Controls News 13
25
Main theme: CIP does not result in lean |
Guest contribution
The simple methods of Kaizen master Moro San:
Always questioning, disassembly of items into their component
parts, focus on solutions (workshop results, see box).
For staff members taking part in such a workshop for
the first time, this questioning feels alien, at times
burdensome and even frustrating – until you real-
ize the intention behind it and the results that can
be achieved. This leads to a new mindset, as one is
drawn into this procedure and is challenged. The aim
has to be to inculcate these founding principles into
staff members from all areas. Only in this way can the
whole company become lean.
The aim should not be simply to adapt and optimize
what already exists. No – the concept of the proc-
ess must be questioned and altered. Often profound
changes are needed to ensure sustainable improve-
ments.
The example of superficial process improvements
often cited is that of the industrialization process. In
most manuals, this process is described as a sequen-
tial process designed to optimize cycle times, improve
planning, etc, but in reality never happens. By con-
trast, industrialization is a generic cyclic sequence; it
makes production as quick as possible, ensures ex-
perience can be checked and applied directly to one
or more real-time revision loops until the release of
production. This cyclic sequence has to be adjusted
and be highly flexible.
Examples of Kaizen
in Saia’s practice
In Saia’s SMD production in Murten, the setup
time for the provision of the components in the
family setups was reduced from 3.5 hours to
1.5
hours.
In an additional workshop, the so-called «pit
stop» for type changes to the SMD assembly
lines was reduced from 1 hour to 35 minutes.
Even in the first workshop, the target values set
by the workshop team of 20% and 25% time
savings were easily outstripped. This is thanks
mainly to the strong personal support of Kaizen
Master Mr Moro. Only a consistent approach
that focuses on problem definition, root cause
analysis and problem solving leads to sustain-
able improvements. With an average of 30
family setups and hence 30 pit stops per month,
72.5
hours per month were saved, during which
time employees were free to perform other
value-adding activities and the machines were
also available for further production. These
results are motivating and make you want
more.
Classic trolleys
in production
Material trolleys for lean
production: built for «Per-
fect Fit» – flexible, always
adaptable and extensible.
If you think and behave as before, the potential for
improvement can only partially be realized. Typical
«
Kaizen-killers»:
–
It costs money; the status quo is not integrated
enough and there is too rapid an investment
in new operating facilities and equipment.
–
It takes too long; there is no direct implementation
of the improvements.
–
You need specialist personnel; the solution
approach is too complicated.
Summary –
becoming a lean company
You can’t become a lean company without «real»
Kaizen. Only an approach that is «radically democrat-
ic in finding solutions» and «radically consistent in
the implementation of standards» leads to substantial
and sustainable improvements.
The best way to learn it is to work with the Japanese.
You learn it like in the old films. It’s a potent medicine
that works wonders.
