Professional Documents
Culture Documents
Kaizen Rules
APPROVALS
NAME TITLE DEPT NAME DATE
Ganesh S Maniam Director Global Business March 18, 2009
Excellence
REVISION HISTORY
REVISION DESCRIPTION OF CHANGE ORIGINATOR RELEASE DATE
04 Document formatted as per DMS policy Ganesh December 11, 2008
S.Maniam
05 Office kaizen rule, Target setting criteria, Cost saving Asoga February 13, 2009
verification process, Kaizen readiness & Kaizen team Tannimalay
formation format enhanced.
06 a) Kaizen team formation : Kaizen Workshop Project Asoga February 25, 2009
Summary Format enhanced. Tannimalay
b) Supermarket Checklist updated
07 Added standing operations rules Asoga March 18, 2009
Tannimalay
• Meeting Guidelines 45
• Team Leader and Facilitators
Preparation toolkits & Readiness 52
Scope
Kaizen Rules provides standards on Kaizen activities needed to be carried out for all
Flextronics’ organised Kaizen activities. It defines how to identify projects and defines
participants’ roles and responsibilities.
Objective
• Provide guidelines on how to conduct Kaizen activities before, during and after workshop.
• Setting standards on how Kaizen meetings shall be conducted.
• Provide guidelines on how participants efficiently contribute to the success of the workshop.
改 善 改善
KAI + ZEN = KAIZEN
To break apart Think Change for better
To modify Make good Continuous
To change Make better improvement
The small, gradual, incremental changes applied over a long period can
be added up for a major impact on business in the near future.
ETE
ETE(End
(EndtotoEnd)
End)Productivity
Productivity Defect :: XX1/10
Defect 1/10
Improvement
Improvement
Double
Double ETE Inventory :: XX1/2
ETEZero
ZeroDefect
Defect(Quality,
(Quality,TPM,
TPM,OEE
OEE Inventory 1/2
The
TheGood
Good &&etc.)
etc.) Productivity
Productivity: : XX22
&&Halve Inventory
InventoryReductions
Reductions
Halve Lead
Lead
LeadTime
TimeReductions
Reductions LeadTime
Time : : XX1/2
1/2
The
TheBad
Bad Crew
CrewSize
SizeOptimization
Optimization Scrap :: XX1/10
Scrap 1/10
Space
SpaceReduction
Reduction
Space
Space :: x1/2
x1/2
Goal : Add Value & Eliminate Waste … Relentlessly for Our Customers
No Money
No Space
No Manpower
GBE-KPO-2-033-00 Kaizen Rules Rev.07 7
Kaizen Workshop Rules
Workshop General Rules
• All Kaizen should be ETE (End to End). (To maximize Benefit & Return of Investment plus learning,
ETE Kaizen Projects are to be conducted where ever possible)
• All target set should be based on “Double the Good & Halve the Bad” with full GM’s and GM’s Direct
Reports participation. Refer to workshop goal.
• Kaizen Workshop is not a competition. Hence, no selection or announcement of best teams and no
winning prizes. Sites are encouraged to organize Kaizen competition separately.
• Site Lean Leaders and RBE/WWBE will need to ensure the latest Kaizen Templates are used. Refer
to GBE Portal (GBE DMS – Lean Templates and Formats):
• GBE-KPO-4-001-00 Kaizen Template (Operations)
• GBE-KPO-4-002-00 Kaizen Template (Office)
• For site which is hosting the Shingijutsu Kaizen Workshop, they should minimally have 12 teams in
total which are allocated to each Kaizen area, based on the guidelines stated below.
The rules of team forming and sub-teams guidance for each Kaizen area are as follows.
• Rules of Operations Team
1. The line should run based on Takt time.
2. The headcount should be loaded based on crew to Takt.
3. Material should be loaded based on Takt time and Just In Time concept.
4. The line should be configured to zero defects goal.
5. Supermarket should meet all the criteria for Supermarket and Pull system.
(Refer to Supermarket Evaluation Checklist )
• The team leader can divide his/her team members to form 4 sub-teams to work on different
areas/sections of the product line, depending on the needs as per below guidance.
1. Productivity Improvement (Manufacturing Lead Time (MLT), Headcount (H/C), Work In
Process (WIP), space)
2. Material Replenishment (Water Strider, min-max, Supermarket)
3. Quality Improvement (Poka-Yoke, zero defects)
4. Changeover (if the changeover time is more than 10 minutes)
¾ When GBE/RBE aim for improvement, we look for ways to make things easier, better,
quicker, and cheaper
¾ Initial priority is generally given to making things easier. The reason for this is simple, work is
a strain
¾ And its most obvious manifestation is FATIGUE. It is an instinctive BE desire to make
production easier.
The important elements in making Standing operation are:
¾ Operators with multi-skills
¾ Job-rotation
¾ Good parts presentation for easy access and replenishment
¾ No hand as fixture – to eliminate awkward process
¾ Kaizen the work – continuous improvement immediately even small improvement
¾ To make materials / work flow
¾ Fix the problem immediately where stationary workers emerge as a barrier to the flow
¾ Design of a station that meets Golf score or 7-ways
• Rules of Supermarket
1. Supermarket should meet all Supermarket and Pull system criteria. (Refer to slide 15)
Materials supplied from supplier should be based on consumption pull.
2. Supermarket supplies materials to the line based on Takt time.
3. Should comply to the 5 No's of material picking (No thinking, No searching, No
counting, No checking, No waiting).
4. Buyers own the Supermarket.
• The team leader can divide the his/her team members to form 3 sub-teams to work on
different areas/sections of the product line, depending on the needs as per below guidance.
1. Productivity Improvement (Incoming quality, receiving lead time, fixed supplier
schedule, break bulk, space optimization)
2. Material Replenishment (Water Strider, Standard Work, min-max determination,
Supermarket, material presentation based on customer requirement)
3. Logistics (Milk run, shortest route determination, flow, truck optimization)
Month Project Description Date Hard Saving Soft Saving Network Capital Total Fiscal Year Annualize Saving
Implemented (USD/month ) (USD/month ) Reduction Saving from (USD)
(USD/month ) Implementation
( USD)
Kaizen Workshop
Project Summary
Kaizen Team
Readiness
GBE-KPO-2-033-00 Kaizen Rules Rev.07 29
Team Leader Preparation Checklist for Kaizen Workshop
Kaizen team
preparation
Ali
Process
John
REVISION B
QA
Bala
• Open-minded
Operation Diagram No. Operation Sequence
Start
Walk to supermarket trolley
1 Pick up board from 4-layer Supermarket trolley.
2 Place on ICT 1.
R LR
1 L
4
LR
# of pieces Work Return to Right Hand Left Hand Both Hand TAKT time Cycle time
Quality Check Safety Precaution Standard WIP Operator #
of WIP Sequence Start Operation Operation Operation (sec) (sec)
6 R L LR 15 40 1
• Don’t give up
Regional/Segment BE Leader
• Ensure teams are formed based on the guidelines and rules provided
• Ensure pre-Kaizen is done per plan
• Actively participate in pre-Kaizen and Kaizen activities
• Assess and provide support to the team
• Present Achievement Summary Report during the closing meeting
• Ensure team selected are from key accounts for site financial contribution
• Ensure projected savings for each team are achieved.
Team Leaders Meeting Team Leaders Meeting Team Leaders Meeting Team Leaders Meeting
04:00pm - 06:00pm
06.00pm - 06.30pm Sensei Input Sensei Input Sensei Input Sensei Input
External team members to
Sensei Input Sensei Input Sensei Input present lesson learnt and
06.30pm - 07.00pm items to Yokoten
07.00pm - onwards Continue Kaizen at Gemba Continue Kaizen at Gemba Continue Kaizen at Gemba Continue Kaizen at Gemba
GBE / RBE / CoE, SLL, Team GBE / RBE / CoE, SLL, Team GBE / RBE / CoE, SLL, Team
GBE / RBE / CoE, SLL, KPO GBE / RBE / CoE, SLL, KPO
Leader, Team Members, Leader, Team Members, Leader, Team Members,
Who Participation Members and Key Process Members and Key Process
External Members, External Members, External Members,
Owner Owner
Consultants, GM Consultants, GM Consultants, GM
1. Team Leaders, team members and external members will participate full-time at the gemba
DAILY LEADER • 05 min Team Presentation Team Leader (each) (BEFORE & AFTER)with RESULT
9Actions for tonight & tomorrow
MEETING • 30 min Sensei Input Sensei
(Kaizen Newspaper)
• GM / BE Inputs (if any) GM / GBE / RBE /SLL 9Lesson and Tools Learned
9Role Play
• 01 min Welcome / Overview Site Lean Leader 9 Video
GEMBA WALK • 08 min Team Presentation, Team Leader (each) 9 Gemba tour
9Show the 3G
• 5 min Sensei Input Sensei
(Genchi, Genbutsu and Genjitsu)
“Pre-Kaizen preparations
“Pre-Kaizen preparations are
are necessary
necessary to
to prepare
prepare the
the local
local team
team for
for the
the
grueling pace
grueling pace and
and Toyota
Toyota Production
Production System
System (TPS)
(TPS) methods
methods ofof the
the Kaizen
Kaizen
Workshop. In
Workshop. In addition,
addition, the
the preparation
preparation will
will provide
provide an
an excellent
excellent run
run up
up to
to the
the
aggressive targets
aggressive targets set
set i.e.
i.e. "Double
"Double the
the Good
Good and
and Halve
Halve the
the Bad”.”
Bad”.”
SM Kong
SVP, Global Business Excellence
GBE-KPO-2-033-00 Kaizen Rules Rev.07 52
Team Leader & Facilitators Checklist
End to End Material Replenishment Team Leader & Facilitator Readiness Checklist
REFERENCE
STEP DESCRIPTION YES NO NOT APPLICABLE Remarks
DOCUMENT
1 Has the Current State of the Value Stream Map Developed ? GBE-KPO-2-005-00
Has the Improvement opportunity being identified on the Value
2 GBE-KPO-2-005-00
Stream Map ?
3 Has the Future State of the Value Stream Map developed ? GBE-KPO-2-005-00
STEP 1
4 Has the current state picture have being captured GBE-KPO-2-005-00
5 Has the current state Spaghetti diagram have being developed GBE-KPO-2-005-00
All the problem identified has being documented in Kaizen
6
Newspaper
7 Is the Supermarket availability ? GBE-KPO-2-014-00
8 Is the Supermarket Guidline training material available GBE-KPO-2-014-00
9 Is the People being trained on the supermarket training material GBE-KPO-2-014-00
STEP 2
10 Is the Water Strider available GBE-KPO-2-015-00
11 Is the Water Strider route being define GBE-KPO-2-015-00
12 Material Presentation
13 Kitting Production Available
14 Kitting Relayout
15 PPS (Pack Plan Sequencing) GBE-KPO-2-018-00
STEP 3 16 Bus Terminal
17 Crew to Takt Time Chart Available
18 Multitasking / Multiskill Crew
19 Kanban System Establish GBE-KPO-2-016-00
20 Internal Kanban System Available GBE-KPO-2-016-00
21 External (supplier) Kanban System Available GBE-KPO-2-016-00
22 All the crew members has being trained on the new system
STEP 4
23 Has all the crew members walk the Gemba
24 Is the Before and After Picture available at the Work Station?
25
REFERENCE
STEP DESCRIPTION YES NO NOT APPLICABLE Remarks
DOCUMENT
1 Has the 3D Current State of the Value Stream Map Developed ? GBE-KPO-2-005-00
Has the Improvement opportunity being identified on the Value
2 GBE-KPO-2-005-00
Stream Map ?
3 Has the 3D Future State of the Value Stream Map developed ? GBE-KPO-2-005-00
STEP 1 4 Has the current state picture have being captured GBE-KPO-2-005-00
5 Has the current state Spaghetti diagram have being developed GBE-KPO-2-005-00
6 Has the Information Flow being identified
All the problem identified has being documented in Kaizen
7
Newspaper
8 Has all the crew members attended the 5 Whys training? GBE-KPO-2-032-00
9 Has all the crew members attended the 7 Ways training? GBE-KPO-2-018-00
STEP 2 Is the 5 Whys System being used to identified the root cause of
10 GBE-KPO-2-032-00
the problem ?
11 Is the 7 Ways element being used to the solution GBE-KPO-2-018-00
12 Is the Escalation Procedure being Established?
13 Has all Non Value Added Tasked eliminated? GBE-KPO-2-004-00
STEP 3
14 Has the team member done the role play?
15 Is there any Procedures established?
16 Lean Cook Book
17 Is the Before and After Picture available at the Work Station?
18 Has the 3D Future State of the Value Stream Map developed ?
STEP 4
19
20
21
Office Checklist
9 Does the picking list/Kanban card have the storage location on it?
57
Thank you Design. Build. Ship. Service.
58