Philosophies and Concepts--Kaizen

 Kaizen is a Japanese term meaning continuous improvement. Kaizen concepts are the philosophical and pragmatic foundation upon which “technology” is built into the job process, and, in practice, they represent a collection of techniques that are aimed at continuously improving performance, cost effectiveness, and quality. Kaizen techniques also strive to empower the worker, increase worker satisfaction, facilitate a sense of accomplishment, and, thereby, create a sense of pride in one's work.
 The objective of Kaizen techniques is to create a relationship between the worker and the job so that the job's process is a partner in achieving job objectives.

Kaizen Techniques Include:

 Variation Reduction
 Poka-Yoke (error-proofing)
 Standardized Work
 Visual Structuring
 Workplace Organization
 Process Analysis (waste reduction)
 Lean/Agile

While each of these techniques is discussed individually, there is a strong interaction among them.

VARIATION REDUCTION: Every task, job, or activity has a certain amount of inherent variation or variability. By reducing the amount of variation in each job, the chance of error occurring during the job process is also reduced. If one tries to balance a broom, vertically, on the palm of one’s hand, the broom rotates and wiggles, and one has to keep moving the hand to keep the broom balanced (Figure 1). However, if the broom is held down against a tabletop, it is much easier to balance the broom in the vertical position (Figure 2). By introducing “technology” to the situation, the inherent variation of the activity is reduced.

Figure description

POKA-YOKE (error-proofing): Poka-yoke devices create a dialogue between the worker and the job. They inform the worker of the accuracy or suitability of each job action by way of physical constraints (symmetry/asymmetry, guide pins), attributes (size, weight, dimensions, material), and/or sensors (all types).

STANDARDIZED WORK: Standardized work means establishing a pattern, a rhythm, or a flow to each job. This pattern, rhythm, or flow may be self-imposed by the worker or enforced by laws (wearing safety goggles, hard hats), regulations (sound ergonomic practices), and operating standards/procedures.

There are three elements of standardized work: Takt Time, Work Sequence, and Standard In-Process Stock.

Takt Time: Refers to the available time for production to produce one unit of output. As an equation, it may be represented as:

Work Sequence: Refers to the order in which work is performed. Work sequence is the most efficient way work should be completed and is used as a safety tool to eliminate unsafe positions during equipment operation.

Standard In-Process Stock: Refers to the minimum amount of stock required to continue the sequence of operations.

PROCESS ANALYSIS (Waste Reduction): Process analysis focuses on the reduction of non-value added job components. Studies have shown that, within the production system, 67% of the workers’ time is spent on storage, 25% on handling, 3% on inspection, and only 5% on process or value-added activity. To increase the amount of time spent on value-added activity, the storage, handling, and inspection percentages must be reduced.

WORKPLACE ORGANIZATION: Workplace organization techniques involve keeping the work area clean, using visual structuring to identify where tools, inventory, and materials are to be stored, and having work materials positioned for ergonomic efficiency and worker safety.

LEAN/AGILE: Lean/Agile refers to system properties that are:

Simple: simple design, simple tools, simple assembly

Mobile: portable, lightweight devices

Adjustable: devices may quickly and easily reflect changes in the work environment, the product, and the product demand

Reusable: materials may be reused as products, processes, or assembly volumes change. The life of the device may be geared to the life of the job, andthen workers may reuse the components in a new device or system configuration.
 

Lean/Agile devices directly address issues of material handling, storage, and parts presentation/positioning for the workers. In this capacity they address the largest components of waste reduction: storage and handling. Lean/Agile devices also contribute to good workplace organization and visual structuring techniques.