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Kaizen The MMMM System

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Implement a Kaizen program associated to the MMMM system as part of the Sustainability strategy. All you and the design team have to remember is that a process that is not improving is degrading. The MMMM system is made of many processes, so now is the time to start with the first Kaizen. Also, go back to the list of suggestions from the VSM activity (1.1) and see that all the suggestions have been addressed.

Train in KAIZEN Methods

Train the Material Management staff in Kaizen techniques. Kaizen means continual improvement. We are using the term to make the point that once the Material Delivery system is implemented, it must be improved, and that continual improvement needs to be a part of our daily discipline.

Identify and Train KAIZEN Leaders

Select and train Leaders to the Material Continuous Improvement program. Ensure that the entire material team is training in simple problem solving and in the Kaizen method for process improvement. This take the form of a 3-hour training session with hands-on exercises. Schedule regular brainstorming sessions with a focus on the following improvements:
❑ Inventory turnover
❑ Free up working capital
❑ Free up floor space
❑ Eliminate stock-outs
❑ Quick material changeovers

Review Opportunities From Deployment

Identify the opportunities for improvement listed during the original VSM as well as during the physical deployment. Find and implement opportunities to reduce inventory quantities (or increase if needed). This is done by decreasing or increasing the replenishment cycle, the “DOH” in the inventory quantity formula. Go back to the original Material Management VSM, and revisit the “Kaizen Burst” ideas that were developed there. Consolidate all the Kaizen opportunities into a single Kaizen database.

Review Opportunities From Original VSM

Identify the opportunities for improvement listed during the original VSM as well as during the physical deployment. Find and implement opportunities to reduce inventory quantities (or increase if needed). This is done by decreasing or increasing the replenishment cycle, the “DOH” in the inventory quantity formula. Go back to the original Material Management VSM, and revisit the “Kaizen Burst” ideas that were developed there. Consolidate all the Kaizen opportunities into a single Kaizen database.

Reprioritize Improvement Opportunities

Review the consolidated Kaizen database and reprioritize according to the current needs. Since priorities and needs change over time, improvement ideas will become more or less urgent. Review the improvement idea database (or list) and reprioritize periodically.

Classify Opportunities

Classify each improvement idea as External (outside the factory) or Internal (inside the factory).

Negotiate Replenish Frequencies

Develop plans for inventory reductions. Raw materials can be reduce by negotiated improved replenishment strategies with outside suppliers. The concept of a “milk run’ or routine cycle of replenishment is a common option for common materials.

Resize and Deploy

Develop plans for inventory reductions. Raw materials can be reduce by negotiated improved replenishment strategies with outside suppliers. The concept of a “milk run’ or routine cycle of replenishment is a common option for common materials.

Develop Packaging Plan

Develop plan for packaging/containerization improvements. Inventory quantities are often too big because of excessively large standard package quantities or minimum buys from suppliers. Both of these are opportunities for renegotiation.

Reduce/Eliminate Packaging

Develop plan for packaging/containerization improvements. Inventory quantities are often too big because of excessively large standard package quantities or minimum buys from suppliers. Both of these are opportunities for renegotiation.

Pursue Vendor Managed Inventory

Identify candidates for a Vendor Managed Inventory (VMI) program. Vendor managed material has several potential advantages: It can reduce material handling costs, since an outside supplier would be taking over that task, it can reduce purchasing effort since the resupply is automatic, and if the material can be stored on consignment, reducing inventory dollars.

Assess New Technologies

Assess further Kaizen opportunities to eliminate waste in the form of packaging, cardboard, foam, wooden pallets, etc. Recycled containers that travel to the supplier and back are common, for example.
❑ Instead of a multi-bin system, look for opportunities to implement a bag system that only requires one container. This will reduce by half the number of bins and shelving space required..
❑ Eliminate line changeover time related to materials by designing Kanban kits (for a specific product or product family) on wheels, that can be rolled to the line quickly and restocked offline as needed.
❑ Formalize the Kaizen process by ensuring that some time every week is spent on process improvement. This would normally take the form of a team meeting on the floor.

Assess Space-saving Strategies

Assess further Kaizen opportunities to eliminate waste in the form of packaging, cardboard, foam, wooden pallets, etc. Recycled containers that travel to the supplier and back are common, for example.
❑ Instead of a multi-bin system, look for opportunities to implement a bag system that only requires one container. This will reduce by half the number of bins and shelving space required..
❑ Eliminate line changeover time related to materials by designing Kanban kits (for a specific product or product family) on wheels, that can be rolled to the line quickly and restocked offline as needed.
❑ Formalize the Kaizen process by ensuring that some time every week is spent on process improvement. This would normally take the form of a team meeting on the floor.

Assess Kitting Strategies

Assess further Kaizen opportunities to eliminate waste in the form of packaging, cardboard, foam, wooden pallets, etc. Recycled containers that travel to the supplier and back are common, for example.
❑ Instead of a multi-bin system, look for opportunities to implement a bag system that only requires one container. This will reduce by half the number of bins and shelving space required..
❑ Eliminate line changeover time related to materials by designing Kanban kits (for a specific product or product family) on wheels, that can be rolled to the line quickly and restocked offline as needed.
❑ Formalize the Kaizen process by ensuring that some time every week is spent on process improvement. This would normally take the form of a team meeting on the floor.

Assess Containers

Assess further Kaizen opportunities to eliminate waste in the form of packaging, cardboard, foam, wooden pallets, etc. Recycled containers that travel to the supplier and back are common, for example.
❑ Instead of a multi-bin system, look for opportunities to implement a bag system that only requires one container. This will reduce by half the number of bins and shelving space required..
❑ Eliminate line changeover time related to materials by designing Kanban kits (for a specific product or product family) on wheels, that can be rolled to the line quickly and restocked offline as needed.
❑ Formalize the Kaizen process by ensuring that some time every week is spent on process improvement. This would normally take the form of a team meeting on the floor.

Assess Storage Solution

Assess further Kaizen opportunities to eliminate waste in the form of packaging, cardboard, foam, wooden pallets, etc. Recycled containers that travel to the supplier and back are common, for example.
❑ Instead of a multi-bin system, look for opportunities to implement a bag system that only requires one container. This will reduce by half the number of bins and shelving space required..
❑ Eliminate line changeover time related to materials by designing Kanban kits (for a specific product or product family) on wheels, that can be rolled to the line quickly and restocked offline as needed.
❑ Formalize the Kaizen process by ensuring that some time every week is spent on process improvement. This would normally take the form of a team meeting on the floor.

Audit KANBAN Cycles

Assess further Kaizen opportunities to eliminate waste in the form of packaging, cardboard, foam, wooden pallets, etc. Recycled containers that travel to the supplier and back are common, for example.
❑ Instead of a multi-bin system, look for opportunities to implement a bag system that only requires one container. This will reduce by half the number of bins and shelving space required..
❑ Eliminate line changeover time related to materials by designing Kanban kits (for a specific product or product family) on wheels, that can be rolled to the line quickly and restocked offline as needed.
❑ Formalize the Kaizen process by ensuring that some time every week is spent on process improvement. This would normally take the form of a team meeting on the floor.

Audit Delivery Route Performance

Assess further Kaizen opportunities to eliminate waste in the form of packaging, cardboard, foam, wooden pallets, etc. Recycled containers that travel to the supplier and back are common, for example.
❑ Instead of a multi-bin system, look for opportunities to implement a bag system that only requires one container. This will reduce by half the number of bins and shelving space required..
❑ Eliminate line changeover time related to materials by designing Kanban kits (for a specific product or product family) on wheels, that can be rolled to the line quickly and restocked offline as needed.
❑ Formalize the Kaizen process by ensuring that some time every week is spent on process improvement. This would normally take the form of a team meeting on the floor.

Assess Conveyance Devices

Assess further Kaizen opportunities to eliminate waste in the form of packaging, cardboard, foam, wooden pallets, etc. Recycled containers that travel to the supplier and back are common, for example.
❑ Instead of a multi-bin system, look for opportunities to implement a bag system that only requires one container. This will reduce by half the number of bins and shelving space required..
❑ Eliminate line changeover time related to materials by designing Kanban kits (for a specific product or product family) on wheels, that can be rolled to the line quickly and restocked offline as needed.
❑ Formalize the Kaizen process by ensuring that some time every week is spent on process improvement. This would normally take the form of a team meeting on the floor.