KAIZEN SYSTEM

IMPLEMENT AN IDEAS SYSTEM TO INCREASE THE
EMPLOYEES COMMITMENT TO IMPROVE THE PERFORMANCES

1. LEARN BY YOURSELF & CHALLENGE YOUR WAY OF DOING

 

WHY

Better to use ideas from 10 people instead of waiting for a brilliant idea from one person.

WHAT

An improvement idea is an idea proposed by any employee or team and is it to improve the way we work. The improvement may relate to quality, productivity, safety, work organization or environment, etc. The idea is to generate a continuous improvement of work-instructions through the active participation of all employees.

The objective is to promote simple and relevant ideas, small improvements step by step, both easy and inexpensive to implement and are the result of a daily teamwork. The objective is not to propose the invention of the world. The ideas for improvement are a natural indicator of staff involvement. A lot of ideas demonstrates a high degree of team involvement, from a participatory work mode to listen to employees.

BENEFITS
  • Amplifies the problem solving process

  • Important factor of motivation and adherence

  • Everyday improvement

HOW

  1. Each leader has the responsibility to generate improvement ideas from his team.

  2. The procedure for collecting ideas of improvements can be defined with the team. Define a system to collect, evaluate and realize ideas from teams.

  3. An employee submits an improvement idea if he finds that his manager is interested, ie when it quickly gets an answer to his suggestion and when improvement is achieved. Consequently, the implementation should be made possible through the allocation of specific resources: time.

  4. The ideas must be formalized in order to facilitate monitoring by the manager. Management basic rules are applicable to the golden ideas system: they must be simple, immediate, close to the team. It is important to use the right kpi to follow up the process (eg. Qty, rate implement ideas/total ideas...)

  5. Individual contributions and teams should be recognized and rewarded to demonstrate the importance attached to the spirit of continuous improvement practices. Thus the recognition system must be constructed.
    By example:




  6. The recognition system must be determined at the level of the factory so that it has a sense locally for employees. A good system for recognition must include a formal plan of communication. For example: letters, displays, internal publications, ceremonies.

  7. Define a committee to support & promote your golden ideas system. They will give the sense & animate the follow-up in your factory.

  8. A good practice is to regularly remove an operator from his post for a few hours and ask him to see how his work is done when another operator takes his place. The operator will have the opportunity to see a differently his work, be an observer to identify the possibilities of improving its own workstation.

  • winning Teammates, first of all

  • winning Customers

  • winning Citizens (Partners, Supplier ….)

  • winning Shareholder as a consequence only

 

2. COPY & IMPROVE ASSOCIATED BEST PRACTICES

Practice from: A.O Smith (external benchmark)

Contact: Tina WANG

What: Ideas system organization

Gains: 30M RMB saving in financial figures. 95% employee covered; Average factory staff CI points: 400+; Average management staff CI points: 700+

Assessment level: OPEX E7

 

Practice from: OCK

Contact: Alex LI QINGDAO

What: Ideas system organization

Gains: teammates involvement, continuous improvement...

Assessment: OPEX E7

Standard & measure

Routine

Perf board

Process

Communication & Reward

Standard & measure

Practice from: CMW factory

Contact: Peter GENG

What: Ideas system organization

Gains: teammates involvement, continuous improvement...

Assessment: OPEX E7

Practice from: TEC factory

Contact: Jenny YANG

What: Ideas system organization

Gains: teammates involvement, continuous improvement,...

Assessment: OPEX E7

Practice from: AML factory

Contact: JC DEFFRENNE

What: Ideas system organization

Gains: teammates involvement, continuous improvement,...

Assessment: OPEX E7

Standard & measure

Routine

Perf board

Process

Mission & kpi of internal relays

Communication & Reward

Routine

Perf board

Process

Practice from: DPR

Contact: None

What: DPR requirement

Gains: none

Assessment: OPEX E7

 

3. GO FURTHER WITH OUR COACHING OFFER

Please contact : TEC factory

 

4. VALIDATE YOUR SKILLS

Competency = to coach on Kaizen Workshop - satisfaction survey - monthly debrief [CIEK]

 

5. EVALUATE YOUR ORGANIZATION

Assessment = OPEX

Chapter = E7

 

6. SHARE WITH US YOUR PRACTICE

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