Understanding Waste in Kaizen Training Ppt

Slide 3

This slide provides an overview of value in Kaizen for continuous improvement. It also explains that value is defined as the price customers are willing to pay for some product or service.

Instructor’s Notes:

Types of activities based on value are as follows:

• Value-Added Activity: An action taken to increase the benefits of a good or service to a customer is considered as a value-added activity
• Non-Value-Added Activity: An activity that does not increase the worth or value of product or service delivered to the customer
• Non-Value-Added but Essential Activity: An Activity that is essential to running the business smoothly, but adds no value to the customer hence, the customer is not willing to pay any additional amount 

Slide 4

This slide illustrates the overview of value-added activity. It also explains attributes required to consider an activity value-added. These are modification/transformation, value for money etc.

Instructor’s Notes:

Attributes of an Value-Added Activity are:

Modification/ Transformation: 

• When a product is transformed from raw material to its final form for which the customer will pay is considered a value-added activity for a manufacturing organization
• It is important to create a balance between modification and the expense on it. This ensures that neither excess time nor money is spent on things that require minor adjustments

Value for money:

Examples of Value Added Activity are:

Assembly:

• The assembly process consists of components that are already high quality and functional; it assembles these to create a new end product
• Due to the good quality of components, there is value for money due to little modification required, and the need for very little maintenance in the form of repair

Service Provision:

Slide 5

This slide illustrates the overview of non-value-added activity. It is an activity that does not increase the worth or value of product or service delivered to the customer.

Instructor’s Notes:

Example of non-value-added activity are:

Repair Activities:

Overproduction:

Over-processing:

Inspection:

• Inspection is essential to ensure that the customer gets the product that they are paying for
• By itself, inspection is a non-value adding activity. It, however, should be built into the production process and not seen as a standalone activity 

Slide 6

This slide explains the concept of non-value-added but essential activity. These activities are essential to running the business smoothly, but add no value to the customer hence customers are not willing to pay any additional amount.

Slide 7

This slide illustrates the comparison between value-added and non-value-added activities. It explains that in a value-added activity, an action is taken to increase the value of a good or service for a customer and the customer should be willing to pay more for it. In a non-value added activity, if the value of a product or service is not increased, then it is considered a waste.

Slide 8

This slide illustrates the flowchart for value added sustaining and non value added activity in Kaizen for continuous improvement.

Slide 9

This slide illustrates the 3Ms of Kaizen for continuous improvement that are Muda, Muri, and Mura.

Instructor’s Notes:

The 3Ms of Kaizen for continuous improvement are:

Muda (Waste):

• Muda means eliminating waste or non-value-added activities from the manufacturing process
• Non-value-added activity is anything that adds no value from the customer's point of view

Muri (Overburden):

• The activity that exceeds the capacity of 4Ms: Man, machine, method, and material than required are Muri
• The excessive burden or load applied on machines, vehicles, and employees results in poor work

Mura (Unevenness):

• The process or activity in which there are large variations can result in losses that increase operation costs
• The loss can be reduced by balancing or by reducing variations in tasks such as demand forecast accuracy

Slide 10

This slide contains information about the 3Ms of Kaizen with focus on Muda (Waste). Muda is a Japanese term that means waste. Using Kaizen, businesses focus on eliminating (or reducing) waste or non-value-added activities from the manufacturing process for improved efficiency. 

Slide 11

This slide explains about the 3Ms of Kaizen Muri (overburden) for continuous improvement. It also explains that activity that exceeds the capacity of 4Ms against the actual requirement such as man, machine, methods, and material is known as Muri.

Instructor’s Notes:

Multiple factors that lead to Muri are:

Over-demanding:

• In a business setting, higher management gets over-demanding of employees; it is the process through which employees are pushed to give more input at work to produce increased output
• This increases the number of unfinished tasks, which could result in chaos and burnout

Lack of training:

• Companies neglect training sessions, resulting in team members taking more time to complete a task than required
• For e.g., if an employee is trained to work as a copywriter, but the manager decides to use them as a designer. It will be difficult for that employee to deliver good images; it will also take longer than a regular designer

Lack of communication:

• Employees working in an organization should have good communication with each other that will contribute to the success of the organization they are working for
• Establishing clear communication channels can help any overburdening scenario from arising
  • For e.g., A meeting between the manager and three of his team members resulted in a decision to make seven new landing pages for the company website
  • As the meeting was based on a verbal agreement, the designers were not informed of the project until the last day of submission, which resulted designers being overburdened. Ultimately, the organization suffered a negative impact due to the miscommunication

 Insufficient tools and equipment:

• Teams across organizations will feel overburdened as they require more time to complete their tasks as a result of old equipment
• It is essential to manage each team member; providing better quality tools is critical to preventing a systemic collapse of work processes

Ways to deal with Muri are:

Map team’s workflow:

• Start mapping your team's workflow with an identification of their capacity and valuing their creativity
• Setting workflow limits for each stage
• Each team member ensures that multitasking will not be done; every employee has to focus on completing the current task and then moving on to the next one

Standardize the process:

• Standardization is another way to deal with Muri
• Standardization helps in processing documents and training team members to ensure that everyone is trained to do the right work
• It also helps develop good communication between employees; misunderstandings and misconceptions are avoided

Slide 12

This slide illustrates Mura as a philosophy for continuous improvement. It also explains that the process or activity in which there are large variations leads to losses as operational costs rise.

Instructor’s Notes:

Examples of Mura are:

Uneven Customer Demand:

• Customer demands are always given utmost importance
• Companies find it difficult to forecast customer requirements as these are dynamic, which leads to unevenness
• Planning ahead is also considered a waste because, by the time the project is delivered, the customer demand might change

Uneven Workload Distribution:

• Employees sometimes deal an overwhelming number of tasks to complete
• Other team members may have limited work to occupy their professional time, leading to resentment
• This leads to work pressure on employees that can hamper their productivity

Irregular Working Rhythm:

• Irregular work rhythm happens when a business follows no standard work process
• It leads to an interruption in workflow, with processes going haywire

Slide 13 to 16

These slides illustrate cases of Muda, Mura, and Muri for Kaizen training session.

Slide 17

This slide illustrates types of waste in Kaizen such as defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and extra-processing.

Instructor’s Notes:

Defects:

• When a product is not fit for use, it shows an error in the form of a defect
• The situation results in either reworking or scrapping the product
• Such results are waste and add additional cost to the operations
• Different countermeasures taken for defects are:
  • Focus on finding the frequent defects and remove it
  • A process should be designed to detect abnormalities and avoid passing any faulty item along the production process
  • Redesign the product to avoid any future defects

Overproduction:

• When a product is being manufactured before it was asked for or required is known as overproduction
• Due to the availability of idle workers or more equipment time, the production company tempts to produce as many products as possible
• It also increases the probability that the over-production or quantity produced is beyond the customer's requirements
• The just-in-case way of producing products leads to a number of problems which include the irregular flow of work, higher storage costs, and the requirement for more capital expenditure for funding the production process
• So instead, use the just-in-time (JIT) approach to resolve above mentioned overproduction issues

Waiting:

• The Muda of waiting includes:
  • The waiting period of a production company for material or equipment
  • The idle equipment or workers in the company
• Imbalance in the production station often leads results in excess inventory and overproduction
• In offices, waiting as a waste includes the waiting period for others to respond to an email, having files waiting for review, ineffective meetings, and waiting for the computer to load a program
• Some countermeasure for avoiding waiting are as follows:
  • Designing processes that ensure continuous flow
  • Use of standardized work instructions for leveling out the workload
  • Develop multi-skilled workers that can help in quick adjustments in work demands

Non-Utilized Talent:

• The underutilizing or engaging talented employees in unnecessary work instead of using them for activities that could add greater value
• This underutilization of employee talent pertains to the loss or incomplete use of human capability and resources in a production process
• If talented employees are made to work in silos, then they might face monotony and find it difficult to share the knowledge with others. It can lead to talent underutilized

Transportation:

• Transportation waste includes excessive movement of people, tools, inventory, and equipment more than it is required
• Excessive movement of material leads to product damage and defects
• In addition, excessive use of movement people and equipment leads to unnecessary work fatigue
• In a production company, required material should be easily available at production locations
• Different countermeasure to transport waste are:
  • Create a flow between processes
  • Design a U-shaped shop floor layout
  • Prevent overproduction of work-in-progress (WIP) products

Inventory:

• Excessive inventory can create problems in workflow, including product defects and damaged materials, more time in the production process, and inefficient allocation of funds
• Excessive inventory can lead to neglecting product-related problems
• This leads to more work in searching for defects and correcting them
• Different countermeasures to avoid inventory waste are:
  • Purchase raw material only at the time of production and also in the required quantity
  • Create a system to improve the buffer between production steps

Motion:

• In motion waste, movements such as walking, reaching, bending, stretching, and moving are considered unnecessary movements of people, equipment, or machinery
• Organizations that are involved in tasks with excessive motion requirements should redesign the mechanism to enhance the work of personnel and also increase their health and other protection levels
• Office motion waste includes searching for files, reaching out to get material, shifting through the inventory to find required items, etc.
• Multiple countermeasures for motion include:
  • Organizing the workspace properly 
  • Placement of required equipment around the production location

Extra-Processing:

• Extra-processing is defined as the process in which more work is done, the addition of more components in a product or service than what the customer actually demanded
• In the process of manufacturing, the use of higher precision or over capacity equipment, running excessive analysis than needed, and having more features in a product than needed is considered overprocessing
• In offices, extra-processing includes generating highly detailed reports than required
• A simple way to counter extra-processing is:
  • Understanding the standpoint of consumer
  • Always produce the product or service according to the expectation of the consumer

Slide 18

This slide provides information regarding defect as the type of waste in Kaizen. It also explains that when a product is not fit for use, it shows an error in the form of a defect. 

Slide 19

This slide provides information on over production as the type of waste in Kaizen. It also explains that when a product is manufactured before it was asked for or the customer required it, overproduction results.

Slide 20

This slide provides information regarding waiting as the type of waste in Kaizen. It also explains that imbalance in production station often results in excess inventory and overproduction.

Slide 21

This slide illustrates information on non-utilized talent as a type of waste in Kaizen. It also explains that the underutilizing or engaging talented employees in unnecessary work instead of using them for activities that could add greater value leads to waste 

Slide 22

This slide illustrates how regarding transportation is a type of waste in Kaizen. It also explains that transportation waste includes excessive movement of people, tools, inventory, and equipment. 

Slide 23

This slide illustrates information on inventory as a type of waste in Kaizen. It also explains that excessive inventory can create problems in workflow, including product defects and damaged materials, more time in the production process, and inefficient allocation of funds.

Slide 24

This slide elaborates on motion as a type of waste in Kaizen. It also explains that organizations that are involved in tasks with excessive motion requirements should redesign the mechanism to enhance work quality; it also increases the health levels of personnel and other protection levels.

Slide 25

This slide illustrates how extra-processing is a type of waste in Kaizen. It also explains that extra-processing is defined as the process in which more work is done, and more components are added to a product or service than what the customer demanded.

Slide 42 to 56

These slides contain energizer activities that a trainer can employ to make the training session interactive and engage the audience.

Slide 58 to 85

These slides contain a training proposal covering what the company providing corporate training can accomplish for prospective clients.

Slide 86 to 88

These slides include a training evaluation form for the instructor, content, and course assessment to assess the effectiveness of the coaching program.