Benchmarks & Client Cases
Improvement Cycles in Discrete Assembly
Unsustained results after project finishes
Unsutructed Approach to Communicate Project Results
• Difficulty in sustaining implemented improvements, once projects have been completed
• Similar improvement projects being implemented simultaneously
• Improvement initiatives not perceived as part of daily activities by team leaders
• Loss of momentum when improvements are passed on to Gemba management
• Lack of overall visibility over ongoing projects and guarantee of alignment with company vision
• Poor improvement routines in the daily agendas of team leaders and disconnection between improvement culture and performance evaluation
From Strategy to System CIP
• Continuous Improvement Process (CIP) is composed of two levels: System CIP – holistic approach to improve the whole value stream with disruptive changes; and Point CIP – focus on the workplace or line to stabilise and improve existing standards
• Daily Management is ultimately responsible for sustaining the results after Point CIP has eliminated the largest causes of variability through standards and process confirmation, quick reaction systems and structured communication
• Initiatives implemented with System CIP are deployed from Vision and Strategy along with Value Stream Analysis and, once closed, are Reviewed and Audited
Productivity of labour increased by 68%.
First Time Through
First time quality increased by 20%.
Overall equipment efficiency of plant increased by 18%.
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