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KAIZEN > JICA Golden Material > Flashcards

JICA Golden Material Flashcards

1
Q

Productivity

A

Productivity is the ratio of output (which we gain from a process or activity) to input we enter to process or use during the activity.
Productivity = Output / Input

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2
Q

5 approaches for increasing the productivity

A

1-Increase in output / keep the input constant (Practical)
2-Keep the output constant / decrease the input (Practical)
3-Increase the output / decrease the input
4-Increase the output (dramatic) / increase the input (small)
5-Decrease the output (small) / decrease the input (dramatic)

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3
Q

What we are supposed to optimize?

A

1-Quality 2-Cost 3-Delivery/Due date&raquo_space;> The combination of these three means “The Product”

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4
Q

What does mean “Total Management”?

A

Optimizing input, production and product

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5
Q

What are the inputs?

A

4M = Man, Material, Machine, Method + Information

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6
Q

What are in the scope of Production?

A

Design, Procurement, Operations

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7
Q

Increase in Productivity needs ……

A

A systematic approach to be implemented properly.

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8
Q

What is KAIZEN?

A

“Continuous Improvement” in the whole organization

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9
Q

KAIZEN focuses on …

A

Small and eventual improvements, not revolutionary actions to improve.

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10
Q

Three slogans of KAIZEN

A

Do not say it is impossible.
Do not fear failure.
Do not deny the opinions of other persons.

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11
Q

What is PDCA?

A

Implementation framework of KAIZEN

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12
Q

Plan in PDCA

A

1.Identify gap between present status and target
2.Analyze Root Cause
3.Formulate Countermeasure

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13
Q

Do in PDCA

A

1.Develop Implementation Plan
2.Communicate Plan
3.Execute Plan

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14
Q

Check in PDCA

A

1.Monitor Progress of Implementation Plan
2.Modify Plan if Necessary
3.Monitor Results

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15
Q

Action in PDCA

A

1.Evaluate Results
2.Standardize Effective Countermeasures
3.Identify Further Improvement Projects
4.Spread Best Practice
5.Start PDCA Again

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16
Q

Muda

A

All non-value-adding things are cost-increase factors.

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17
Q

7 types of Muda (TIMWOOD)

A
  1. Muda of Overproduction (Products)
  2. Muda of Overprocessing
  3. Muda of Inventory (Raw materials)
  4. Muda of Waiting
  5. Muda in Transporting (Things)
  6. Muda of Motion (People)
  7. Muda of Defect making
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18
Q

ECRS to eliminate Muds

A

Eliminate
Combine
Rearrange
Simplify

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19
Q

What is the relationship between 5S and Muda?

A

5S is a technique to remove Muda

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20
Q

Mura

A

“Unevenness; irregularity; lack of uniformity; nonuniformity; inequality” - It is being addressed by implementing JIT

21
Q

Muri

A

“Unreasonableness; impossible; beyond one’s power; too difficult; by force; perforce; forcibly; compulsorily; - Asking more than the capacity

22
Q

PQCD

A

Productivity + QCD

23
Q

Seiri (Sort) - Definition

A

Classify unnecessary items in the workplace, dispose of them, and keep those items necessary for the current production.

24
Q

Seiri (Sort) - Definition

A

Classify unnecessary items in the workplace, dispose of them, and keep those items necessary for the current production.

25
Q

Seiri (Sort) - Objectives

A

Classify items in the workplace into necessary and unnecessary.
Reclassify the above items according to the time those will be used.
Dispose of garbage and unnecessary things to reduce waste.

26
Q

Seiri (Sort) - Advantages

A

Free up production space for new business.
Free up office or warehouse space, to reduce rental costs.
Save time when taking inventory.
Save time when looking for an item that is actually needed.
Save time moving goods because there is less clutter in the way.

27
Q

Seiri (Sort) - Scope

A

Everything even machines, computers, furniture, etc.
Anything which is completely non-usable or useless must be thrown out.
The remaining things must be classified according to the time they probably will be used (in a week, within two weeks, within a month, within a year, etc.)

28
Q

Seiri (Sort) - Considerations

A

Sorting must become an inherent part of people’s jobs. Everybody within the organization must attend sorting during work.
Safety considerations should be a part of the sort. If there is a safety issue, it must be solved. To implement “Sort”, the “Red Cards” are required.

29
Q

What is the “Red Card”?

A

The red card is to identify useless items which must be thrown out and also to indicate items that are usable but have problems, such as not being placed properly, not fixed yet, and not safe, etc.

30
Q

Seiton (Set in Order) - Definition

A

Decide the place for necessary items, and arrange them to keep easy access. Then they can be found easily and returned or replenished properly.

31
Q

Seiton (Set in Order) - Objectives

A

To let everyone know that each necessary item must have a particular place.
Reduce the time for search items, especially tools.
Bring order and discipline to the workspace or home.

32
Q

Seiton (Set in Order) - Advantages

A

Increased productivity by decreasing the time spent retrieving a tool.
Reduced injuries because tools are stored in convenient and ergonomic places – workers do less bending, lifting, twisting, and stretching.
Increased productivity because it is clear when items are indeed unavailable.
Easier cleanup

33
Q

Seiton (Set in Order) - Implementation

A

Store tools where they will be used. The more frequently it is used,
the closer it should
be kept. Reduce clutter by storing rarely-used tools farther away.

34
Q

Seiton (Set in Order) - Considerations

A

If it has been decided to put something in a particular place, nobody has the right to remove it to another place until further consent.
The selected places should be selected in a way that people will not suffer excess bending or stretching.

35
Q

Seiso (Shine) - Definition

A

Clean the workplace’s floors (equipment and facilities) and provide inspection and make them in good operating condition.

36
Q

Seiso (Shine) - Objectives

A

Clean and shine everything and everywhere in order to remove all stains or dust.
Make cleanliness a habit for every people within the organization.
Make the employees more motivated.

37
Q

Seiso (Shine) - Advantages

A

Cleanliness will help people perform better in the workplace thus they could work more efficiently.
A neat, clean, and shiny workplace will encourage customers to buy the company’s products.

38
Q

Seiso (Shine) - What should be shined?

A

Everything in the workspace including machines, tools, tables, etc.
Walls, floor, people’s clothing, windows, and glasses

39
Q

Seiso (Shine) - Considerations

A

If painting would help cleanliness, it can be done.
Shining is a continuous activity and never stops.
Preventing the workplace to become dirty is an important part of shining.
Everyone is responsible to do S3 in their area.

40
Q

Seiketsu (Standardize) - Definition

A

Maintain the workplace clean by making Sort, Set-in-order, and Shine activities, and also integrated into everyone’s regular work.

41
Q

Seiketsu (Standardize) - Objectives

A

Keep the 5S process alive and make Seiri, Seiton, and Seiso well-organized and accepted by all the people within the organization.
Design required standards in order to let Seiri, Seiton and Seiso perform properly.

42
Q

Seiketsu (Standardize) - Advantages

A

Continuity of first 3S implementation.
Make the program organized, disciplined, and completely regulated.
People will have a minimum misunderstanding about 5S implementation. It eliminates confusion!
Make things easier through “Visual Management”
To have simple documents to control 5S implementation.

43
Q

Seiketsu (Standardize) - How standardization will occur?

A

Through checklists, visual manuals, and simple work instructions.
Labeling, painting, and other visual management tools are in the way of preventing the system to turn back.
Documents and prior standards supervision in order to improve them continuously.

44
Q

Seiketsu (Standardize) - Considerations

A

Every process and activity within the organization must be completely understood by people who are working on standardization to make a proper standard for them.
Creating visual instruction is crucial for success in this part.
Work should be done in a team.

45
Q

Shitsuke - Definition

A

Make a self-disciplined habit of maintaining rules, procedures, and arrangements of the Organization.

46
Q

Shitsuke - Objectives

A

Make 5S an organizational culture by sustaining it and educating people to understand it better than before.
Do any kind of correction which is needed in order to comply with KAIZEN philosophy.
Get ready to start the 5S process again (according to PDCA)

47
Q

Shitsuke - Advantages

A

Shitsuke will help the whole 5S to survive because it focuses on education and make 5S a culture.
It discovers 5S problems in entire the organization through regular audits.
It brings improvement opportunities to us.

48
Q

Shitsuke - How Shitsuke help 5S to sustain?

A

When people completely understand the purpose of 5S, they will pursue it because everybody likes cleanliness. Shitsuke gives the people a deep understanding through education.
Shitsuke consists of regular audits and corrective actions which let 5S survive.
Shitsuke turns 5S to organizational culture.

49
Q

Shitsuke - Considerations

A

Management commitment to sustain and promote the system and also to educate people is crucial to 5S success.
Regular audits and supervisions must be done according to the standards defined in Seiketsu.

KAIZEN (3 decks)

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