KMS Presentation - HKSQ

KMS – Kaizen Management SystemKMS Presentationwww.kaizen.com1Version 03

KAIZEN Institute – WorldwideUnited omaniaChinaDehliSwitzerlandEgyptBahrainSaudi liaMASAAKI IMAIFounder andPresidentLocal KAIZEN OfficesCountries where we operateGlobal Office2New ZealandVersion 03

KAIZEN (Original Definition)KAIChangeZENfor the betterK A I Z E N Continuous Improvement3Version 03

The market determines the pricebefore:Manufacturing costsProfitSales pricetoday:Manufacturing costsProfitMarket priceThe marketdeterminesthe price!Manufacturing costsProfitSales priceCost savingProfits can be maintained only through the management of cost!4Version 03

The Gemba PrinciplesGo to GembaWhen an abnormality occursCheck GembutsuMachine, Material, Failures, Rejects etc.Search forMuda (waste), Mura (inconsistency),Muri (physical strain)Make KAIZEN Remove root causes5Version 03

QCDProcessFlowProcessEffectivenessZero ErrorsQCDLean ManagementCustomersServiceManagementTechnical andOrganizationalAction PillarsPeopleInvolvementChange ManagementBuild up a solid basis with:Eliminate: MUDA-LossesValues Based on Kaizen Principles6Eliminate: MUDA-WasteFundamentalValuesSuppliersMission andTargetsWhat is a KMS Model – KMS TempleVersion 03

The worldwide Kaizen Management System for sustainable profit and essEffectivenessZero ErrorsQCDLean SupportSystemsCustomersTFMTPMTQMTSMTotal FlowManagementTotal ProductiveMaintenanceTotal QualityManagementTotal ServiceManagementTCM – Total Change ManagementBuild up a solid basis with:Eliminate: MUDA-LossesKAIZEN Foundations7Eliminate: MUDA-WasteVersion 03

Examples of KMS ModelsTOYOTAThe StanleyProduction System8Version 03

KAIZEN Foundations ssEffectivenessZero defectsQCDLean SupportSystemsCustomersTotal Systems:Quality First:Process Focus:Universal Tools: Value Stream Thinking; Market In; Process and Results; SDCA / PDCA; People Development; Next Op. is Customer; Gemba Gembutsu; 5S Habits; Kaizen Management. Upstream Management; 7 Mudas. Visual Management.KAIZEN Foundations –Fundamental Values and Paradigms9Version 03

Foundations - Resistance to Change and ero defectsProcessEffectivenessQCDLean SupportSystemsCustomers People will naturally resist to change; The power of paradigms;Paradigms The process of paradigms change.KAIZEN Foundations –Fundamental Values and Paradigms10Version 03

Foundations - Resistance to Change “We’ve always worked that way” “At first, we cared, but ” “It’s not my responsibility” “No-one told me” “I don’t have the time” “Anyway, it wouldn’t change anything” “Another gizmo which won’t last” “There are more important problems” “It’s not possible here” “We already have enough work” “What’s in it for me?”11Version 03

Foundations - Paradigms – What do you See?What do you see?A young lady or an oldwoman?It will depend on yourown Paradigms!The reality is that bothare present.It is important to Valuedifferent points of view!12Version 03

Foundations - The Process of Cultural ChangeProcess of Business ChangeProcess of Personal Change(needs to be managed by change gBeliefs,HabitsNew Ideas,AcceptanceCultureSystems,StandardsTrial of NewBehaviourNewParadigmPioneersNew ewParadigmSponsors13Version 03

Foundations - The Process of Cultural ChangeThe Company Culture ChangesPeople Start Changing their Behaviourthrough belief in new systems and habit of new standardsWhen Gemba Kaizen ActivitiesImprove Work Areas andProcesses (visible Improvement)are introduced motivationincreases and employees enjoythe practical learningGemba Kaizen: Projects, Workshopsand Team Activities.Changing working conditions leads toemployee behaviour change14Version 03

Foundations - Total Systems - OverviewSuppliersPeopleInvolvementQCDTotal Systems: Value Stream Thinking; People Development; Kaizen Management.ProcessFlowZero defectsProcessEffectivenessQCDLean SupportSystemsCustomers 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 Paradigms15Version 03

Foundations - Quality First - ro defectsProcessEffectivenessQCDLean SupportSystemsQuality First: Market In;Customers Product Out vs. Market In; Final Customer vs. Next Operation is Customer; Next Op. is Customer; Upstream Management; Inspection Management vs. Upstream Management.KAIZEN Foundations –Fundamental Values and Paradigms16Version 03

Foundations - Process FocusSuppliersPeopleInvolvementQCDProcessFlowZero defectsProcessEffectivenessLean SupportSystemsProcess Focus: Process and Results; Gemba / Gembutsu; 7 Mudas.QCDCustomers Results Focus vs. Process and Results; Theory / Opinion vs. Gemba / Gembutsu; Point Improvement vs. Flow Improvement.KAIZEN Foundations –Fundamental Values and Paradigms17Version 03

Foundations - Universal FlowZero defectsProcessEffectivenessQCDLean SupportSystemsUniversal Tools: SDCA / PDCA; 5S Habits; Visual Management. No Standards Kaizen vs. Standards Based Kaizen; No Kaizen Habits vs. Kaizen 5S Habits;5S Hidden Information vs. Visual Management.KAIZEN Foundations –Fundamental Values and Paradigms18Version 03

TCM - Total Change Management ModelIII. Establish Direction & Control1. Establish aKMS Audit2. PolicyDeployment3. A3 PerformanceControl4. AdvancedHR PracticesII. Develop Change Capability1. Develop aKMS Structure3. KanriKaizen2. KMS College(training)4. PersonalKaizenI. Design an Effective KMS1. Design aKMS Model2. Gemba KaizenWorkshops3. Value StreamProjects194. AutonomousTeam ActivitiesVersion 03

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 andmeaning; 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 KMS1. Design aKMS Model2. Gemba KaizenWorkshops3. Value StreamProjects204. AutonomousTeam ActivitiesVersion 03

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 Capability1. Develop aKMS Structure3. KanriKaizen2. KMS College(training)214. PersonalKaizenVersion 03

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 & Control1. Establish aKMS Audit2. PolicyDeployment3. A3 PerformanceControl224. Advanced HRPracticesVersion 03

TFM – Total Flow Management ModelII. Production FlowIII. Internal Logistics FlowIV. External LogisticsFlow5. Low CostAutomation5. Pull Planning5. Total PullPlanning4. Smed4. Leveling4. Outboundand Delivering3. StandardWork3. Synchronization(KB/JJ)3. Inboundand Sourcing2. Borderof Line2. Mizusumashi2. Milkrun1. Layout andLine Design1. Supermarkets1. WarehouseDesignStrategyI. Basic StabilityV. Value Stream Design (VSD)23Version 03

TPM – Total Productive Maintenance Model24Version 03

TQM – Total Quality Management ModelSITUATIONLEVEL 1LEVEL 2LEVEL 3LEVEL 4Defects leave theCompanyDefects do notleave theCompanyDecrease defectsDefects do notleave theProcessZero rrorsDefectsDefectsInspection STD sInspection STD sMany DefectsMany ComplaintsEliminate spection STD sImprovementFOCUSDefectsProcessesNon defective erationsOperationsImprovementCOMPANYLEVEL 0ErrorsInspection STD sNon defective ProductsNon defective ProductsDon't Make DefectsImprovementDon't Pass Defectsto the Next ProcessPrevent Errors FromBecoming rengthen AutonomousControlStrengthen Autonomation(Jidoka)Standards andSDCAStructured ProblemSolvingAuto QualityMatrix IAuto QualityMatrix IIS.P.CQuality MaintenanceQ. F. D.Non defective Products25Version 03

TSM – Total Service Management Model6 Levels of Effective Service ManagementL6Control processto become“Best In Class“L5Flexible Workingin TeamsEmpowerpeopleforL4Lock ingains byProcessmappingL3SavethroughVSML2Improve throughL1Create onMUDA5SOptimizationas a TeamSelfOrganization Create waste freeprocedures Become a showcase Analyze task Apply mobility concept Create flexible layouts Implement VisualManagement Create team boards Practice PD Map material andinformation flow Do PDCA Discover potentialStandardize: Procedures and forms Office materials Communications Eliminate muda Do 5S Set goals Develop roadmapAchievement ofQCDMS targetsGreater flexibilityLess spaceVisual managementPolicy deploymentReduced lead timePaperless officeNo errors or omissionsAwareness of waste26Version 03

KMS – Kaizen Management System KMS Presentation www.kaizen.com. 2 Version 03 KAIZEN Institute – Worldwide Local KAIZEN Offices Countries where we operate Texas Japan India Germany France Spain Portugal Italy Switzerland Poland Austria Czech Romania United Kingdom Bahrain New Zealand Chen