Implementing Kaizen & Kakumei System 20140305

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Information about Implementing Kaizen & Kakumei System 20140305
Business & Mgmt

Published on March 5, 2014

Author: qualitygenius

Source: slideshare.net

Description

Conference @ UNAM FCA for BA Diploma Course (in English). Elements to consider in building and sustaining an Improvement & Innovation System to generate value and develope our personnel.

www.keisen.com 05/03/2014 Dr. Ricardo Hirata Okamoto. 1       www.keisen.com 05/03/2014 Reduce errors & complaints. Reduce costs and waste. Reduce process time. Increase productivity. Reduce Accidents. Increase the level of service (delivery). Increase customer satisfaction, sales and retention = PROFIT 2 Keisen Consultores - Mexico 05/03/2014 www.keisen.com 1

www.keisen.com 05/03/2014 Continuous Improvement System Structure 3 Approaches Control areas 05/03/2014 Individual or Teamwork Training & Develop. www.keisen.com Continuous Improvement System Structure 4 Keisen Consultores - Mexico Approaches 05/03/2014 Control areas Individual or Teamwork Training & Develop. www.keisen.com 2

www.keisen.com 05/03/2014 Improvement System Structure. 5 05/03/2014 www.keisen.com Leadership Model Environment exploration Model System & Process Assurance Model Proactive Planning Model SATISF. DEL CLIENTE Customer / Market Model Human development Model Performance Assessment Model Personnel Committment Model Improvement & Innovation Model Information & Communication System 6 Keisen Consultores - Mexico 05/03/2014 www.keisen.com 3

www.keisen.com 05/03/2014 Proactive “Benchmarking” Best Practices Competition Emerging Markets Leadership Model Environment exploration Normative Model Proactive Implementation Evaluation System & SATISF. Process DEL Standardization Assurance Follow up CLIENTE Model Mgmt. Systems Identification ISO, TS, Others Selection Daily Mgmt. Strategic Mgmt. Impacts / Results Performance Assessment Model Needs Translation R&D / NPD Personnel Committment Model Proactive Planning Model Vision, Maturity Coaching, Mentoring, Feedback, Recognition Customer / Training & Market Model Development Competencies Mentoríng Network Mgmt. Human development Model People Teams Discipline Unity Improvement & Innovation Model Sistema de InTraining & Development 7 05/03/2014 www.keisen.com Tops Mgmt. Council / Committee Planning & Change Unit Training & Devel. + Internal Consultation Unit Plans & Programs Mentores Internos Projects & Initiatives Individuals & Teams R. Hirata-2013© 8 Keisen Consultores - Mexico 05/03/2014 www.keisen.com 4

www.keisen.com 05/03/2014 External Consultation Top Mgmt. Council Corporate Plan & Programs Corporate Planning & Change Unit Corporate Projects & Initiatives Individuals & Teams BU Top Mgmt. Committee BU Planning & Change Unit BU Plans & Programs Mentors & Facilitators BU Projects & Initiatives 9 BU Training & Dev.+ Mentoring Unit Individuals & Teams R. Hirata-2013© 05/03/2014 www.keisen.com Top Mgmt. Council Corporate HR Corporate CI&I Corporate Planning & Change Unit Corp. Plan & Programs Corporate Projects & Initiatives External Consultation External Resources Individuals & Teams BU HR Comité de UEN BU CI&I BU Planning & Change Unit BU Plan & Programs 10 Mentors & Facilitators BU Projects & Initiatives BU Training & Dev.+ Mentoring Unit Individuals & Teams 05/03/2014 R. Hirata-2013© www.keisen.com Keisen Consultores - Mexico 5

www.keisen.com 05/03/2014 Continuous Improvement System Structure 11 Approaches 05/03/2014 Control areas Individual or Teamwork Training & Develop. www.keisen.com PROBLEM SOLVING vs DESIGN APPROACH 12 Keisen Consultores - Mexico 05/03/2014 www.keisen.com 6

www.keisen.com 05/03/2014  IMPROVE, REFORM, BETTERMENT... A C P= Plan D= Do C= Check A= Action P D Management cycle 13 05/03/2014 www.keisen.com Must Be Future KAIZEN KAIZEN Deviation R. Hirata-2013© 14 Keisen Consultores - Mexico 05/03/2014 Deviation Present Past www.keisen.com 7

www.keisen.com 05/03/2014  All improvements require a stable process. A P A P C D A P C D Kanri 15 Kanri Kanri A P Kaizen C D Kanri Kaizen Kaizen 05/03/2014 Future Kaizen C D www.keisen.com X WISH KAIZEN Present INNOVATION Past 16 Keisen Consultores - Mexico 05/03/2014 R. Hirata-2013© www.keisen.com 8

www.keisen.com 05/03/2014 Identify the problema, deviation, task or challenge PROBLEM SOLVING S Analysis N DESIGN Observation of current situation and its elements (understanding of system and its parts). Understanding of current situation, definition of key elements, goals & purposes (ideal, objetives & targets). Cause analysis Design of solutions Definition of solutions & Implementation plan Risk analysis & the construction of the suitable environment. DO: Implement Standardize R. Hirata-2013© Conclusions & Future plan 17 05/03/2014 www.keisen.com Continuous Improvement System Structure 18 Keisen Consultores - Mexico Approache s 05/03/2014 Control areas Individual or Teamwork Training & Develop. www.keisen.com 9

www.keisen.com 05/03/2014 Managing all Improvements & Innovations 19 05/03/2014 www.keisen.com CONTINUOUS IMPROVEMENT AND INNOVATION AREAS OTHERS (DAILY WORK, MEETINGS, COMMITTEES) STRATEGIC PLANNING INITIATIVES ISO/TS C&P ACTIONS MEJORAS IT & COMMUNICATION PROJECTS SAFETY & SECURITY AREAS MAINTENANCE AREAS ERGONOMICS / OCCUPATIONAL HEALTH AREAS www.keisen.com Keisen Consultores - Mexico 05/03/2014 20 10

www.keisen.com 05/03/2014 METHOD SELECTION. IMPROVEMENT TEAMS QC STORY / 7 or 8 STEPS SHORT KAIZEN TEIAN (ANALYSIS) SHORT KAIZEN TEIAN (DESIGN) SIX SIGMA DMAIC NEW PRODUCT / PROCESS / BUSINESS MODEL DEVELOPMENT KAIZEN EVENT QC STORY / 7 or 8 STEPS REDESIGN & DISRUPTIVE CHANGE INNOVATION QUICK CHANGEOVER SMED. BPR / AUTOMATION / IT / BUSINESS MODELLING ERGONOMICS Problem solving steps PROJECT PORTAFOLIO MGMT. MAINTENANCE TPM / AM / Others PROJECT MANAGEMENT ACCIDENTES Pasos analíticos INNOVATION TEAMS QC STORY 2 QRQC, 8Ds, C&P Actions OTHERS 21 05/03/2014 OTHERS R. Hirata-2013© www.keisen.com Continuous Improvement System Structure 22 Keisen Consultores - Mexico Approaches 05/03/2014 Control areas Individual or Teamwork Training & Develop. www.keisen.com 11

www.keisen.com 05/03/2014 THE GOAL IS TO IMPROVE AND INNOVATE 23 05/03/2014      www.keisen.com We want to be happy. We seek our development. We like recognition. Overcome adversity. Constantly seek for challenges and improvements. People need opportunities to improve every day in order to be happy.  24 Keisen Consultores - Mexico 05/03/2014 WE HAVE TO FACE CHALLENGES EVERY DAY. www.keisen.com 12

www.keisen.com 05/03/2014      They want to be happy. They seek their development. They like recognition. Overcome adversity. Constantly seek for challenges and improvements. Organizations need opportunities to improve every day in order to be happy.  25    05/03/2014 THEY HAVE TO FACE CHALLENGES EVERY DAY. www.keisen.com Both the organizations and the people need to make improvements & innovations to be happy. However, organizations cannot execute these improvements & innovations. YES, we can. If we spend more tan 8-10 hours at work, we shall see it as a source of CHALLENGES AND PROBLEMS TO ADDRESS & LEARN. WE HAVE MORE THAN 8 HOURS EVERY DAY TO LEARN AND BE HAPPIER. 26 Keisen Consultores - Mexico 05/03/2014 www.keisen.com 13

www.keisen.com 05/03/2014 Continuous Improvement System Structure 27 Approaches 05/03/2014 Control areas Individual or Teamwork Training & Develop. www.keisen.com Skills & Competencies 28 Keisen Consultores - Mexico 05/03/2014 www.keisen.com 14

www.keisen.com 05/03/2014    Random actions, eliminating those that do not work and learning those which help us achive our goals. “Trial and success by accident”. “Short Kaizen & Experimentation” A C 29 05/03/2014 P D www.keisen.com Can you propose any improvements? ANTES DESPUES www.keisen.com Keisen Consultores - Mexico 05/03/2014 30 15

www.keisen.com 05/03/2014      You learn by observing others. Imitation and modelling. Can be reinforced with rewards or punishment for a defined behavior. “Benchmarking”. “Best practices” 31 05/03/2014 www.keisen.com www.keisen.com Keisen Consultores - Mexico 05/03/2014 32 16

www.keisen.com 05/03/2014    Not by trial and error. Not by observation of others. Everything comes out from our head (“insight”) as we recognize relationships or associations between objects or actions.  33 Solutions just happen: “EUREKA!” 05/03/2014 www.keisen.com In silence, Complete the following sequence of numbers: 1 8 3 10 5 12 7 14 9 _ _ _ 34 Keisen Consultores - Mexico 05/03/2014 www.keisen.com 17

www.keisen.com 05/03/2014 Now, complete the following sequence of numbers and letters: 1 D 3 F 9 H 27 J 81 _ _ _ 35     05/03/2014 www.keisen.com Perceived lack of control over the outcome of a situation. Human (animal) condition who has learned to behave helplessly. No response from the human (animal) to avoid a negative gain or to gain a positive reward. NO reaction for a change. 36 Keisen Consultores - Mexico 05/03/2014 www.keisen.com 18

www.keisen.com 05/03/2014  I'm bad at math."  "As I am not a college grad, I better not talk."  Want to earn equal or more, doing nothing ....  "I justify myself, therefore I exist" (impunity).  “There is nothing we can do."  “Keep explaining why things can not be done, rather than exploring the how to make them happen". 37 05/03/2014 www.keisen.com Process analysis Problem solving Measure ment tools Learn to learn Design approac h tools 38 Keisen Consultores - Mexico 05/03/2014 Standardized work www.keisen.com 19

www.keisen.com 05/03/2014 Continuous Improvement System Structure 39 Approaches 05/03/2014 Control areas Individual or Teamwork Training & Develop. www.keisen.com RECOMMENDATIONS 40 Keisen Consultores - Mexico 05/03/2014 www.keisen.com 20

www.keisen.com 05/03/2014 RETOS PARA APRENDER…. 41 05/03/2014 www.keisen.com  ¿What are your motives vs improvement? ◦ ◦ ◦ ◦ ◦ ◦ Profit Survival. Recognition Innovation and change Development Learning. 42 Keisen Consultores - Mexico 05/03/2014 www.keisen.com 21

www.keisen.com 05/03/2014  Quality and Competitiveness models need to: ◦ Leave their pride for other times. ◦ They have to unite and coordinate with other theories and practices. ◦ In order to support all their actions. ◦ To ensure the sustainability of their results. ◦ “Good medicine for the wrong sickness will kill you”. 43  05/03/2014 www.keisen.com Continuous Improvement & Innovation are: ◦ Mechanisms to move forward and not standardize the lag. ◦ Do not depend on the culture. ◦ Are the means for development and value creation. ◦ Sustainable systemic means for social peace and development. 44 Keisen Consultores - Mexico 05/03/2014 www.keisen.com 22

www.keisen.com 05/03/2014 THE BIGGEST BENEFIT OF IMPROVEMENT & INNOVATION: PROMOTES LEARNING. “THE JOY AND PLEASURE OF LEARNING” WE ALL PROMOTE HUMAN AND ORGANIZATIONAL DEVELOPMENT. 45 05/03/2014 www.keisen.com “QUALITY BEGINS AND ENDS WITH EDUCATION”. Dr. Kaoru Ishikawa (1915 – 1989) “ALL EXCEPT ME, MY TEACHERS ARE”. Dr. Masumasa Imaizumi (1921 - 1996) “LEARNING IS A RIGHT TO BE HAPPY, THOSE WHO PROMOTE LEARNING ARE TRUE MASTERS” Dr. Ricardo Hirata 46 Keisen Consultores - Mexico 05/03/2014 www.keisen.com 23

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