Apo Idro Seminar-suzuki

7/27/2019 Apo Idro Seminar-suzuki

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July '10, IDRO Seminar 0

Best Practiceof

Use-Warefor

Improving Factory Operation

Mr. Hajime SUZUKI (Dr. Practice)

Professional Engineer authorized by J apanese Government

July '10, IDRO Seminar USE-WARE, Practical KAIZEN

Prefesional Eng'r, Hajime SUZUKI

Guidelines* for

Practical KAIZEN

*by Dr. Practice

3. Practical Approach

4. Basics of Production Management

1) Effective Problem Finding

2) Effective Problem Solving 5. Integrated Activities

1) Critical Issue Oriented,not Tool oriented

2) Start from Pilot (Model) Area,not company-wide from the first

3) Practice Basics with Intensive Effortnot introducing sophisticated techniques/systems

3. Practical Approach

(1) Process Analysis

(2) Stratification

(3) 3 Gen ③find Fact (Genjitsu)

②by closely observing Actual thing (Genbutsu) ①at Site (Genba)

(4) 3 Mu ①Muda (waste) ②Mura (un-even: low and high in defect, etc.) ③Muri (un-natural, such as stacking too high, etc.)

4. Basics

1) Effective Problem Finding

In addition to the above

S (Safety) and

M (Morale) should be examined.

Production (capacity)

Material

Product

Machine

Delivery

Supply

Process

Quality (check and control)

Cost (waste of material & man, etc.)

Delivery (waiting time, etc.)

Planning,Scheduling

(1) Process Analysis

1) Pareto diagram

2) Cause & effect diagram

3) Histogram

4) Check sheet

5) Scatter diagram

6) Stratification

7) Control chart and Graph

Ordinary 7 QC Tools Practical “ 8 QC Tools”

(in the order of effective use)

1. Stratification

2. Check sheet

4. Histogram

5. Pareto diagram

6. Cause & effect d iagram

7. Scatter d iagram

3. Graphs

8. Control chart

(2) Stratification

Genba (at Site):

1. Manufacturing Ind.

Painting process, Assembly line, Inspection station,

Material stockyard, Production floor, Product warehouse,Maintenance store, etc.

2. Non-Manufacturing Ind.

1) Restaurant: Guest dining room, Kitchen, etc.

2) Shop: Showroom, Sales floor, etc.

3) Transportation: Road, Station, Truck, Warehouse, etc.

'3 Gen'-1 (Genba, Genbutsu, Genjitsu)

Genbutsu (Actual thing):1. Manufacturing Ind.

- Good Quality product,

- Rejected parts,

- Work instruct ion in Foreign language,

- Semi-product covered with dust, etc.

2. Non-Manufacturing Ind. 1) Restaurant: - Table wares,

- Foods,- Materials ,

- Cooking utensils , etc.

2) Shop: - Best selling goods (design/color combination),

- Showcase, etc.

Genji tsu (Fact):

- Semi-product covered with dust

Why with dust? - - staying 3 months

Why staying so long?

- - order was cancelled after producedWhy cancelled after produced?

- - this customer often gives uncertain order

Why started production without confirming order

- - followed general rule 'start as early as possible'

Why followed general rule?

- - there is no special rule for this kind of

non-reliable customer

Link: Pipe Plant

Muda : Waste

1) Waste of material- Defective products,

- Start-up waste,

- Design waste,

- Dead stock,

- Long staying stock. etc.

2) Waste of manpower - Idle time,

- Over time,- Reworking, etc.

3) Waste of facili ty- Broken facility,

- Excess facility, etc.

'3Mu-1' (Muda, Mura, Muri)

Mura : Un-even

1) Daily production very high and very low

2) Defects very low and very highOperaton:

3) Driving very fast and very slow

4) Materials coming too much and too little

5) Machines stop frequently

'3Mu-2' (Muda, Mura, Muri)

If 4Ms are good (normal),

No defect will come out.

Good Methods

Machines and

Conditions

Good Men

(Operators)

MaterialsNo

Defect

(1) Best Conditions

Do your

Best !

Delivery : Delivery in Time

Finished Product : No Long Staying/Dead stock

Production

Material : No Long Staying/Dead stock

:Well control led WIP Final process

・・

1st process

(2) Flow Production

(3) Visual Control

① For Management “Visual Report”for managers to easily see important points by highlighting with red color, etc.

② For Shop-floor Control “In-process (or in-line) Visual Control”for operators

to easily follow work standard

③ For Shop-floor MotivationVisual Control posted on boards at shop-floor

Link : Case Machine (Visual Control-1)

Link : Visual Control 2

Link : Visual Control 3

Plan,action Plan

2nd Target

Plan,action Plan*1

1st Target

(4) PDCA-2 (for Achieving Target)

Action*2

Action=Helping to achieve target

*2: and Appreciation

Plan=Target for improvement *1: and Preparation

Do=Improvement activitiesIn Do step, we have small (p)(d)(c)(a)

Check=Progress of improvement

Do(a) (c)

(p) (d)

Do (a) (c)

(p) (d)

Action

PlanExisting level

(4) PDCA-1 (for Daily Operation)

Do=Daily operation

PlanBetter level

Act ionDo

Higher level

Plan=Existing system & method

Check=Result such as customer

claim, reject, late delivery, etc.

Action=Improve system & method

Act ion

ActionDo

Action

Link : Case ISO Aplication.

Case Study 1

Best Practice

3-day Course

Small-scale Consultation

Best ParticipantIn Suzuki's 'Practical IE' Course

Large variety of cushions for outdoor furniture exported to

many European countries.

Link: Case Co. B

Top Mgt of Co. B attended

Suzuki’s IE course, then

Suzuki v isited Co. B and

gave guidelines on how to

apply (Use-Ware).

She digested all what

Suzuki gave, then applied

them practically (developedher own Use-Ware).

The case is prepared separately.

Practical 5S

5S with Kaizendeveloped through

Suzuki’s 20 years experiences

In Japan,・ 5S has been practiced for many years as common sense as Seiri

Seiton「整頓整理」 for Safety, Quality, Efficiency then Environment.

・ In 1986, 1st book on 5S was published, since then 5S rapidly

became popular.

・ In good companies, it has been continuously practiced and

keeping high level.

History of 5S

In many countries,

・ 5S was successful during the initial period, however after a

while, it easily become superficial, cosmetic and non-useful due

to wrong application.

In Iran,

- How is the situation?

Ordinary 5S

Good for initial stage,but needs some modification for Practical use.

Seiri（整理）: Sort out necessary items and un-necessary items, thendiscard un-necessary items.

Seiton（整頓）: Arrange necessary items in good order so that theycan be easily picked up for use.

Seiketsu（清潔）: Maintain high standard of Seiri, Seiton, Seiso andworkplace organization at all times.

Shituke（躾）: Train people to follow good housekeeping disciplineautonomously.

Seiso (清掃）: Clean the workplace completely so that there is

no dust on floor, machines or equipment.

Objective

EffectiveProblemSolving

•Best

Conditions

•Flow

Production

•Visual

Control

•PDCA

PQCDSM

•Production

capacity

•Quality

•Cost

•Delivery

•Safety

•Morale

•Customer

Satisfaction

•Internal

Effectiveness

and Safety

•Profit•Happy

•Seiri

•Seiton

•Seiso

•Seiketsu

•Shitsuke

5S with Kaizen: always think Objectives

1. 1st stage: Ordinary 5S

Key point of Practical 5S

2. 2nd stage: Practical 5SPractice by thinking ” the objective of 5S at

each work place” for Effective Problem Solving,namely,

1) Best Conditions 2) Flow Production3) Visual Control4) PDCA

Practical Seiri:

Sort out and remove un-necessary items and

from the workplace.

What is the key point here ?

⇒Clear ‘Criterion’ and ‘Instruction’

Practical 5S: Modified by SUZUKI -1

“quantity (of necessary items)”

Practical Seiton:

Arrange - - for easy use (Location, Arrangement, Indication)

also must be

“ good conditions” (ready for use)

in “ fail safe ” (no chance of misuse,

preventing any accident)

Practical Seiso:

Clean - - or equipment. Do it by considering the objective,

1) “ collect dust without scattering”

for clean workplace,

2) “ remove dust without damaging product ”

for sensitive product,

3) “ check and correct abnormal conditions”for machines and equipment.

Practical Shitsuke:

No modification, but for newly established factory ,

Rules, Regulations and Work Standards come first).

Practical Seiketsu:

“Prevent from becoming dirty ”

and keep high level cleanliness

“ Maintain good hygiene”

Case Study 2

Best Practice

3-day Course x 2 times

and6 times Consultation

Best ParticipantIn Suzuki's ‘Practical 5S' Course

When I showed this picture.Mr. A said ‘we are muchhigher level, I don’t needthis’ and left the class with

nothing.

On the other hand Mr. D, owner of apparel company, attended 2 times inthe same course. He worked with Suzukias model company and achieved goodresult. He went to Japan as an excellentparticipants. He cooperated in sharinghis experiences in Practical 5S Course.

He was expectingwhat looks like this.

Link: Case Appael 2Link: Case Appael 1

Positive Mind

With your

Positive Mind, Your dream will

come true !

Please surpriseme with your

practice !

Apo Idro Seminar-suzuki

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