Kaizen and Kaizen Blitz

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来自 University System of Georgia 的课程

Six Sigma and the Organization (Advanced)

362 个评分

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University System of Georgia

Six Sigma and the Organization (Advanced)

362 个评分

课程 1（共 4 门，Specialization Six Sigma Green Belt）

This course is for you if you are looking to dive deeper into Six Sigma or strengthen and expand your knowledge of the basic components of green belt level of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes and performance. This course will introduce you to the purpose of Six Sigma and its value to an organization. You will learn about the basic principles of Six Sigma and Lean. Your instructors will introduce you to, and have you apply, some of the tools and metrics that are critical components of Six Sigma. This course will provide you with the basic knowledge of the principles, roles, and responsibilities of Six Sigma and Lean. Every module will include readings, videos, and a quiz to help make sure you understand the material and concepts that are studied. You will also have the opportunity to participate in discussions and peer review exercises to give you the opportunity to apply the material to your daily life. Registration includes online access to course content, projects, and resources but does not include the companion text The Certified Six Sigma Green Belt Handbook (2nd edition). The companion text is NOT required to complete the assignments. However, the text is a recognized handbook used by professionals in the field. Also, it is a highly-recommended text for those wishing to move forward in Six Sigma and eventually gain certification from professional agencies such as American Society for Quality (ASQ).

从本节课中

Lean Principles in the Organization

In this module, Dr. Bill Bailey will introduce you to the history of lean as well as new lean concepts. Dr. Bailey will also explain the five lean principles. In addition, this module will introduce you to more quality tools used in lean. This module also begins with a Yellow Belt Refresher Area, since some learners may have entered this course without having taken the previous yellow belt material. This refresher area does not serve as a "replacement" for taking the yellow belt material. It is only a "patch" for those who already have some knowledge of six sigma, but find the yellow belt specialization to be too introductory for their current situation. If you find yourself struggling with the green belt material in this course, it is highly recommended that you travel through the yellow belt specialization before attempting the green belt content.

Explaining Yellow Belt Refresher Areas1:26

Purpose of Lean5:54

Value Stream Mapping3:58

JIT and Kan Ban8:05

Value to the Organization2:45

Suboptimization6:07

Kaizen and Kaizen Blitz4:04

Cost Benefit Analysis3:50

Cost of Quality4:15

与讲师见面

David Cook, PhD
Assistant Professor of Mechanical Engineering Technology
Department of Mechanical Engineering Technology
Bill Bailey, PhD
Assistant Professor of Industrial Engineering
Department of Systems and Industrial Engineering

Kaizen and Kaizen Blitz are not tools, but

concepts that are important to lean implementation.

Kaizen means improvement through small, incremental steps.

In a successful lean environment, this becomes part of everyone's job, everyday.

More specifically, Kaizen means change for improvement.

It is necessary to verify that a change is actually for the better.

Sometimes we make changes that we expect to be improvements.

But for a variety of reasons, they do not make things better.

This could be because they are poorly designed or executed.

These changes may not be sustainable or

because they create a problem elsewhere in the system.

Employees who use a process are empowered to change it for improvement.

It is these employees who manage the process on a daily basis and know it best.

But a process owner has a better view of the system than these employees.

This process owner is generally responsible for

reviewing these changes to make sure they don't create problems elsewhere.

Employee efforts to improve these processes must be recognized and

rewarded by management Kaizen Blitz refers to an event.

It's intended to get quicker implementation and results,

then traditional Kaizen.

The Japanese call this kaikaku.

But in the US, it has been dubbed Kaizen Blitz, or Kaizen event.

Kaizen Blitz is not a tool, it's an event

It's often used to implement other lean tools in a focused area.

And may be used to implement 5s, single men in exchange of dyes,

standard work, can ban,

processed mapping, waste elimination or some other lean tool or technique.

The event is a flexible and customizable approach for

a quickly implementation of these tools.

Kaizen events are performed by teams, usually cross-functional teams.

The make up of the team will depend on the affected functions.

The expertise needed and the type of event.

Kaizen events are carefully planned.

The planning process could take several weeks.

Then the event usually happens in three to five days.

Sometimes even more quickly.

Depending on the complexity of the process and the project.

Sometimes the improvements are identified and planned and

the implementation occurs later.

Most lean organizations use both of these approaches for

implementation, depending on the circumstances.

But both of them have many of the same requirements.

Whether it is slow and continuous improvement, or

a Kaizen event, it must be managed.

Processes should be documented and proposals reviewed.

This review is often done by a review team.

After approval, the improvement is implemented and evaluated for

effectiveness.

Employees involved should be recognized and rewarded.

In changes, should be incorporated in the process documentation,

for consistency, and for training.

All employees should receive basic training on lean philosophy and

tools, as a Kaizen event begin often employees will get additional

specific training on the tools that are the subject of that implementation.

Successful organizations also incorporate changes

into their Visual Management System.

This can include performance dashboards, pictures, job aides or

other visual tools the documented changes for

its users, but also to make it visible to anyone who walks through.

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