COURSES FOR EMPLOYEES AND WORKERS

Basic improvement (Kaizen)

Kaizen is a Japanese word combined by ‘kai’ – ongoing and ‘zen’ – improvement, translated into English term “ongoing improvement”. This is a famous Japanese business philosophy where all employees from all parts of the business will work together to achieve common goals, improve production. Some statistics on Kaizen initiative at world-famous corporations:

  • Toyota: 10-12 ideas/employee/year
  • Suzuki: 50,000 ideas/year
  • Toyota Lexus: 100 ideas/employee/year

The improvement processes in Kaizen are small, incremental, but deliver impressive results for a long time. That is the secret to the success of Japan’s largest corporations. The “Kaizen” course will create a strong driving force for production in enterprises.

Hinh khoa hoc

COURSE OVERVIEW

Name of the course: Basic improvement (Kaizen)
Object: Employees, workers, and interns
Training time: 2 – 3 days (designed as customer’s requirements)
Language: Vietnamese
Lecturers: Vietnamese
Forms of training: Inhouse or Public workshop
Training methods: Lecture presentation, discussion, and practice are organized in the classroom

PURPOSE OF COURSE

  • Understanding the purpose, significance, and importance of innovation to sustainable development
  • Knowing how to improve from the simplest things but with better efficiency.
  • Being awareness of the thinking of every-day improving.

TRAINING CONTENT IN THE COURSE

1. Factory Basics

  • Management of QCDMSE factors
  • Management of 4M

2. Muri-Mura-Muda and 7 wastes

  • Overview of Muri-Mura-Muda
  • Method of determining 7 wastes in production

3. Squander topic selection methodology

  • 3Mu in production line/process and description by flowchart
  • Determining the actual timing of all stages in the line or process and identifying stages of interest
  • Identifying 3Mu at the stage/work of interest and selecting the topic
  • Practice: Identifying squanders topics

4. Capturing the current status

  • Understanding detailed maneuvers and clarifying the Muda(s)
  • Standard work coordination table: human-machine work coordination analysis
  • Simultaneous-motion cycle chart: SIMO
  • Transport process analysis chart
  • 2-handed analysis chart
  • Therblig analysis: Muri, Mura, motion, machining squander
  • 5W-2H Tools
  • Practice: Capturing the current status

5. Analysis of the current status

  • 3M and finding possible problem points
  • Verifying unclear problem points (4M)
  • Practice: Situation analysis

6. Analysis of the cause

  • What is the root cause?
  • Applying 5Whys to find the root cause
  • Practice: Analysis of the Root Cause

7. Choosing counterparts

  • Proposing as many potential countermeasures as possible
  • Building consensus with stakeholders and choose a countermeasure
  • Practice: Determining the countermeasure

8. Confirming the results

  • Evaluating the effectiveness of the topic
  • The visible effect, the invisible effect and the economic efficiency of the topic
  • Practice: Evaluating the effectiveness of the topic

9. Standardization and eye management

  • Purpose and meaning of standardization and eye management
  • Practice: Identifying points to be standardized in your topic.

FEEDBACK