Detailed Agenda(s) for Kaizen or Work-Outs (Course Project Part B)

OverviewKaizen events or Work-Outs are one to five-day rapid improvement events widely used in the deployment of Lean and Operational Excellence. Jack was a huge fan of Work-Outs, which were so named because the focus was on getting the (unnecessary) work out of the system. These events were NOT just brainstorming sessions, but were well-planned and highly structured events that had:? A well-defined process and set of expectations going in? Sufficient time and freedom from distraction so participants could focus on the issues being discussed? Participation by key stakeholders all the way from line workers to senior management? Clearly defined requirements for decision and actionThe second component of your Course Project is to construct a detailed agenda for such an event. The agenda must demonstrate how you will: get input from key stakeholders involved with the selected process; use the correct Lean tools, and conclude the event with actionable improvement outcomes.InstructionsUse your work from Part A of the Project (!!IT IS ENCLOSED!!) to identify improvement opportunities in the value stream that are suitable for Kaizen events or Work-Outs.1) List the potential Kaizen events, select the one to be deployed and justify your selection. Then, define the Kaizen objective and scope for the selected event.2) Develop a detailed agenda for each Kaizen event. Use a tabular format, showing:? Day and times? Session topics? Lean tools to be used? Deliverables or outputs? RationaleDayTimeSession Topic/ObjectiveLean ToolsOutput/DeliverablesRationale3) Explain your choice for number of days, sequence for session topics, and justify the Lean tools to be used and outputs from each session. Show how your Kaizen agenda supports the Kaizen objective and scope for the event. This discussion should be specific to your value stream and organization.Submission RequirementsYour work is to be submitted in Word. Total length should be 3 to 4 pages, including the actual agenda.You are free to organize your submission in whatever way you feel best presents the material and makes it easy to understand. Typically, this will mean presenting each day’s tabular agenda and then providing supporting pages with additional explanations.As guidance, design this as a document you would share with your team and/or with your supervisor. It should be detailed enough to clearly explain how the event will be structured and why, but concise enough that it will actually get read.Note: A generic agenda for a Kaizen event or a generic Lean discussion is not acceptable.
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Name: Alexey Maleka
? Professor: Rodolfo Santamaria
? Course: JWMI 550
? Date: 04/22/2018
?
Value Stream Mapping and
Analysis
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Value Stream mapping is a lean enterprise and lean
manufacturing technique that is employed in
documenting, analyzing as well as improving the for of
information or materials needed in producing a product or
a service for a customer.
A value stream map or an end to end system map does
take into account only the product’s activity, but the
management and information systems that support the
basic process.
Value Stream Analysis involves employing a planning
tool in optimizing results of eliminating waste
Current state in Manufacturing
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As a worker of Kline Steel company as the officer in charge of
production that makes widgets and supplies thorough various retail
outlets. There were a number o problems that emerged. These
problems include;
There was shortage of supply to the retail outlets like GNK
enterprises.
There were high levels and value of inventory in the company
currently.
Lastly, a letter of complaint was sent to the company fro m a
customer who stated that he was a frequent customer of our
company’s products and that he was dissatisfied with the quality of
products we o9ffered and that he often returned faulty widgets to the
retail outlets.
Since I am unsure of these questions, I intend to get to the bottom of
the situation and if possible I will make efforts of improving the
situation.
Scope
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?
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?
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Step 1: I will first select a sponsor as well as set
expectations.
In this step I will be appointing someone who will be
responsible in making decisions, arbitrating solutions and
planning the project.
The sponsor will be selecting the processing that will be in
the map and he will be grasping firmly the achievements
that are being targeted.
Step 2: I will then select my team. I will as well ensure that
every area or stakeholder of the mapping process is
represented that is areas like sales, warehouse.
Step 3: I will select the process that are to be mapped as
value stream mapping is suitable for manufacturing,
logistics, and also supply chain.
Performance Metrics
Day= 1 shift
Since daily Shifts in a day is 8 hours then = work
time is 28,800 sec/ shift
? Breaks
Morning tea is 15 mins
Lunch is 30 mins
Afternoon tea is 15 mins
Total Breaks is 60minutes
(15+15+30) * 60 = 3600 seconds
? Working time / operating time
Shift time –Break
28800-3600= 25,200 working seconds.
?
Collection and Mapping of Data(
Supplier and customer)
Map Information Flow
Current State Calculation
In 1 week there are 5 working days
? The demand is 3200 pieces per week or rather 640
pieces per day.
?
Press process
? Type L + S = 2,250 pieces is 1000+ 1250
? Time Duration = 3.5 days 2250/640
?
Current State Map
Takt Time
1 week has 5 working days
Demand is 3200 pieces per week
Type L is 1000 pieces per week (200 per day)
Type S is 2,200 pieces per week (440 per day)
Total pieces per day or shift is 640
Operating time/working time is 25,200
Takt Time per time period =
Takt time=
?????
???
????????? ???? ????
???????? ??????
= 39sec/unit
This means that there is need of completing a unit in every 39 seconds to
satisfy the average customer demand.
Total- Processing/work time
Process time =3 + 22+ 35= 60 seconds
Production Lead time 5 + 3.5 + 5.2 + 2.3 = 16.0 days
Takt Time= 39 seconds
Summary Metrics: Time
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Activity ratio
The activity ratio in this process will involve the
percentage time that anything that is being done
in the work process passing through the system
that is whether it is non value adding or value
adding.
Common current state finding in the
manufacturing process is 1-10% across the whole
value stream.
(S??/ S LT )* 100
Activity ratio passes troughs/Lead Time
Activity ratio= 60/16= 3.75%
Rolled %C&A
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This is a quality metric that will determine the
percentage of work that will go through a series
of process steps that is free of errors.
It is determined in every unit whereby the
percentage of the product is measured over the
work in process is completed and accurate when
received first.
It determines the percentage of the time that the
product passes through the entire process without
rework in 100 occurrences.
Customer demand 3200/ Operating time 25200
Rolled %C&A= 12.7%
Line Balancing/Labor requirements
Number of Operators required is work over Takt time
No of Operators= work/ Takt time
60
No. of Operators = 39 = 1.54
Current State Description
The number of operators required are 1.54 operators.
? If the company has 2 operators, the production will be
costly and if the company gets 1 then it can result to
burnout.
? I can as well make a reduction of the Takt time from 39
seconds to 35 seconds or less. This can be come by
combining some of the tasks and avoiding burnout.
?
From Current State to Future State
The Current State findings:
? Long Delays
? Excessive costs
? Wasteful activities
? Incomplete information
? Ineffective outcomes
? Uneven workloads
?
From Current State to Future State
Future State design- The minimum required for
maximum outcomes
? Abolishing redundant NVA steps
? Eliminating delays
? Improving the outcomes effectiveness
? Improving information quality.
? Improving VA steps
? Building consideration (from present state)
? Eliminating batches
? Build similar paths
? Implement
Works Cited
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Keyte, B., and D. Locher. The complete lean enterprise:
Value stream mapping for office and services. 2017.
Locher, D. Value stream mapping for lean development: A
how-to guide for streamlining time to market. Taylor &
Francis, 2008.
Murphy, T., et al. Value stream management: 8 steps to
planning, mapping, and sustaining lean improvements.
Productivity Press, 2001.
Sandia National Laboratories, et al. Value Stream Mapping:
Foam Collection and Processing. United States. National
Nuclear Security Administration, 2015.
Wardwell, P., and Kanopy (Firm). Value stream
mapping. 2014.

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