Günümüz işletmeleri ayakta kalabilmek, küresel rekabet ortamında mücadele edebilmek ve operasyonel performanslarını artırabilmek için sürekli iyileşebilen, dönüşebilen ve yeni teknoloji ve ...uygulamalara adapte olabilen sistem ihtiyacı ve arayışı içindedirler. Yalın üretim temeline dayandırılan dünya klasında üretim (World Class Manufacturing-WCM); sürekli iyileşme temelinde üretim performansını arttırabilmek için en iyi uygulamaları arayan, operasyonel mükemmelliği ve rekabetçiliği hedefleyen bir üretim yaklaşımıdır. 2000'li yıllarda klasik yaklaşımdan modern yaklaşıma evrilen dünya klasında üretim, esnek ve çevik olmaya odaklanmıştır. Modern dünya klasında üretim modeli 10 operasyonel ve 10 yönetsel sütunun eşgüdüm içerisinde çalışmasını sağlayan sistematik bir yapıdan oluşur. Bu çalışmada, operasyonel sütunlardan işyeri organizasyonu sütunu (Workplace Organization-WO) hedef alınarak bir otomotiv yan sanayi tedarikçisinin sistem performansının yükseltilmesi amaçlanmıştır. Çalışmada, sistem performansını geliştirmek için başlıca kayıplar 3M analizi ve katma değeri olmayan aktivite (NVAA) analizi ile belirlenmiş, TIE kaizen yapılabilecek iyileştirme alanları belirlenip tek parça akışı uygulaması ile kayıplar giderilmeye çalışılmıştır. Tek parça akışı uygulaması ile çevrim süresinin kısalması, kalite problemlerinin azalması ve iş yükü dengesizliklerinin önüne geçilmesi beklenmektedir.
A busca pela melhoria contínua e a luta diária por melhores resultados econômicos nas empresas tem sido constante, tendo em vista não somente o crescimento, assim como oferecer produtos e serviços ...com uma melhor qualidade, fazendo assim com que as empresas busquem o conhecimento das melhores práticas e metodologias para alcançarem estes objetivos. Com esse cenário, este trabalho objetiva apresentar como funciona a aplicação da ferramenta Kaizen em uma das maiores empresas do ramo de massas e biscoitos da América Latina. O trabalho adota o estudo de caso como abordagem metodológica, cujas evidências foram coletadas por meio de alguns trabalhos de melhoria contínua realizados na empresa. Os resultados mostram que a ferramenta Kaizen auxiliou na melhoria dos métodos e processos, tendo como principal evidência a redução de 35% na geração de descarte para o Kaizen específico apresentado neste estudo de caso.
KAIZEN 0 LA MEJORA CONTINUA Yenque D., Julio; García P., Manuel; Raez G., Luis
Industrial data,
04/2014, Volume:
5, Issue:
1
Journal Article
Peer reviewed
Open access
Muchas veces nos hacemos la pregunta ¿por qué las empresas japonesas son competitivas?, seguramente muchas de las respuestas a esta incógnita tienen sustento en el Kaizen. Y es que el Kaizen no es un ...simple concepto, es toda una forma de vida que involucra tanto a gerentes como a trabajadores, en la búsqueda del mejoramiento progresivo de las empresas. En su libro Kaizen, La Clave de la Ventaja Competitiva Japonesa, Masaaki Imai explica en forma sencilla cual es la esencia de esta filosofía: Kaizen significa mejoramiento, más aún significa mejoramiento progresivo que involucra a todos y que supone que nuestra forma de vida, ya sea en el trabajo o en la vida social y familiar, es tan valiosa que merece ser mejorada de manera constante.
Lean-Kaizen is composed of two words lean and Kaizen; lean means elimination of non-value added activities (waste) and Kaizen means continuous improvement. Hence, Lean-Kaizen means continuous ...elimination of wastes through small-small improvements. This paper presents implementation of Lean-Kaizen concept in a small- and medium-scale enterprise (SME) at a non-capital region in India. The existing situation of the shop floor of selected SME was recorded, and current state map was prepared. The takt time was calculated, and bottlenecks were identified. Finally, a future state map was developed and gap areas were identified that served as a guide for determining the future lean activities. The “5-why” method was employed for identifying root causes in order to bridge the identified gap, and Kaizen events were proposed as solutions. In this study, two Kaizen events were proposed. In the first Kaizen event, the poka-yoke technique was used to control the variation caused by the slide of cylindrical grinding machine which eliminated wheel touch mark problem on the selected product. In the second Kaizen event, the brainstorming technique was applied to clamp the workpiece on the serration side rather than the slot side which eliminated the roughness on outer diameter. After the implementation of Kaizen events, reduced inventory level, reduced lead time and reduced cycle time, rework elimination, improved productivity, and improved product quality were achieved. It is concluded that Lean-Kaizen is an effective and reliable improvement technique which helps to tackle all types of inefficiencies hidden in the organizations.
Purpose
The purpose of this paper is to explore a Six Sigma implementation within a Kaizen mechanism, how the Kaizen events and methodology evolved, as well as the critical success factors as the ...methodology developed.
Design/methodology/approach
This paper begins with a review of the literature on Six Sigma and its Kaizen factors, followed by an empirical study a Kaizen event framework that was developed for a Taiwanese firm.
Findings
The results of the Six Sigma system proposed in this paper show that each organization used a unique Kaizen mechanism when initiating a Six Sigma project. A Kaizen event within a Kaizen mechanism can be used to obtain valuable insights about Six Sigma implementations. Firms should be able to achieve better management decisions after conducting self-assessments using the model.
Originality/value
This paper provides documented evidence of Six Sigma implementations with Kaizen events flow units, representative of aerospace industry. This study should prove to be of a great value to academics, consultants, researchers, and practitioners of Six Sigma.
LEAN was developed by Toyota to provide a systematic way to eliminate waste and standardize processes. We sought to introduce LEAN methodology to surgical residents with the goal of increasing ...rounding efficiency.
A Kaizen event was used as a rounding efficiency improvement strategy. A multidisciplinary healthcare team participated in the event; first to identify the current state of rounds, second to create the ideal state. Value-stream maps were created and improved efficiency was seen by increased ratio of productive time to lead time.
Two interventions were prioritized. The first introduced table rounds before walk rounds and the second changed the sign-out tool from Baton to Microsoft Word with file encryption. The ratio of productive time to lead time during morning rounds was higher after implementing these interventions (3.73 vs. 2.03).
This Kaizen event introduced surgical trainees to LEAN and resulted in improved efficiency of morning rounds.
•LEAN can and should be introduced to surgical residents.•LEAN can help increase efficiency of a defined workflow.•Involvement of all stakeholders is essential.•The process of LEAN must be iterative to maximize results.
PurposeThis study examines the role of anxiety in kaizen behaviour and performance by empirically testing the influence of personal anxiety (state and trait) on individual kaizen behaviours (rule ...adherence, initiative and perseverance of effort), which, in turn, affect individual kaizen performance.Design/methodology/approachThe data were obtained from a survey of 552 employees of four companies in Japan and analysed using structural equation modelling.FindingsThe results show that state anxiety has a significantly positive effect on rule adherence and kaizen performance. Trait anxiety positively influences employees' initiative and perseverance but has a significant negative effect on kaizen performance.Originality/valueThis study contributes to kaizen and continuous improvement theory by focussing on individual kaizen, which is considered to be as important as organisation-level kaizen and investigating the relevance of personal anxiety in individual kaizen behaviours and kaizen performance.
Evidence suggests that lean methods and tools have helped manufacturing organisations to achieve operational excellence, and in this way meet both traditional and contemporary organisational ...objectives such as profitability, efficiency, responsiveness, quality, and customer satisfaction. However, the effect of these methods and tools on environmental performance is still unclear, as limited empirical research has been conducted in this field. This paper therefore investigates the impact of five essential lean methods, i.e. JIT, autonomation, kaizen/continuous improvement, total productive maintenance (TPM) and value stream mapping (VSM), on four commonly utilised measures for the compliance of environmental performance, i.e. material use, energy consumption, non-product output, and pollutant releases. A correlation analysis modelled the relationship and effect of these lean methods on the environmental performance of 250 manufacturing organisations around the world. Structural equation modelling (SEM) was used as a second pronged verification approach to ensure the validity of the results. The results indicate that TMP and JIT have the strongest significance on environmental performance, whereas kaizen/continuous improvement only showed an effect on the use of materials and release of pollutants. Autonomation and VSM did not show any impact on environmental performance. The research holds important implications for industrialists, who can develop a richer knowledge on the relationship between lean and green. This will help them formulate more effective strategies for their simultaneous or sequential implementation. The paper extends our knowledge in the lean and green field by helping us to establish and explain the given relationships between five of the most important and commonly used lean methods and the environmental performance of manufacturing organisations. No previous research had considered the studied lean methods and environmental measures of performance.
•Five lean methods' effect on four measures of environmental performance is explored.•Correlation and SEM analyses from 250 companies were conducted.•TMP and JIT had the strongest significance on environmental performance.•Kaizen/CI only showed an effect on the use of materials and release of pollutants.•Autonomation and VSM did not show any impact on environmental performance.
Microsurgical interventions involve the interaction of numerous variables, making objective analysis of skill proficiency challenging. This difficulty is even more pronounced in low-resource ...contexts. Continuous improvement methodologies such as Kaizen-PDCA and Micro-Movements Science can address this issue. This study aimed to demonstrate the advantages of designing and implementing microsurgical training programs using these methodologies.
Following an extensive literature review of Kaizen-PDCA and Micro-Movements Science and under the guidance of experienced neurosurgeons and engineers, a microvascular bypass training program was developed using the human placenta. Subsequently, the training program was used to analyze and describe the process of a trainee neurosurgeon in Argentina with no prior experience in microvascular anastomosis, as the operator gained proficiency.
The trainee required 12 attempts to achieve the program goals. The longest procedural time was during the first attempt (1 h 49 min 05 s with two mistakes), while the shortest time was during the fourth attempt (53 min 29 s with three mistakes). After 12 attempts, the trainee made no mistakes, and the procedural time was reduced to 57 min 37 s. The final learning curve demonstrated a regular pattern and reached a plateau after seven attempts.
The training program and methodology effectively assessed, facilitated, and demonstrated the acquisition of microsurgical skills. Kaizen-PDCA and Micro-Movements Science enabled the effective use of expert experience, detailed evaluation of microsurgical procedures, and integration into a continuous improvement cycle. The program structure could also be valuable for teaching, evaluating, and enhancing similar surgical procedures.
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