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Team LEADER Typically not “the supervisor” Preferably has experience with the kaizen process Should be biased toward change Be open-minded To challenge the team to think out of the box Try radically different approaches. Goals from previous slide may seem high, but: Set goals high Typical goal: reduce inventory by 50% Any process that needs to be improved Remember, “ everything we do is a process, and every process can be improved”.Typical goal: reduce setup time by 90% One piece flow/Pull Systems.
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Typical goal: improve productivity by 30% Changeover or setup time improvements.Highly visible process Easier project Strong environment for follow-up Simple process Stable and repeatable process Allows contribution by all employees – not just a technical exercise Self-contained process.Implement the new process Report and Analyze Desirable criteria for initialĮasily measured Management shows enthusiasm A clear business need.Set the scene Observe the current process Develop the future state process. Selecting Projects Setting Goals The Team and Team Leader Setting the Stage The Kaizen Blitz Potential Roadblocks Kaizen Steps TPS is a system used in repetitive manufacturing, but the philosophy can be applied to all operations.Ĭompanies in the United States began to use the term following the publication of Kaizen by Masaaki Imai in 1985. Ongoing improvement involving everyone Modern Kaizen is based on the principles of the Toyota Production System (TPS).“zen” means “good (for the better)” Gradual, orderly, and continuous improvement. Discussion 45 minutes Break 5 minutes Discussion 40 minutes Will understand what a Kaizen “event” is Will be able to plan and carry out a Kaizen event Will understand the benefits, the why Will understand those pitfalls to avoid What are your expectations?