High-Focused Improvements, Inc.

Essential Tools of Continuous Improvement (Kaizen)

The Process Improvement (Kaizen) toolbox is filled with many useful tools. Like any tool you have to use them to get results. These tools are over 100 years old. You will hear many variations, names, and definitions of these tools. Here is a description of some of the tools available in the Process Improvement toolbox.

	Autonomation	Mixed Model
	CFM	Cellular Layout	Kanban
	QUALITY	6 SIGMA	POKA YOKE
	Standard Work	TPM	SMED	20 keys
	5s's	Visual	Teams	Value Stream Mapping

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• Workplace Organization:  Get Flow!  Get Flow! Get Flow!  The basis of any Lean Initiative, whether shop floor or office, is to reorganize the workplace to achieve logical process flow.  At this step the 7 Wastes are identified and specific actions to minimize each are initiated.

• 5 S’s:  A tool to support Workplace Organization and Housekeeping.  A basic building block for Lean and a tool for sustaining other tools.  Adopting the philosophy that “Everything has its place… and everything in its place!”

• Visual Factory:  The placement in plain view of all items and procedures required to sustain normal operating conditions and minimize wastes within a facility.

• Teams:  The Kaizen Blitz process empowers ad-hoc cross-functional teams of employees to make aggressive continuous improvements.  Implementation of Workplace Natural Teams is essential for sustaining implemented improvements.

• Total Productive Maintenance (TPM): Total Productive Maintenance takes Total Preventative Maintenance to the next level incorporating operators to assist in daily cleaning, lubrication, and minor adjustments to minimize downtime due to maintenance and to maintain machines at peak performance.

• Setup Reduction (SMED):  Your end customers ultimately purchase your product “a little bit of everything, every day.”  Our Lean Initiative Goal must be to learn to manufacture a little bit of everything every day.  SMED tools focus on reducing downtime caused by any equipment or material changeover in the factory.

• Quality Improvement Techniques:  Pareto, Fish-Bone Analysis, Kepner-Trego Problem Solving, and Cause and Effect Diagrams are used by employees to quickly collect data, analyze and implement countermeasures to drive towards zero defects.
• 6 Sigma:  Utilizing Statistical Analysis and Design of Experiments to implement specific solutions to understand and minimize variation within the processes.
• Poka Yoke:  Poka Yoke is the incorporation of simple low cost mistake proofing devices within a process to prevent defects from being made or passed on in the process.
• Work Balancing:  Teaching employees to calculate Takt Time and utilize Time Observation to maximize operator efficiency by matching work content to required output based on customer demand and Takt time.
• Cellular Layout:  Creating a work environment that allows Standard Work and One-Piece Flow.  This minimizes work-in-process inventory and maximizes throughput with the ultimate goal being to achieve One-Piece Work Flow.  Successful Cells must have TPM, SMED, Poka Yoke, etc. in place to adequately support Standard Work.
• CFM: Continuous Flow Manufacturing is achieved when waste is removed and the tools are in place to replace the traditional batch and queue production with production matched to customer demand.
• Autonomation:  Autonomation techniques separate operator and machine requirements to allow operators to be fully utilized during machine cycle times.
• Kanban:  A simplified replenishment system that controls the production or replenishment of the required parts in the required quantities and at the required time.  At the Workplace Organization level you can set up Kanbans for incoming raw material.  The effective utilization of In-process and Finished Goods Kanbans require the implementation of TPM, SMED, Quality Improvements and Cellular Techniques to insure parts availability.
• Heijunka: (Mixed Model Production) A Leveling Method for production that makes JIT (just in time) possible. Involving sequencing different model types and averaging volume  to establish efficient mixed model production.
• Standardized work: A Visual way of communicating the best method of performing a task, or group of tasks in a consistent way meeting customer demand or Takt Time. Usually includes items such as, staffing requirement and sequence of tasks to be performed. A break down of each task can be placed into Method Sheets.
• Method Sheets: (Work instructions) Is a Visual Step by Step Method of performing a task in detail.

 Other Tools:

• Value Stream Mapping and Base Lining – A systematic top down look to identify value added vs. non-value added waste within any office, service, or manufacturing process.  Assessing where you currently are in your business case, identification of where you want to go based on your current business case, establishing pertinent metrics to support Lean, and developing a specific implementation plan to help you get there.  This tool is often utilized to identify initial Kaizen Blitz Events.
• 20 Keys – A method for assessing overall world-class progress by identifying 20 specific Keys with detailed definitions of 5 sub-levels each.  These keys establish the company’s strategic plan and enable individual work teams to be self-directed as they independently work towards common goals with common metrics.  The 20 Keys transforms your Lean Initiative into a company wide directive versus a hodge-podge of independent Lean Blitzes.

Additional Services:

            If you would like to know more about Additional Services we can offer please contact us.  We can customize our services to meet your specific needs.

High-Focused Improvements, Inc.
PO BOX 5378
Decatur, AL 35601

Phone: (256) 353-1727
Nationwide Pager: (800) 216-5457
Fax: (256) 353-1743
Email: Highfocus@High-focus.com

Last Update: 04/24/2005