Tea Kaizen video
by
Team Members:
Sampreet Singh Baghel
Niraj Thakur
Rashal Shrivastava
Ruchi Jharbade
Final Project Report
Submitted to:
Dr. Ben Baliga
EM 667—Lean Six Sigma
St. Cloud State University
Plymouth, Minnesota
JULY 2020
Table of Contents
i) Introduction
1
ii) Problem Statement
2
iii) Objective
3
iv) Scope
5
v) Theory and Literature Review
6
vi) Methodology, Analysis and Project description
10
vii) Results
18
viii) Conclusions & Recommendations
25
ix) References
26
Introduction
“Kaizen” is a Japanese word that means “change for better”. In other words,
kaizen refers to activities that cause continuous improvements in business processes.
Thus, a kaizen event is an improvement procedure that is carried out for a short period
of time and is usually done with the aim to resolve problems within an organization’s
processes. Kaizen event breaks down a process, eliminates wastes and refurbishes the
process into a more efficient form. In today’s face-paced organizations, kaizen event is
one of the most suitable tools for improvement as well as for eliminating waste.
Another Japanese term associated with kaizen is “muda”, which means waste.
Kaizen is aimed at decreasing waste by eliminating overproduction, improving quality,
being more efficient, having less idle time, and reducing unnecessary activities. All
these translate to money savings and turn potential losses into profits. The kaizen
philosophy was developed to improve manufacturing processes, and it is one of the
elements which led to the success of Japanese manufacturing through high quality and
low costs. However, we can gain the benefits of the kaizen approach in many other
working environments too, at an organizational level as well as at a personal level.
Implementing the kaizen philosophy in daily life:
The kaizen philosophy is not restricted to just helping companies experience continuous
improvements and growth, because it can also be very practically implemented in
everyday life. As the normal routines in our life that keep us going, can be compared to
the regular activities any organization uses that enables them to keep
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running. If there is one place at home that could always use constant improvement, it is
the kitchen. Kitchen has become the focal point of homes, so we can look at some
methods to improve our kitchen activities through the Kaizen way. We have taken the
process we may follow to make- tea, for instance. It contains several steps. As a kaizen
event, we have tried to improve the tea-making process, step by step, through lean
Management. We could get rid of the extra time, effort, or money spent.
Problem Statement
Based on our strategy, the project has identified the major problems associated
with loss of energy as well as time defects along with unorganized equipment while
preparing tea. Also found out that human error is a significant factor which adds up to
the root causes of this problem.
Other problems include:
● Extra back and forth motion for picking up materials
● More work for the operator (placing the materials back and taking the spoon out)
● Waiting extra (non-value added activity)
● Needing a (slightly) bigger inventory of spoons to be used if more are in
circulation.
2
Objective and Scope
Objective
The primary objective of this Kaizen event is to improve productivity, reduce waste, i.e.,
waste of defects, motion, waiting, transportation, storage, over-processing and
overproduction while eliminating unnecessary hard work and humanizing the workplace.
(kitchen, in this case) Kaizen is effective at identifying the three basic types of waste:
Muda, Mura and Muri. When we take the time to adjust inefficiencies, whether they’re at
home or in the office, we eliminate the annoyances that get in the way of flow and
productivity, resulting in a cycle of continuous improvement. Objectives are:
● Identify and reduce material and resource wastes.
● Identify and reduce risks (including operator's safety hazards).
● Identify and implement low-cost, high-impact improvements that reduce these
wastes and risks.
Objectives of this project would cover improvement in a number of areas, including:
Quality – Bettering products, service, work environment, practice and processes.
Cost – Reducing expenses and manpower, and use of material, energy and resources.
Delivery – Reducing preparation and delivery time, movement and non-value-added
activities.
Management – Improving procedures, planning, flow, documentation and reporting.
3
Safety – Decreasing hazardous situations, unsafe working conditions, chances of
resource depletion and damage to the environment.
4
Scope of the project
The focus is on getting more efficient, producing a product of higher quality, or reducing
finishing steps altogether so we can provide the best product that a client wants to pay
for at a speed that quickly produces tea for hundreds of customers when needed.
Deliverables:
Continuous improvement - Adjusting quantities due to human errors, tweaking setups to
reduce extra time, modifying or eliminating steps to improve quality to be experienced
by the customer, and finding ways to reduce the time requirements on the day of the
event.
Planning - Brainstorming about the key requirements prior to the procedure and
assigning team members ahead of the time for their respective tasks, making their
schedules clearer which would further enable us to have enough time to source/
schedule/ batch base ingredients ahead of days.
Costed/times production planning- Accurately forecast how long the tea is going to take
to prep and how much it will cost to buy the ingredients to make it eventually. Creating
an individual prep list for each member on each day, with timing and sequencing.
Order ingredients as one needs them- Switching to a “pull” model, as we are ready to
do the prep work or the event, before the ingredients in the refrigerator is about to get
5
finished. The “pull” model would leave us with much less space tied up in inventory and
more capacity as well.
Innovation around opportunities and issues Focusing on cleaning up and costing a number of ingredients that don’t incorporate all
the equipment techniques we know we can use to improve the product, enabling us to
prepare and deliver it faster whenever required, and take out the steps and work
required.
Theory and Literature review
Much of the focus in kaizen is on reducing "waste". It is important that organizations
make incremental improvements on a regular basis since executing a kaizen exercise
can eventually help them to embed the PCDA into your workplace routines that will take
a bit of effort; but the end result is worth the efforts, leading them to be more productive
and efficient. The kaizen methodology is based on the fact that any problem, no matter
how small, can be improved. Besides, small improvements lead to big results. Kaizen
events are most often used as part of an overall lean manufacturing strategy. Lean
manufacturing is an important process that helps a facility eliminate waste and operate
more efficiently. When done properly, a company can cut costs and improve safety,
thus helping every aspect of the company. There are many different benefits of Kaizen
events, which is why they are so popular in many facilities.
6
In order to have a lean manufacturing facility, it is necessary to identify areas of waste
and eliminate them. Sometimes waste can simply be eliminated with a simple Kaizen
event.
Beginning with the Kaizen theory, Brunet and New (2003) highlights the point that the
importance of ‘Kaizen’ is often presented as one of the underlying principles of Lean
Management and Total Quality Management. Another famous writer, Slack (2007)
defines ‘Kaizen’ as ‘the participation and mobilization of the workforce in process
improvement, by creating and providing a main channel for employees and workers to
contribute to the organization’s development and success’. Aken et. al. (2010) informs
that Kaizen is a Japanese word for ‘Continuous Improvement’. According to Brunet and
New (2003), Kaizen philosophy has ingrained in the minds of businessmen and has
been implemented all around the world in order to improve productive values and
improving employee morale and safety, keeping in mind of the core principle which is to
make small and immediate improvements in the processes and maintaining standards
of the workplace.
Kaizen theory consists of three main core concepts. The first element of this theory
suggests that in order to produce a good outcome, management should be focused on
creating sound processes; hence process orientation Berger (1997). Sequentially, the
second element highlighted by Imai (1986) outlines that in order to maintain and
improve standard performance, innovations and effort should go hand in hand. Last but
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not the least; it is believed that involvement of employees in the organization results in
intrinsic desire for quality and productivity in the long run.
Eliminating wastes keeps production running smoothly and as each waste is reduced,
quality is increased.
“Elimination of waste” is a concept which was originated by Slack et. al., (2007) who
defines wastes as “Anything that does not add value from a customer perspective, or
the customer is not prepared to pay for”. Relatively, this phenomenon has alarmed
many businesses, in efficient operations to the enormous waste which is dormant within
all operations. Identifying waste towards eliminating it has been an operational
excellence strategy which has developed over the years (Pereira, 2009).
Seven forms of waste have been identified in order to reduce waste in different types of
operations; both services and production. The first type of waste that is commonly
recognized is overproduction (Samaddar and Heiko., 1993; Naylor, 2002; Slack et. al.,
2007) which means production of goods more than the market requires. This waste is
often called the Mother of Wastes, simply because excess production gives birth to
other wastes which are moved around and stored (transportation and inventory waste),
using people from their work (motion waste).
Situations like delay in production of products needed by customers can occur (waiting
waste). The second type of waste is transportation outlined by Naylor (2002) which
8
means movement of materials and information which creates space consuming
transportation waste and adds no value to the business.
The third type of waste is inventory, in accordance with Vonderembse (2004), which
clearly means the production of goods and materials which are held available in stock
by a business for immediate requirement by customers or a downstream activity. It has
been outlined that inventory can lead to low quality and productivity.
The fourth type of waste is waste due to waiting as highlighted by Heizer and Render
(2011) which means a policy of no overproduction exposed resulting in frustrated
customers.
The fifth type of waste highlights process waste which involves over performance,
which adds no value from a customer perspective (Naylor, 2002; Barnett, 1996).
The sixth type of waste defines motion as an “Unnecessary movement of people which
does not add value and refers to the importance of ergonomics for productivity and
quality” and also an extremely high productivity killer. A worker may look busy but due
to needless motion being taken place in the workplace, it adds no value by the work
(Slack et. al., 2007).
Finally, is the defective waste which delineates any quality work performance that is
seen lesser than the customer perspective (Barnett, 1996) like rework, scrap or
correction.
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To begin with our Kaizen transformation, we took a basic routine of preparing tea which
we thought was a simple, effortless task and then we applied the PCDA cycle.
Afterwards heading towards a group brainstorming session gave a better understanding
and answers to these questions:
● Are all the items we need for the preparation clean and in an organized,
convenient location to the prep area?
● Were all the ingredients labeled and in convenient locations to our prep area?
Were they expired or close to expiration date?
● Were there things we could’ve prepared prior to them being needed?
● What will we do with our down time in-between tasks? Anything that can be
productive towards our goal within our downtime is extremely important to our
Kaizen kitchen activity (e.g. doing dishes, cleaning messes, prepping for later
steps).
● What could have been done differently to improve any of the steps along the
way?
Methodology
Kaizen is statistical process control that improves quality in every aspect of any
business. Employees are empowered to suggest ideas that address common problems
so that they don’t reoccur. The Kaizen approach is beneficial for a wide variety of
businesses as it can improve work processes, eliminate waste, improves quality and
increases the profitability of your company.
10
Kaizen methodology is an approach that impulses the continuous improvement in an
organization, based on the constant small positive changes that can result in major and
more significant growth. The Kaizen process can be summarized down to just four
steps: PDCA – Plan Do Check Act.
PDCA (Plan-Do-Check-Act) is an iterative, four-stage approach for continually
improving processes, products or services, and for resolving problems. It involves
systematically testing possible solutions, assessing the results, and implementing the
ones that have shown to work. It is based on the scientific method of problem-solving.
Plan- Plan is a 3-step process. Identify the problem, collect relevant data, and
understand the problem's root cause, develop hypotheses about what the issues may
be, and decide which one to test. Some of the things to consider during this process
includes:
Problem Identification
Q. Is this the right problem to work on?
Q. Is this problem important and impactful for the organization?
Q. Who does the problem affect and what is the potential impact of solving it?
Problem Analysis
Q. What is the requisite information needed to fully understand the problem and
its root cause?
Q. What data do we already have related to the problem? What data do we need
to collect?
Q. After understanding the problem, is it feasible to solve it? Will the solution be
economical and practical?
Developing an Experiment
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Q. What are some viable solutions?
Q. Who will be involved in the process and who will be responsible for it?
Q. What is the expected outcome of the experiment and how can we measure
performance?
DOThe “Do” stage is where we test the proposed solutions or changes. Ideally, this should
be carried out on small-scale studies. Small-scale experiments allow us to learn quickly,
adjust as needed, and are typically less expensive to undertake.
CHECKIt involves confirming the results through before-and-after data comparison. Studying
the result, measuring effectiveness, and deciding whether the hypothesis is supported
or not. This step raises the following questions·
Did the implementation of the change achieve the desired results?
·
Is there enough data to show that the change was effective?
·
Is the proposed solution still feasible and practical?
Act –
This step calls for documentation of the results, informing others about process
changes, and making recommendations for the future PDCA cycles. If the solution was
successful, implement it. If not, tackle the next problem and repeat the PDCA cycle
again.
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Project Description
The ultimate objective of manufacturing this tea is to increase productivity with high
quality. At present, manufacturers are facing problems such as high defect rate, high
lead time, high costs of production, and inability to cope with demands. Kaizen is one of
the powerful tools of lean manufacturing. Kaizen refers to continuous improvement in
performance, time management, and quality. The main objective of this paper is to
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provide a background on kaizen, steps for kaizen implementation, and then a case
study of Kaizen implementation has been discussed.
This is the whole methodology that has been processed and been performed in 2 parts
one with waste and second after reducing waste. We have successfully reduced various
number of wastes that were compromising the quality as well as productivity of the
product using proper analysis as well methodology
This case study is to present an application of Kaizen to reduce defects. The various
step Kaizen method has been applied for an improvement process. Based on our
strategy, the project has identified the main problem of tea with loss of energy as well
time defects even unorganized equipment and found out the factors of the human error
that were the root causes of this problem.
Various solutions have been proposed and implemented to overcome these causes
. starting at the first point switching on the induction before adding any kind of utensils
or adding water to utensils which is done in the next video where the utensil is added
before switching on the induction. Through this step we basically reduce a step of
wasting energy. Even the management of energy during the whole process is not taken
care of with proper measures .
The second process is about organizing the material which can be used to save time as
you can see in first video the material was not at all organized so the manufacturer was
struggling in getting the material required which basically kill time .So as you can see
during the second time the manufacturer had all the utensils as well as products to be
used in the project. Through this we have an opportunity to save time which basically
not even affects our quality or productivity but also helps us to save time .on the other
hand we have been wasting time during this process by applying the above steps .The
things used are not being settled well as the way they were picked up and did not get
settled back while returning back .Through this we experience a lot of wastage in
increased of time .
There are few more parts where the manufacturer has been lacking behind for example
management. As during the whole process between two small processes the
manufacturer has no other work to do .During this time processing other irrelevant
activities basically damages the time management as well as the roots of the process
. For this various type of measures can be used i.e. during the ideal time the
manufacturer has an opportunity of mixing all the spices and using the once or can keep
the things back to the place where it was picked from. I t may include various
other
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process
like
mob
or
cleaning
the
slabs
and
floors.
Fig. Flowchart of Tea-making process
Now if we move forward towards the process, we also have a problem at last i.e over
production. The manufacturer has noticed a big amount of over production which can be
fixed with various methods and techniques for ex-using the ingredients with high level of
accuracy which basically reduces the waste .Also the residue left is a kind of waste but
nothing else can be done to remove this waste .The quantity of this waste can be
reduced but it will result in final product contamination. So finally, the overproduction
can be removed by overheating as well as using high level accuracy this reduction can
be achieved.
Now at the last waste like handling the material should also be removed. As we can see
that during the whole process the manufacturer has failed to handle the material
15
properly for ex-Spilling of tea ,adding various spices etc. .These waste can be removed
as well as can be reduced with the efficiency of the manufacturer but if it is not done the
it increases the time .So due to its removal not only tackle material handling or product
contamination but it also decreases the time taken.
Analysis
The analyze phase centers around the distinguishing proof and factual analysis of root
cause which directly prompts playing out a root cause analysis. It is tied in with
analyzing the data gathered in the deliberate phase.
The key steps performed in the analyze phase are:
• Defining performance objectives
• Identifying value/non-value-added process steps
• Identifying sources of variation
• Determining the root cause(s)
1. Process Map Analysis
The benefits of process map analysis:
• Increase the understanding of a process
• Analyze how a process can be improved
• Improve communication among the individuals engaged in the same process
16
• Provide process documentation
• Plan projects effectively.
The tools for process map analysis:
• Brainstorming
• Plan-Do-Check-Act cycle (PDCA cycle)
• FMEA (Failure Mode and Effect Analysis)
• Fishbone diagram
• SIPOC
2. Graphical Analysis
The benefits of graphical analysis:
• It allows to quickly learn about the nature of the process
• It enables clarity of communication
• It facilitates looking at individual data points
• Monitoring and tracking data over time becomes easier.
Graphical analysis helps in making summaries of characteristics of data in an effective
and efficient manner.
17
The tools for graphical analysis:
• Line charts
• Time series plots
• Pie charts
• Histograms
• Box Plots
3. Statistical Analysis
The benefits of statistical analysis:
• Employ predictive analytics to anticipate future trends.
• Monitors, controls, and improves processes
• They prove the validity of the process.
• Statistical analysis help guide future actions
The tools for statistical analysis:
• Hypothesis testing
• Regression analysis
• Statistical process control
Results
Kaizen aims for improvements in productivity, effectiveness, safety, and waste
reduction, and those who follow the approach often find a whole lot more in return.
Under kaizen, all employees are responsible for identifying the gaps and inefficiencies
which need to be filled up to improve efficiency and productivity.
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The manufacturer did the Kaizen experiment for preparing tea 2 times- the first
experiment was performed without any preplanning, and in an unorganized manner.
The second experiment was performed after some analysis, preplanning accordingly
and in an organized process to cut off time and some unnecessary activities and at the
same time providing the same quality of tea. There were several steps that were chosen
during this whole process
Tea Preparation before KaizenIn the first experiment the manufacturer prepares tea without any preplanning and the
kitchen is unorganized and tangled with all the required items at unknown places. As a
result, the manufacturer takes a lot more time to prepare the final product. Not only
does he take around 15 minutes to make tea, but also some tea was discarded. This
was because he failed to develop any logical reasoning and a goal before preparing tea.
It took almost 18 minutes for the manufacturer in production of tea before applying
Kaizen.
After carefully examining the video, we came to know about some wasteful activities
that were being performed and not taken care of. Following were some wasteful
activities● Waste of motionIn the video we observed that the manufacturer did a lot of walking around to get the
required things to the preparing area. First, he went for a tea container and could not
find it because of not assigning a proper place to it. Then he went to get the spoon from
a different place. In the middle of making tea, he was looking for a tea strainer, but it
was unwashed and kept in the sink. Thus, he had to wash and bring it.
Also, when he went to bring the ginger from the refrigerator, he had to dig through it to
get the ginger and look for a grater at some other place.
These all are the small activities that he had to keep in mind before preparing. All those
things were necessary for the process but searching for them is a kind of waste.
19
● WaitingWaiting is a very big part of a process. Waiting sometimes is important and cannot be
avoided. It is a type of activity in which an employee gets paid and gives nothing in
return. In the video first when the water was heating up and second The tea takes the
time to boil and it cannot be changed. In order to make that time productive for the
company, he should have done some other activity which would be a benefit for the
company.
● TransportationTransportation is a type of waste which occurs when there is an unnecessary pickup of
a single item from a place to another. In this process transportation waste can occur
many times. For example, the manufacturer adds sugar in the tea just by guessing then
there are chances of less sugar in it. As a result of it, he needs to bring the sugar bag
again and add some more sugar, which increases needless transportation.
● DefectsIt is also a wasteful activity which involves generation of scrap that is to be thrown away.
The manufacturer in the tea making video was not aware about the quantity of the tea to
be made, as a result the extra tea had to be thrown away.
● ProcessingIn the tea making experiment before applying kaizen, the processing of it was in an
improper way. After heating up water, the manufacturer looks for all the ingredients that
need to be added in the vessel, and adds them one after the other, which is not a
correct process as it can lead to errors of adding more or less than the quantity required
which eventually leads to quality issues. Also, it is a more time-consuming process.
● Overproduction-
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Overproduction means producing the quantity of any product either too soon or much
more in quantity than required. It is the worst of all the activities. It is the root cause of
other wastes. For example, the manufacturer prepared more tea than required. As a
result, it led to the transportation waste taking it to some other place, and linked to it
would be the storage waste, where some space would be required to store the leftover
tea. This waste is generated if there is a miscommunication with the customer about the
quantity that he needs. So, we often try to maximize the production. If the customer
purchases a lesser quantity than prepared, then it may lead to scrap formation which
eventually gets dumped. The figure below shows the leftover tea as a result of
overproduction.
● Storage
This defect happens due to the miscommunication between the customer and the
manufacturer which leads to overproduction
Tea Preparation After KaizenAs our major objective was to reduce waste. At first, we have completely organized the
kitchen in the favor of the manufacturer. Which basically reduces the time and helps in
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working very efficiently. The manufacturer was clueless with his goals so secondly a
goal has been properly provided to him. After applying kaizen to reduce the wasteful
activities, the manufacturer took nearly 9 minutes to finish the process.
● Waste of motionFirst, he went for a tea container and could not find it to solve this issue various
products have already been organized and been assigned to the manufacturer. A
method which has helped to reduce waste is also organizing the related products
together for ex-Sugar with tea leaves, ginger with milk as they both are pulled out from
the refrigerator, all the spices together and all the utensils together this how the we can
reduce this waste.
● WaitingWaiting is a very big part of a process. Waiting sometimes is important and cannot be
avoided. It is a type of activity in which an employee gets paid and gives nothing in
return. To reduce this kind of waste ideal time can be utilized for using various kinds of
different activities for ex-Washing dishes, mob or again organizing the ingredients being
used.
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TransportationTransportation is a type of waste which occurs when there is an unnecessary pickup of
a single item from a place to another. In this process transportation waste can occur
many times. This can be reduced but cannot be removed. To overcome this waste the
manufacturer should use efficiency as well as various equipment or should let the
customer decide how much content the customer wants to add.
● DefectsIt is also a wasteful activity which involves generation of scrap that is to be thrown away.
The reduction of waste in this defect may result in compromising product quality. The
manufacturer in the tea making video was not aware about the quantity of the tea to be
made, as a result the extra tea had to be thrown away. The figure below shows the
result of avoiding defect as there are exactly two cups of tea made with no leftover tea.
● ProcessingIn the tea making experiment before applying kaizen, the processing of it was a bit
messed. After heating up water, the manufacturer looks for all the ingredients that need
to be added in the vessel, and adds them one after the other, which is not a correct
process as it can lead to errors of adding more or less than the quantity required which
eventually leads to quality issues. So, in order to reduce this waste all the ingredients
23
can be kept together at once or can be mixed or added at once so it will reduce the time
and will not compromise with the quality.
● OverproductionThis waste is generated if there is a miscommunication with the customer about the
quantity that he needs. So, we often try to maximize the production. If the customer
purchases a lesser quantity than prepared, then it may lead to scrap formation which
eventually gets dumped. To overcome this manufacturer needs to have proper
communication with the customer also should make accurate quantity of material. The
figure below shows that there is no extra tea left in the vessel, which says that there
was no overproduction of tea.
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Storage -This defect happens due to the miscommunication between the customer and
the manufacturer which leads to overproduction .To overcome this it can be stored in
the kitchen itself and can be delivered to other customers in the same day if kept in
maintained temperature .Another way we can overcome is preparing a big quantity and
save it for the day but it may not be constant as everyday sale may differ so supply
might get affected .
Conclusion
So here we can conclude that using Kaizen improves the efficiency of the process
reducing the time and chances of defects. Also, it increases the customer satisfaction
and confidence that implementing Kaizen principles will help the company to improve
their service with customers by reducing the waiting time and defects in service method
and at the same time maintaining the quality of the product. This can drastically improve
their sales levels. There was almost 9 minutes difference after avoiding all the wasteful
activities during the production.
We were mostly successful in determining the activities which were acting to be
wasteful and were slowing down the tea making process.
We were able to determine six wasteful activities ( waste of motion, waiting,
transportation, defects, processing, overproduction), and some pre planning that
needed to be done before starting the process like the amount of tea to be made, what
needs to be done to kill the waiting time. After applying Kaizen in the tea making
process, we were able to reduce a good amount of time providing the same quality of
tea.
Following the experimentation, we can determine that a company which applies Kaizen
in their production gets the following benefits25
Reduction in time- alternative or complementary approach to improving systems,
processes and so on, is through more subtle, ongoing changes and continuous
improvements. This approach is often undervalued.
Waste reduction-There are various waste in this process some of them can be
removed but the problem arises with the residual as if we try to reduce it quality of the
product can be compromised .Apart from it efficiency of the manufacturer is the key for
waste reduction.
·
Improved Customer satisfaction-To maintain customer satisfaction company
should hold as well as read the mind of the customer .The key to customer satisfaction
is the quality of the product as well as the services provided by the company to the
customer .Both of these things should be a perfect blend mixture .
·
Improved competitiveness in the market-
·
Improved problem solving
·
Handle pressure of customer service
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