KMS_Presentation

KMS – Kaizen Management System
KMS Presentation
https://www.wendangku.net/doc/581272742.html,
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KAIZEN Institute – Worldwide
Texas
United States
United Kingdom Germany France Spain Portugal Switzerland
Poland
Slovakia Russia Czech Hungary Romania
Dehli
Austria Italy Egypt
Japan China
Mexico
Bahrain Saudi Arabia Ghana Brazil
UAE
Mumbai
India Philippines
Kenya
Chennai
Indonesia
Thailand Malaysia
Mauritius Australia
MASAAKI IMAI Founder and President
Local KAIZEN Offices Countries where we operate Global Office
New Zealand
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KAIZEN (Original Definition)
KAI
Change
ZEN
for the better
K A I Z E N = Continuous Improvement
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The market determines the price
before:
Manufacturing costs Sales price
Profit
today:
Manufacturing costs Market price
Profit
The market determines the price!
Manufacturing costs
Profit Cost saving
Sales price
Profits can be maintained only through the management of cost!
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The Gemba Principles
Go to Gemba
When an abnormality occurs
Check Gembutsu
Machine, Material, Failures, Rejects etc.
Search for
Muda (waste), Mura (inconsistency), Muri (physical strain)
Make KAIZEN?
Remove root causes
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What is a KMS Model – KMS Temple
S u p p l i e r s
QCD
Process Flow
Zero Errors Lean Support Systems
Process Effectiveness
QCD
Change Management
Build up a solid basis with:
Eliminate: MUDA-Losses
Values Based on Kaizen Principles
Eliminate: MUDA-Waste
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Fundamental Values
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Technical and Organizational Action Pillars
Flow Management
Asset Management
Quality Management
Service Management
Mission and Targets
People Involvement
C u s t o m e r s

The worldwide Kaizen Management System for sustainable profit and growth
S u p p l i e r s
People Involvement Process Flow Process Effectiveness
QCD
Zero Errors Lean Support Systems
QCD
C u s t o m e r s
TFM
Total Flow Management
TPM
Total Productive Maintenance
TQM
Total Quality Management
TSM
Total Service Management
TCM – Total Change Management
Build up a solid basis with:
Eliminate: MUDA-Losses
? KAIZEN? Foundations
Eliminate: MUDA-Waste
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Examples of KMS Models
TOYOTA
The Stanley Production System
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KAIZEN Foundations Model
S u p p l i e r s
People Involvement Process Flow Process Effectiveness
QCD
Zero defects Lean Support Systems
QCD
C u s t o m e r s
Total Systems:
? Value Stream Thinking; ? People Development; ? Kaizen Management.
Quality First:
? Market In; ? Next Op. is Customer; ? Upstream Management;
Process Focus:
? Process and Results; ? Gemba Gembutsu; ? 7 Mudas.
Universal Tools:
? SDCA / PDCA; ? 5S Habits; ? Visual Management.
? KAIZEN? Foundations – Fundamental Values and Paradigms
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Foundations - Resistance to Change and Paradigms
S u p p l i e r s
People Involvement Process Flow Process Effectiveness
QCD
Zero defects Lean Support Systems
QCD
C u s t o m e r s
? People will naturally resist to change; ? The power of paradigms; ? The process of paradigms change.
Paradigms
KAIZEN? Foundations – Fundamental Values and Paradigms
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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?”
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Foundations - Paradigms – What do you See?
What do you see? A young lady or an old woman? It will depend on your own Paradigms! The reality is that both are present. It is important to Value different points of view!
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Foundations - The Process of Cultural Change
Process of Personal Change
Process of Business Change
(needs to be managed by change agents)
Values, Paradigms, Way of Being New Ideas, Acceptance
Values, Paradigms,
New Paradigm Pioneers
Culture
New Ideas, Acceptance
New Paradigm Sponsors
Beliefs, Habits
Trial of New Behaviour
Systems, Standards
Pilot Processes
New Paradigm Sponsors
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Foundations - The Process of Cultural Change
The Company Culture Changes
People Start Changing their Behaviour through belief in new systems and habit of new standards When Gemba Kaizen Activities Improve Work Areas and Processes (visible Improvement) Gemba Kaizen: Projects, Workshops and Team Activities. Changing working conditions leads to employee behaviour change are introduced motivation increases and employees enjoy the practical learning
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Foundations - Total Systems - Overview
S u p p l i e r s People Involvement Process Flow Process Effectiveness C u s t o m e r s
QCD
Zero defects Lean Support Systems
QCD
Total Systems:
? Value Stream Thinking; ? People Development; ? Kaizen Management.
? 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 Paradigms
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Foundations - Quality First - Overview
S u p p l i e r s People Involvement Process Flow Process Effectiveness C u s t o m e r s
QCD
Zero defects Lean Support Systems
QCD
Quality First:
? Market In; ? Next Op. is Customer; ? Upstream Management;
? Product Out vs. Market In; ? Final Customer vs. Next Operation is Customer; ? Inspection Management vs. Upstream Management.
KAIZEN? Foundations – Fundamental Values and Paradigms
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Foundations - Process Focus
S u p p l i e r s
People Involvement Process Flow Process Effectiveness
QCD
Zero defects Lean Support Systems
QCD
C u s t o m e r s
Process Focus:
? Process and Results; ? Gemba / Gembutsu; ? 7 Mudas.
? Results Focus vs. Process and Results; ? Theory / Opinion vs. Gemba / Gembutsu; ? Point Improvement vs. Flow Improvement.
KAIZEN? Foundations – Fundamental Values and Paradigms
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Foundations - Universal Tools
S u p p l i e r s C u s t o m e r s
People Involvement Process Flow Process Effectiveness
QCD
Zero defects Lean Support Systems
QCD
Universal Tools:
? SDCA / PDCA; ? 5S Habits; ? Visual Management.
? No Standards Kaizen vs. Standards Based Kaizen; ? No Kaizen Habits vs. Kaizen 5S Habits; ? Hidden Information vs. Visual Management.
5S
KAIZEN? Foundations – Fundamental Values and Paradigms
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TCM - Total Change Management Model
III. Establish Direction & Control
1. Establish a KMS Audit 2. Policy Deployment 3. A3 Performance Control 4. Advanced HR Practices
II. Develop Change Capability
1. Develop a KMS Structure 2. KMS College (training) 3. Kanri Kaizen 4. Personal Kaizen
I. Design an Effective KMS
1. Design a KMS Model 2. Gemba Kaizen Workshops 3. Value Stream Projects 4. Autonomous Team Activities
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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 and meaning; ? 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 KMS
1. Design a KMS Model 2. Gemba Kaizen Workshops 3. Value Stream Projects 4. Autonomous Team Activities
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