: 0.71F-ratio: 6. 61Prob(F): 0.01
Conclusions Sustainability of Kaizen events are affected by– Motivators, barriers, and drivers to Kaizen Drivers to Kaizen are: Employee awareness and training, Teamwork, Qualityplanning and control, Productivity Improvement A tool to measure the effectiveness of Kaizenevents was created and applied to twosecondary wood products companies
Conclusions Nonparametric and parametric statistics wereused to measure the effectiveness of Kaizenevents. Main results indicate that:– Sample size is too small– Barriers (production vs non-production workers): No interesting in changing or adopting Kaizen events Resistance to generate new measurements for Kaizen events Poor experiences with previous Kaizen events– Perceptions of productivity improvement werepositively and significantly related to perceptions ofthe effectiveness of Kaizen
Acknowledgments Research funded by the Turkish Governmentand the Department of SustainableBiomaterials at Virginia Tech
Thanks for your timeSevtap Erdogan, serdogan@vt.eduHenry Quesada-Pineda, quesada@vt.eduBrian Bond, bbond@vt.edu
–knowledge Kaizen use, effectiveness, motivators and barriers Section C: Likert statements to measure perception on Kaizen’sdrivers: –Employee awareness and training, Teamwork, Quality planning and control, Productivity Improvement Section D: Closed questions on –frequency of Kaizen
2017 Shingijutsu Kaizen Training Kaizen Principles can be applied in all areas! Quality Kaizen Safety Kaizen Flow Kaizen Business Process Kaizen X. The program begins with a lecture by Mr. Chihiro Nakao, FOM (Father of Moonshine), Shingijutsu, on the basic concept of Kaizen. The participants learn about the Just-In-Time
pejoratives like Kaizen in a box, kamikaze Kaizen, Kaizen paint by numbers, popcorn Kaizen. And it's true that Kaizen events many times have been misapplied by people who miss the big picture from a lean perspective or even continuous recruitment. So what I wanted to do was bring people back to the context that Kaizen event should be within,
POINT Kaizen MINI Kaizen Kaizen BLITZ FLOW Kaizen SUPPLY CHAIN Kaizen IDEA RADIATOR “Kaizen Kanban” or “improvement project board” A “Kaizen Kanban” or “improvement board” is a visual prioritize project pipeline
JICA and MOTI agreed the study on Kaizen KU (Kaizen Unit) formed under MOTI Kaizen Project launched In 2010 Lessons from African countries that implemented Kaizen Training and Seminars were conducted Kaizen implementation commenced in 1 st batch companies Kaizen high level forum carried out Performance evaluation of implementers’carried out.
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of the Kaizen event to improve future efforts. This research was conducted to reveal the recent framework of Kaizen methods in the wood products industry and to develop a tool to measure the effectiveness of Kaizen events. Even though many different industries have adopted Kaizen practices, in addition to other .
Kaizen Blitz/Kaizen Event: Kaizen blitz or kaizen event involves cross functional teams for small incremental improvements projects. 11.7 wastes: The 7 wastes include transportation, waiting, overproduction, defective parts, inventory, movements and excessive processing. 2.2 Rules of Kaizens[9] Rule 1: Kaizen is process oriented. Improvisation .
Agenda . 2 . Observation: This Document contains 5 Messages from Mars . Kaizen Event 4 Phase Structure 28 . Planning the Kaizen Event 29 . 30 Kaizen Conducting the Event . How to Conduct a Kaizen Event . 31 Kaizen and 8 Wastes (Muda) How to Know When Cost is NOT adding Value, DOWNTIME . 32
