Ringi Seido

The Ringi Seido methodology that originates from Japan is widely recognized as an effective method for achieving operational excellence. As an operational excellence expert, I can attest the benefits of implementing Ringi Seido in your organization.

Ringi Seido, which translates to "approval process," is a consensus-based decision-making system that involves different levels of an organization in the decision-making process. It is considered an essential element of Japanese business culture and has been widely adopted by Japanese companies for decades.

One of the key principles of Ringi Seido is involving all relevant stakeholders in the decision-making process. This includes front-line employees, middle management, and executives, allowing for a comprehensive and well-rounded approach to decision-making. The goal is to gain buy-in from all levels of the organization and ensure everyone is aligned with the company's vision and direction.

The Ringi Seido process begins with a proposal for a change or new initiative, which is then shared and discussed among the relevant stakeholders. Through a series of meetings and discussions, the proposal is refined and modified until it has the support of all relevant stakeholders.

One of the key benefits of the Ringi Seido process is that it ensures all necessary information is considered before a decision is made. This helps to reduce the risk of making decisions that are not in the best interests of the organization. Additionally, the process provides the opportunity for employees to voice their opinions and share their ideas, which can lead to the discovery of new and better ways of doing things.

Another benefit of Ringi Seido is that it promotes a culture of continuous improvement. The process encourages employees to regularly review and evaluate the implementation of the approved initiatives, which allows for the identification of areas that need improvement. This leads to a continuous cycle of improvement, as the organization continuously refines its processes and procedures to achieve better results.

One of the challenges of implementing Ringi Seido is that it can be time-consuming and require significant investment in training and development opportunities for employees. However, the benefits of the methodology make it a worthwhile investment, as it can lead to significant improvements in the efficiency and effectiveness of an organization's operations.

For organizations that are interested in implementing Ringi Seido, it is essential to have a clear understanding of the methodology and the specific steps involved in the approval process. This requires the participation of all relevant stakeholders and a commitment from the organization to provide the necessary resources, including training and development opportunities, to ensure the successful implementation of the methodology.

In a nutshell, I highly recommend the implementation of Ringi Seido for organizations looking to achieve operational excellence. While it may require a significant investment in time and resources, the benefits of the methodology make it a powerful tool for achieving better results. By involving all relevant stakeholders in the decision-making process, organizations can gain buy-in from all levels of the organization and ensure everyone is aligned with the company's vision and direction. This leads to a culture of continuous improvement, which is essential for achieving long-term success.

Kaikaku

KAIKAKU, which means "radical change" or "revolution" in Japanese, is a key concept in Lean management and operational excellence. It refers to a transformative approach to process improvement that aims to achieve significant and lasting improvements in performance. KAIKAKU is different from other process improvement methods, such as Kaizen, which focus on incremental improvements, KAIKAKU is characterized by a bold, dramatic change in the way a process is performed.

One of the key features of KAIKAKU is that it is not just about improving the existing process, but also about rethinking and redesigning the process from scratch. This approach allows organizations to identify and eliminate sources of waste, inefficiencies, and bottlenecks that may have been present in the process for years. By starting with a blank slate, organizations can create a new process that is more efficient, effective, and sustainable.

KAIKAKU is often used in manufacturing and production processes, where significant improvements in performance can have a major impact on the bottom line. For example, a manufacturing facility might use KAIKAKU to redesign its production process, eliminating bottlenecks, reducing waste, and increasing capacity. This could result in faster turnaround times, higher quality products, and lower costs.

Another key feature of KAIKAKU is that it often involves the use of new technologies and automation. By adopting new technologies and automating processes, organizations can achieve significant improvements in performance. For example, a manufacturing facility might use KAIKAKU to introduce robots, automated inspection systems, or artificial intelligence to its production process. This could result in faster turnaround times, higher quality products, and lower costs.

KAIKAKU also involves the active participation of employees, especially those who are directly involved in the process. By involving employees in the process improvement process, organizations can tap into their expertise and knowledge, and create a sense of ownership and engagement. Employees can also bring valuable insights into the process and suggest new ideas for improvement.

KAIKAKU is also closely linked to the concept of "Just-in-Time" (JIT) manufacturing. JIT is a production strategy that aims to produce the right products at the right time, and in the right quantities, by minimizing waste and unnecessary inventory. By implementing KAIKAKU, organizations can achieve significant improvements in performance and implement JIT successfully.

In a nutshell, KAIKAKU is a powerful method for organizations that are committed to operational excellence and continuous improvement. By rethinking and redesigning the process from scratch, organizations can identify and eliminate sources of waste, inefficiencies, and bottlenecks that may have been present in the process for years. By adopting new technologies and automating processes, organizations can achieve significant improvements in performance. By involving employees in the process improvement process, organizations can tap into their expertise and knowledge. By implementing KAIKAKU, organizations can achieve significant improvements in performance and implement JIT successfully.

KOSU

KOSU, short for "Key Operating System Units", is a method used in Lean management and operational excellence to identify and measure the critical units of a process that are essential for the overall performance and success of the operation. By identifying these key units, organizations can focus their improvement efforts on the areas that will have the greatest impact on performance.

The basic idea behind KOSU is to identify the critical units of a process that are essential for the overall performance and success of the operation. This can include things like machines, equipment, personnel, and processes. By identifying these key units, organizations can focus their improvement efforts on the areas that will have the greatest impact on performance.

One of the key benefits of using KOSU is that it helps organizations to identify and prioritize the areas of the process that are most critical to performance. By identifying the key units of a process, organizations can focus their improvement efforts on those areas that will have the greatest impact on performance. This allows them to make the most of their resources and achieve the greatest return on investment.

Another benefit of using KOSU is that it helps organizations to identify and eliminate bottlenecks in the process. By identifying the key units of a process, organizations can identify which units are causing delays and bottlenecks in the process, and then take action to eliminate those bottlenecks. This can include things like improving machine maintenance, optimizing production processes, or identifying areas where automation can be used to improve efficiency.

Using KOSU also helps organizations to identify areas where standardization can be used to improve a process. By identifying the key units of a process, organizations can identify which units are taking longer than they should, and then take action to standardize those processes. This can include things like implementing best practices, developing standard operating procedures, or identifying areas where automation can be used to improve efficiency.

In addition, KOSU can be used to identify areas where automation can be used to improve efficiency. By identifying the key units of a process, organizations can identify which units are taking longer than they should, and then take action to automate those processes. This can include things like using robotics, using automated inspection systems, or using artificial intelligence to optimize production processes.

KOSU also plays a critical role in analyzing machine’s capacity. By identifying the key units of a process, organizations can identify which units are operating at full capacity, and which ones have room for improvement. This can help organizations to optimize their production processes, and ultimately, increase their overall production capacity.

In a nutshell, KOSU is a powerful method for organizations that are committed to operational excellence and continuous improvement. By identifying the key units of a process, organizations can focus their improvement efforts on the areas that will have the greatest impact on performance, eliminate bottlenecks in the process, use standardization to improve a process, use automation to improve efficiency and increase their overall production capacity.

Machine Cycle Time

Machine Cycle Time is a term used to describe the amount of time it takes for a machine to complete one full cycle of operation. In the context of Lean management and operational excellence, machine cycle time is a critical metric that can be used to measure the efficiency and effectiveness of a manufacturing or production process.

The basic idea behind machine cycle time is that it measures the amount of time it takes for a machine to complete a specific task or series of tasks. This can include things like setting up a machine, loading raw materials, running a production process, and unloading finished products. By measuring the amount of time it takes for a machine to complete a full cycle of operation, organizations can gain insight into how efficiently the machine is running and identify areas for improvement.

One of the key benefits of measuring machine cycle time is that it can help organizations to identify bottlenecks and delays in the production process. By measuring the amount of time it takes for a machine to complete a full cycle of operation, organizations can identify which machines or processes are taking longer than they should, and then take action to address these bottlenecks. This can include things like improving machine maintenance, optimizing production processes, or identifying areas where automation can be used to improve efficiency.

Another benefit of measuring machine cycle time is that it can help organizations to identify areas where standardization can be used to improve a process. By measuring the amount of time it takes for a machine to complete a full cycle of operation, organizations can identify which machines or processes are taking longer than they should, and then take action to standardize those processes. This can include things like implementing best practices, developing standard operating procedures, or identifying areas where automation can be used to improve efficiency.

Measuring machine cycle time can also help organizations to identify areas where automation can be used to improve efficiency. By measuring the amount of time it takes for a machine to complete a full cycle of operation, organizations can identify which machines or processes are taking longer than they should, and then take action to automate those processes. This can include things like using robotics, using automated inspection systems, or using artificial intelligence to optimize production processes.

Machine cycle time also plays a critical role in analyzing machine’s capacity. By measuring the amount of time it takes for a machine to complete a full cycle of operation, organizations can identify which machines are operating at full capacity, and which ones have room for improvement. This can help organizations to optimize their production processes, and ultimately, increase their overall production capacity.

In conclusion, machine cycle time is a critical metric that can be used to measure the efficiency and effectiveness of a manufacturing or production process. By measuring the amount of time it takes for a machine to complete a full cycle of operation, organizations can gain insight into how efficiently the machine is running, identify bottlenecks and delays in the production process, identify areas where standardization can be used to improve a process, and identify areas where automation can be used to improve efficiency. Ultimately, measuring machine cycle time is a powerful tool for organizations that are committed to operational excellence and continuous improvement.

SMED

Single Minute Exchange of a Die

This series of techniques was invented by Shigeo Shingo to set-up manufacturing equipment in less than 10 minutes. Most of the time people think in one minute but is thought as single digit minutes.

So what is behind the set-up time reduction?

This method is driving to increase the net production time as much as possible by minimizing the needed time to change from one model to another. As far as you have two or more products running on your line or to simply exchange parts of your machine or equipment that regularly needs to be replaced. This is increasing the flexibility of your production and allows you to react on changes in demand more quickly.

When trying to reduce changeover tomes the typical goal is to reach less than 10 minutes. The short summary of SMED activities is to analyze each element of the changeover with the EMIPS method to see if it can be eliminated, modified or moved outside the process, integrated, tasks are parallelized or synchronized.

SMED

When looking at those three stages we can simplify it further for each stage:

Just ask yourself:

Separate:
Can this task, as currently performed, be done while the line is still running?

Convert:
Which process steps can be moved out of the changeover itself and be parallelized or completely taken out? How can you do it?

Synchronize:
How can the remaining tasks be synchronized so you need as little time as possible to complete the changeover?

I save you the story with the pit stop in formula 1 - just google it by yourself and you will find the evolution of pit stops. Quite interesting and still valuable.

So what are the benefits of SMED?

The first effect you will see on improvements of the OEE of your manufacturing facility. If this is important for you and you are numbers driven. In the end you will reduce downtimes and therefore manufacturing costs as your machines will have a greater net operating time.

With a long term perspective SMED will enable you to have smaller batch sizes, which will improve your possibilities to react faster on changes of customer demands and in addition your inventory (tied capital) and WIP (work in progress) will decrease.