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Daily Kaizen - Coggle Diagram
Daily Kaizen
Skills
Knowledge of responsabiliti
Knowledge of work
Skill to lead
Skill to teach
Skill to improve
The main objectif of the daily kaizen
Problems/Opportunities
Lack of knowledge about tools/methdologies to suport the management of daily activities
Low availability for implementing improvmeents
Root Cause
Daily Kaizen ModelLevel 1 - Team organization
Level 2 - Worplace Organization
Level - 3 Best practice SDCA
Level 4 - Improvement PDCA
Solution Approach/Methodology
Management of daily activities is hard and has low efficiency
Priority organized spaces and information/materials not needed
Low team motivation
Lack of standards
Lack of improvmenet culture within teams
Benefits
Improvmeent of key performance indicators
Increased productivity and motivation through better organization and standardization
Increased team flexibility and ease in the integration of new emplyees
Critical problem Troubleshooting
Simplification and optimization of the workflow
Behaviour
React quickly to a team member call
He has to know the process and the method
He has to be near of the people
He has to have the skill to implement solution effectively and swiflty
He has to get realeased easily from own working position
Monitor and communicate the team's performance
Team board should be clos to people
Use visual team board
Frequent feed back to the team
Implemente required improvement and identify more
Rapid use of practical problem solving tools
Encourage team members kaizen Ideas
Ensure containment
If the Solution is obvious : correct immediatly
4 levels of implementation
Level 0 : Daily Kaizen planning
Establish awarness
Daily Kaizen Gap analysis
Prepare to implement the 4 level model
Tools
Kaizen introduction
DK model introduction
DK gap analysis
DK miltestone plan
TDP : Team development plan business case
Imrovement opportunities
Unawareness to the current state regarding natural teams and thei leaders
Existence of gaps in the structueal organization
Inadequate team sizes
Team leader lack the necessary skills
Methodology
Daily Kaizen current state analysis
Organisatino chart
Improvement dynamic
Leadership skills
Identification of problems/improvement opportunities
Daily Kaizen future state vision mapping
Implementation plan
Expand results
Clarify the current state regarding natural teams and their leaders
Understand organisation gaps
Develop a dialy kaizen vision (what teams, what tools)
implementation plan with all the ressources
Level1: Team organisation
Tools
team Board
Meeting tandards
KPI's and target
Work planners
PDCA
GL/TL Standard Work 1
Imrovement opportunities
Lack of process monitoring KPI's
Difficulty in planning work
Teams work is not accompanied
Difficulty in following up on improvements actions
Lack of team alignment
Employee demotivation
Methodology
Standardization of daily meeting
Daily Kaizen board construction as a support to team meetings
Mission
KPI's
Action Plan (PDCA)
Work Plan
Responsability Matrix
Expand results
STandardized team meetings focused on planning, KPI's and improvements actions
Improvement of the teams' day to day consequent improvment of key performance indicators
Increased employee motivation
Awareness of waste
Team board and visual standards
Work Planners
Training and improvement roles
Level 2 : Workplace Organisation
Tools
5S
5S in the IT
One point lessons
Material replenishment
Waste Eliminiation PDCA
Job Instruction
GT/TL standard Work 2
Imrovement opportunities
Long time searching for materials/information
Lack of productivity due to the disorganization of the work environment
Inadequate layouts that lead to unecessary movements
Deficient space usage
Low ergonomics in the worplace
Anomalies are harder to see or invisible
Methodology
5S
Sorting : Segregation of necessary items
Shining : Maintain the good conditions
Standardize : Develop 5S standards
Sustain : Develop Improvement habits
Restocking materials (Kanban)
Archive Management
Expand results
Elimination of the time spend for materials/information
Improved information management
Reduce cost through workplace organization
A quoi peut on s'attendre
Improve visual management
Implement 5S
Process Confirmation and audits
Level3 : Best practice SDCA
Tools
SDCA & Visual standards
Confirmation standards
Help Chain Standards
Improvment KATA
GT/GL Standards Worl 3
Imrovement opportunities
Lack of visual standards
Lack of standard accessibility from every element
Low productivity and quality problems orginated by the unawareness of the bes method
Unlevelled knowledge among team members
Hardship in training newer employees
Methodology
Definition of each team's activities
Definition of standardization priorities
Development of visual standards
Training employees in the standards
Confirmation that standards are being followed and subsequent improvement
Improvement KATA
Expand results
Increased productivity
Increased team flexilbility and ease in the integration of new employees
variability elimination
Leveling of knowledge
Develop and improve standards
Start improvement KATA
Level 4 : Improvement PDCA
Tools
Process Landscape
Process Mapping
Standard Work
3C, Kobetsu Kaizen
Improvement & Coaching Kata
Job relations
GT/GL standard Work 4
Imrovement opportunities
Quality problem in process, product or services
Long process lead times
lack of productivity
Low equipment efficiency
Lack of tools for strctured problem solving and process improvement
Methodology
Structured problem solving
Process Mapping
Standard Work
Job Relations
Improvement & coaching Kata
Expand results
Better Awareness of waste among the team leaders and elements
Increased process awareness
Critical problem solved
Simplification and optimization of the workflow
Process improvement
Improement KATA
Start coaching KATA
Implementation of the 4 levels
Step1 Pilot Workshop
Selection of a group of max 10 team leader to follow the TDP program
Selection of a pilot team to be the first implementing daily kaizen
Step 2
Step 3
Step 4
Step 5