LEAN MANUFACTURING, , 5S AND KAIZEN submitted to: Dr. Archana Gandhi submitted by: Aditya, Nainshi, Nisha¢ Lean manufacturing is a production method designed to help reduce both the time for production, as well as response times to customers and from suppliers. The practice allows reducing waste and inventory costs by producing only what's in demand and not overstocking. By reducing the production time, the method improves the productivity rate and helps increase profits. ¢ Lean has its origin in Japan. The automotive manufacturer, the company Toyota adopted a manufacturing process which was known as the Toyota Production system (TPS). ¢ Lean manufacturing system mainly focuses on customer's need.GOALS IN LEAN MANUFACTURING TO IMPROVE THE QUALITY OF DELIVERED VALUE (PRODUCTS OR SERVICES). TO REDUCE DELIVERY TIMES AND TIMES TO RESPOND TO CUSTOMER REQUESTS. TO OPTIMIZE WORK PROCESSES BY ELIMINATING WASTE. TO REDUCE COSTS BY MEETING CUSTOMER DEMANDS. WITH AS LITTLE RESOURCES AS NEEDED.Kaizen One-piece Flow iy y Kanban Demand management Bottleneck supply ‘Andon Eee Lean audit Continuous flow Right First Time ‘sMED 5s Jidoka Heljunka Gemba TPM Quick Changeover DCA Poka Yoke Just in Time Hoshin Kanri Tom Tastes S whys Visual Management Take Time ore Root cause Analysis KPIs ‘SMART goalsPursue perfection Define value Lean Principles oy Pull Map the value stream Establish flow3 M- MUDA, MURA AND MURI::: ae sex 84 ~ Workload that is not balanced Activities that d Not add value Work that creates burden for the team members or processesWASTES OF LEAN MANUFACTURING Defects Overproduction Waiting 0 Non-Utilized Talent talents Transportation oO Inventory Un excess snd materials of not be .5S is a methodology that is commonly used in Lean Manufacturing to help improve workplace, efficiency an productivity. This system focuses on putting everything where it belongs and keeping the workplace clean, which makes it easier for people to do their jobs without wasting time or risking injury. It is based on five Japanese words that begin with the letter "S": Seiri (Sort), Seiton (Set in order), Seiso (Shine), Seiketsu (Standardise), and Shitsuke (Sustain).ESN cael ee ee ee Bie eee n Ceo ase 4. STANDARDIZE Create Visual eee] Creer SeedBENEFITS OF 5S ® INCREASED PRODUCTIVITY @® IMPROVED SAFETY ® COST SAVINGS © IMPROVED QUALITY ® BETTER EMPLOYEE MORALE © ENHANCED TEAMWORK ‘source: https://asq.org/quality-resc lianaCase study of an inspection room:- Sort:- Initially the inspection department occupied large space, not organized and untidy. A red tag campaign team was formed. The members of red tag team separated unnecessary items and necessary items in the inspection department. The team then placed red tag on items that were not used .As a result of this sort phase, the used space became free and all the unnecessary items were disposed. 2.Set in Order:- After sorting phase, the necessary items that remained were arranged according to the job requirement in each station. A designated area was assigned and left out necessary items were placed accordingly. This resulted in reducing searching time. A visual approach was used as possible to ease the organization process and make work easier for the worker. 3.Shine:- After the Set in order phase, the inspection department was cleaned. The cleaning supplies shadow board was used to find cleaning supplies. This has resulted in minimizing searching time. When cleaning the workstation the associates were able to find abnormalities in workstation so that one can fix the deviations. This has resulted in associates keeping their workstation clean.4.Standardise:- The associates from the company cleaned their workstation as part of their daily routine. At the end of every week, a detailed cleanup is performed. This has resulted in maintaining high standards of clean and neat workplace. A plan was developed to perform routine practices for cleaning and checking. Each and every worker were given a task to perform daily clean up activity. 5.Sust: At this final stage of 5S, the inspection department has established standards for each step of 5S and has acquired self-discipline. An assessment was created for the successful implementation of 5S process. Each and every month the observation was carried out and result analysis was performed.Conclusion :- Due to implementation of 5S, abnormalities were highlighted, problems were observed visually and hence action plan were taken to be solved. The number of accidents happened in the industry were reduced.© Kaizen originated in Japan during the early 1950s * It comes from two words: Kai (improvement) and Zen (good). * The philosophy behind Kaizen is an approach to Continuous improvement. * It involves small, incremental changes made over a long period of time with the goal of improving overall performance and eliminating waste. ai ax Kaizen emphasizes the involvement of all employees in the improvement process, from top management to the front-line workers. It is based on the idee that everyone can contribute to making small improvements that add up to significant gains in efficiency and effectiveness.Process Kaizen focuses on changes to individual work areas to make work more efficient. This approach to Kaizen requires workers to begin looking for small improvements they can make in their work area within a day or two. Ideally, improvements should be focused on eliminating waste (muda) and work processes that are overly difficult (muri) example- * Missing tools or supplies, which cause undue delays + Tasks that require workers to frequently leave their work area Flow Kaizen focuses on changes that improve material and information flow throughout the entire business, making larger changes that impact multiple work areas, using cross-departmental teams. These teams are empowered to make a change within a pre-defined scope of responsibility. example- + eliminate errors caused by non-standard processes * Reduce downtime (waiting) caused by materials or supplies not being where they should + Reduce rework caused by miscommunication between departments Kaizen is a key component of Lean manufacturing. The Lean philosophy encourages a culture of continuous improvement, and Kaizen provides a structured approach to achieving this.The 3 Pillars of Kaizen Elimination of Waste * Also called as Muda which Housekeeping_ means any resource that Standardization * is the process of is currently being used but * producing products managing Gemba does not actually add and services to pre-set (workplace) to foster value eliminated from the specifications. ft continuous Pee toate lowers costs, increases improvement. only valuable services and productivity, and + The goalis to have all products are offered. creates more stable items easy to locate * eg-transportation, over- workflows. when they are needed. processing, waiting, * Agood standard Any waste should be motion, defects, re given a.red tag and) Inventory, and safest, easiest, and removed from the overproduction. most efficient way to process to improve perform a job. efficiency.How to implement KAIZEN Define the problem - identify the area or process that needs improvement should be cross- functional, with members from different departments and levels of the organization. Create a Kaizen team- should be cross-functional, with members from Analyze the data-to different race departments and jentify the levels of the root causes of Moevelop a plan for organization. the problems Implementing the improvements which includes actions, timelines and metrics for measuring growt!How to implement KAIZEN Implement the plan - small, incremental changes to the process. Monitor progress and measure the impact of the changes. sustain the improvements by incorporating them into standard processes and procedures10 Principles of mostra Somaes 6 Engen gaecvecs Eo fe fat on yah You can always improve yoursel. Whether it sag ys ast oct is learning something new or perfecting a skill trendy have, there s room for nero erit tae Tia Crowdsource \somfon tpl and gto nen ‘See how each principle canbe applied tone's ie one 79s ood yosroothe PERSONAL LIFE. s een Practice the "Five Why" 1 Never Stop 8 fF jethod eens There inner forimoroveentin Se clini elon Msp tofnd tert renon bose problem. Stel ey Eliminate Old Practices Be Economia foe bear es rete stoping them Be Proactive Don't Stop 3 Stop hesitating becouse of possible hurdles thot a (oe conde ee ees agpaumatenrtreenrtata, Seo Don't Assume New Try to do somethi ta little bit 4 RetiodswitWere atest tu ie coesntion tht om ocesy large impact in the long run, Neen,‘A garment manufacturing company in Bangladesh named Fashion Garments faced several challenges in its operations, which included long lead times, poor quality, high production costs, and low productivity. The company’s management realized that it needed to improve its operations to remain competitive in the market. The company implemented the Kaizen philosophy to improve its operations. The Kaizen principles adopted by the company included: + Continuous Improvement: The company adopted a culture of continuous improvement, where every employee was encouraged to identify areas that needed improvement and suggest solutions to address them. + Quality Improvement: The company implemented quality control measures to ensure that its products met the highest standards. The company also implemented a quality management system to monitor and improve its quality standards continually. + Productivity Improvement: The company implemented productivity improvement measures to increase its output and reduce lead times. The company introduced new production processes and streamlined its operations to improve efficiency and reduce waste. + Employee Empowerment: The company empowered its employees by providing them with the necessary training and resources to improve their skills and knowledge. The company also encouraged teamwork and collaboration to foster a culture of continuous improvement. Results Achieved: The implementation of Kaizen principles resulted in significant improvements in Fashion Garments' operations. The company was able to reduce its lead times, improve its product quality, increase its productivity, and reduce its production costs. The company's employees were also more engaged and motivated, resulting in higher job satisfaction and lower turnover rates. The company's improved operations also resulted in increased orders from