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Gemba KaizenGemba Kaizen A Commonsense, Low-Cost Approach To Management Masaaki Imai Glossary A AQL: Acceptable Quality Level is a practice between customers and suppliers that allows suppliers to deliver a certain percentage of rejects by paying penalties. As...

Gemba Kaizen
Gemba Kaizen A Commonsense, Low-Cost Approach To Management Masaaki Imai Glossary A AQL: Acceptable Quality Level is a practice between customers and suppliers that allows suppliers to deliver a certain percentage of rejects by paying penalties. Ask why five times: A commonsense principle of determining the root cause of a problem. C Check gembutsu: Examining tangible objects in gemba when attempting to determine the root cause of problems. Conformance: An affirmative indication or judgment that a product or service has met the requirements of a relevant specification, contract, or regulation. Control chart: A chart with upper and lower control limits on which values of some statistical measures for a series of samples or subgroups are plotted. The chart frequently shows a central line to help detect a trend of plotted values toward either control limit. Cost: When used in the context of QCD, the word cost usually refers to cost management, and not cost cutting. Cost management refers to managing various resources properly, and eliminating all sorts of muda in such a way that the overall cost goes down. Cross-functional management: An interdepartmental management activity to realize QCD. Cycle time: The actual time taken by an operator to process a piece of product. (See takt time.) D Delivery: When used in the context of QCD, the word delivery refers to meeting both the delivery as well as the volume requirements of the customer. Don't get it, don't make it, don't send it: A commonsense slogan to be implemented in gemba that puts into practice the belief that quality is the first priority in any program of QCD, for example, don't accept inferior quality from the previous process, don't make rejects in one's product, and if a reject has been produced, don't knowingly send it to the next process. F Failure Tree Analysis: Failure Tree Analysis is used to analyze and avoid in advance any safety and reliability problems by identifying cause-and-effect relationships and probability of problems by using the tree diagram. Five golden rules of gemba management: A set of the most practical reminders in implementing kaizen in gemba: (1) Go to gemba when problems arise; (2) check gembutsu; (3) take temporary measures on the spot; (4) find and eliminate the root cause; and (5) standardize to prevent recurrence. Five M's (5M): A method for managing resources in gembaspecifically those known as "5M"manpower, machine, material, method, and measurement. Five S's (5S): A checklist for good housekeeping to achieve greater order, efficiency, and discipline in the workplace. It is derived from the Japanese words seiri, seiton, seiso, seiketsu, and shituke and adopted to the English equivalents of sort, straighten, scrub, systematize, and standardize. In some companies it is adopted as the 5C's campaign: clear out, configure, clean & check, conform, and custom & practice. Flow production: One of the basic pillars of just-in-time production system. In the flow production, machines are arranged in the order of processing so that the work piece flows between processes without interruptions and stagnation. FMEA: Failure Mode and Effect Analysis is an analytical tool used to predict and eliminate in advance any potential design defect in a new product by analyzing the effects of failure modes of component parts on the final product performance. FMEA is also used for design review activities of a new production facility (called process FMEA). FTA: See Failure Tree Analysis. G Gemba:A Japanese word meaning "real place"now adapted in management terminology to mean the "workplace"or that place where value is added. In manufacturing, it usually refers to the shop floor. Gembutsu: The tangible objects found at gemba such as work pieces, rejects, jigs and tools, and machines. Go to gemba: The first principle of gemba kaizen. This is a reminder that whenever abnormality occurs, or whenever a manager wishes to know the current state of operations, he or she should go to gemba right away, since gemba is a source of all information. H Heinrich's Law: A principle related to occurrence ratio of accidents with injuries. Heinrich expressed the ratio as follows: Serious injury:minor injury:no injury = 1:29:300. This equation expresses that when you see 1 person who was seriously injured by an accident, the same accident might have hurt 29 persons slightly. At the same time, there might have been 300 people who were luckily not injured but experienced the same accident. Hiyari KYT (kiken-yochi training): Hiyari KYT refers to the practice of anticipating danger in advance and taking steps to avoid it. Hiyari report (scare report): Hiyari Report (the scare report) is a written form from a worker to a supervisor that reports a condition that is unsafe and could lead to quality problems and/or accident. I Ishikawa (fishbone) diagram: A diagram originally developed by Professor Kaoru Ishikawa to show causes (process) and the effect (result). The diagram is used to determine the real cause(s) and is one of the seven basic tools of problem solving. ISO 9000 Series Standards: A set of international standards on quality management and quality assurance developed to help companies document the quality system elements to be implemented to ensure the conformance of a product to specifications. J Jidhoka (autonomation): A device that stops a machine whenever a defective product is produced. This device is essential in introducing JIT. Jishuken gemba kaizen:In the early 1960s, jishuken (autonomous JIT study team) was started to implement JIT activities in gemba among the Toyota Group of companies. JIT (just-in-time): A system designed to achieve the best possible quality, cost, and delivery of products and services by eliminating all kinds of muda in a company's internal processes and deliver products just-in-time to meet customers' requirements. Originally developed by Toyota Motor Company, it is also called by such names as Toyota Production System, lean production system, and kanban system. JK (jishu kanri): Jishu kanri means autonomous management in Japanese and refers to workers' participation in kaizen activities as a part of their daily activities under the guidance of the line manager; it is different from quality circle activities which are voluntary and are carried out by the workers' own volition. K Kaizen concepts: Major concepts that must be understood and practiced in implementing kaizen. · Kaizen and management · Process versus result · Following the PDCA/SDCA · Putting quality first · Speaking with data · Treating the next process as the customer Kaizen story: A standardized problem-solving procedure to be used at each level of organization. Kaizen story has eight steps: (1) select a project, (2) understand current situations and set objectives, (3) analyze data to identify root causes, (4) establish countermeasures, (5) implement countermeasures, (6) confirm the effect, (7) standardize, and (8) review the above process and work on the next steps. Kaizen systems: Major systems that must be established to attain a world-class status. · Total Quality Control (Total Quality Management) · Just-in-time production system · Total productive maintenance · Policy deployment · Suggestion system · Small-group activities Kanban: A communication tool in the just-in-time system whenever a batch production is involved. A kanban, which means a sign board in Japanese, is attached to a given number of parts or products in the production line, instructing the delivery of a given quantity. When the parts have all been used, the kanban is returned to its origin where it becomes an order to produce more. Kosu:Manufacturing operations can be divided between machining hours and man hours. Kosu refers to the specific man hours it takes to process one unit of a product in a given process and is calculated by multiplying the number of workers involved in a process by the actual time it takes to complete the process, and dividing that by the units produced. It is used as a measure of operators' productivity. Kosu reduction is one of the key measures of productivity improvement in gemba. M Morning market: A daily routine at gemba that involves examining rejects (gembutsu) made the previous day before the work begins so that countermeasures can be adopted as soon as possible, based on gemba-gembutsu principles. This meeting involving the gemba people (and not staff) is held first thing in the morning. Muda:The Japanese word meaning ''waste" which, when applied to management of the workplace, refers to a wide range of non-value-adding activities. In gemba, there are only two types of activities: value adding and non-value adding. In gemba kaizen, efforts are directed first to eliminate all types of non-value-adding activities. Elimination of muda in the following areas can contribute to significant improvements in QCD: overproduction, inventory, rejects, motion, processing, waiting, transport, and time. Muda elimination epitomizes the low-cost, commonsense approach to improvement. Mura:Japanese word meaning irregularity or variability. Muri:Japanese word meaning strain and difficulty. O One-piece flow: Only one work piece is allowed to flow from process to process to minimize muda in a just-in-time production system. P Pareto chart: A graphical tool for ranking causes from the most significant to the least significant. It is based on the Pareto principle, first defined by J. M. Juran. This 80:20 principle suggests that 80 percent of effects come from 20 percent of the possible causes. The Pareto chart is one of the seven basic tools of problem solving. PDCA: Plan-Do-CheckAct-the basic steps to be followed in making continual improvement (kaizen). Pull production: One of the basic requirements of a just-in-time production system. The previous process produces only as many products as are consumed by the following process. Push production: The opposite of pull production. The previous process produces as much as it can without regard to the actual requirements of the next process and sends them to the next process whether there is a need or not. Q QA Best-Line Certification: An in-house certification system to certify a world-class level of quality assurance performance of a particular process. QC Circles: See Quality Circles. QCD (Quality, Cost, Delivery): Quality, cost, and delivery is regarded as an ultimate goal of management. When management is successful in achieving QCD, both customer satisfaction and corporate success follow. QCDMS: In gemba, often M(morale) and S(safety) are added to QCD as a target to be achieved. QFD (Quality Function Deployment): A management approach to identify customer requirements first, and then work back through the stages of design, engineering, production, sales, and after-service of products. QS 9000: A U.S. version of ISO 9000 series imposed by the Big Three automotive companies to the suppliers as compared with the general description of requirements by ISO 9000. QS 9000 specifies additional requirements, in particular, the need for continuous improvement of the standard and corrective actions. Quality: In the context of QCD, quality refers to the quality of products or services delivered to the customer. In this instance, quality refers to conformance to specifications and customer requirements. In a broader sense, quality refers to the quality of work in designing, producing, delivering, and after-servicing the products or services. Quality circles: Quality improvement or self-improvement study groups composed of a small number of employees (ten or fewer). Quality circles were originated in Japan and are called quality control (QC) circles. The QC circle voluntarily performs improvement activities within the workplace, carrying out its work continuously as a part of a companywide program of mutual education, quality control, self-development, and productivity improvement. S Scare report: See Hiyari report. SDCA: Standardize-Do-Check-Act the basic steps to be followed to maintain the current status. Simultaneous realization of QCD: The top management must make certain that all levels of the company work to achieve Quality, Cost, and Delivery. The ultimate goal is to realize QCD simultaneously, but first of all, priority must be established among the three, quality always being the first. Small-group activity: Shop-floor group activity to solve problems which appear at their own workplace. Groups are usually formed by five to ten shop-floor operators. Their activities are mostly similar to quality circle's. However, small-group activities are implemented not only for such activities as quality improvement, cost reduction, TPM, and productivity improvement, but also recreational and other social activities. Standardization: Standardization is one of the three foundations of gemba kaizen activities and means the documentation of the best way to do the job. Standardized work: An optimum combination of man, machine, and material. The three elements of standardized work are takt time, work sequence, and standard work-in-process. Standards: A best way to do the job, namely, a set of policies, rules, directives, and procedures established by management for all major operations, which serve as guidelines that enable all employees to perform their jobs to assure good results. Statistical process control (SPC): The application of statistical techniques to control a process. Often the term "statistical quality control" is used interchangeably. Statistical quality control (SQC): The application of statistical techniques to control quality. Often used interchangeably with statistical process control, but includes acceptance sampling as well as statistical process control. Store room: The place where work-in-processes and supplies are stored in gemba. A store room is different from the normal warehouse since only standardized inventory is kept in the store room. Suggestion system: In Japan, the suggestion system is a highly integrated part of individual-oriented kaizen. The Japanese-style suggestion system emphasizes morale-boosting benefits and positive employee participation over the economic and financial incentives that are stressed in a Western-style system. T Takt time: The theoretical time it takes to produce a piece of product ordered by the customeras determined by dividing the total production time by the number of units to be produced. Three K's (3K): The Japanese words referring to conventional perception of gembakiken (dangerous), kitanai (dirty), and kitsui (stressful)in direct contrast to the idea of gemba being the place where real value is added and the source of ideas for achieving QCD. Three M's (3M): Muda (waste), mura (irregularity), and muri (strain). These three words are used as kaizen checkpoints to help workers and management to identify the areas for improvement. Three M's (3M) in gemba: The three major resources to be managed in gembamanpower, material, and machine. (Sometimes referred to as 5M with the addition of "methods" and "measurement.") Total productive maintenance (TPM): Total productive maintenance aims at maximizing equipment effectiveness throughout the entire life of the equipment. TPM involves everyone in all departments and at all levels; it motivates people for plant maintenance through small-group and autonomous activities, and involves such basic elements as developing a maintenance system, education in basic housekeeping, problem-solving skills, and activities to achieve zero breakdowns and accident-free gemba. Autonomous maintenance by workers is one of the important elements of TPM. 5S is an entry step of TPM. Total quality control (TQC): Organized kaizen activities on quality involving everyone in a companymanagers and workersin a totally integrated effort toward kaizen at every level. It is assumed that these activities ultimately lead to increased customer satisfaction and the success of the business. In Japan, the term "total quality management" (TQM) is getting increasingly popular in usage and now is taking the place of TQC. Total quality management (TQM): See Total quality control (TQC). TQC: See Total quality control. Two-day gemba kaizen: Gemba kaizen practices at Nissan Motor Company and its suppliers. A particular process is selected and a group of internal kaizen consultants, engineers, and line managers spend two days in gemba using just-in-time and other related checklists to attain the target. V Value analysis (VA): A method for cost reduction introduced by L. D. Miles at GE in 1947. It aims at reducing material and component costs at the upstream stages of designing and design reviews and involves cross-functional collaborations of product design, production engineering, quality assurance, and manufacturing, etc. VA is also employed for competitive benchmarking. Value engineering (VE): A method and practice for cost reduction developed by the U.S. Department of Defense in 1954. In Japan, both VA and VE are used almost for the same purposes (see value analysis). Visual management: An effective management method to provide information and gembutsu in a clearly visible manner to both workers and managers so that the current state of operations and the target for kaizen are understood by everybody. It also helps people to identify abnormality promptly. Chapter One An Introduction To Kaizen Since 1986, when the book Kaizen: The Key to Japan's Competitive Success was published, the term kaizen has come to be accepted as one of the key concepts of management. The 1993 edition of the New Shorter Oxford English Dictionary contained the word kaizen.* (The New Shorter Oxford English Dictionary defines kaizen as continuous improvement of working practices, personal efficiency, etc., as a business philosophy.) Thus kaizen has finally gained recognition in the English vocabulary. Readers who are unfamiliar with kaizen may find it helpful to begin with a brief summary of the concepts of kaizen. For those who are already familiar with kaizen, this chapter may serve as a review. In Japanese, kaizen means continuous improvement. The word implies improvement that involves everyoneboth managers and workersand entails relatively little expense. The kaizen philosophy assumes that our way of lifebe it our working life, our social life, or our home lifeshould focus on constant-improvement efforts. This concept is so natural and obvious to many Japanese that they don't even realize they possess it! In my opinion, kaizen has contributed greatly to Japan's competitive success. Although improvements under kaizen are small and incremental, the kaizen process brings about dramatic results over time. The kaizen concept explains why companies cannot remain static for long in Japan. Western management, meanwhile, worships innovation: major changes in the wake of technological breakthroughs; the latest management concepts or production techniques. Innovation is dramatic, a real attention getter. Kaizen, on the other hand, is often undramatic and subtle. But innovation is one-shot, and its results are often problematic, while the kaizen process, based on common sense and low-cost approaches, assures incremental progress that pays off in the long run. Kaizen is also a low-risk approach. Managers can always go back to the old way without incurring large costs. Most "uniquely Japanese" management practices, such as total quality control or companywide quality control, quality circles, and our style of labor relations, can be reduced to one wor
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