KAIZEN METHOD – CONTINUOUS IMPROVEMENT: WHAT IS IT?

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The continuous improvement or Kaizen is an advanced generic instrument that can be used in the maintenance process, leaving very good results for companies.

This improvement, consists of trying to optimize basic factors of production and maintenance by means of the constant analysis of activities and processes. The above-mentioned has as objective to reduce costs, to improve the productivity, to increase the profitability, to control and to eradicate failures.

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This instrument is also used in the areas of quality, production and marketing. There are many tactics that use this instrument; one that overcomes is the Kaizen method that is based on the group and individual overcoming permanently.

Kaizen is a method that seeks every day to improve what was done the day before. The Kaizen does not give jumps to obtain great changes in a short time. This philosophy is centered in having slow and sure improvement, but permanent.

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CONTINUOUS IMPROVEMENT

Kaizen in the companies means continuous and progressive improvement, with the participation of the personnel of all the levels. Therefore, it must be very clear that it is a long term process that will give very good results.

TPM and continuous improvement

Continuous improvement is used within the TPM in its basic pillar of autonomous maintenance. Remember that maintenance is composed of a set of activities performed daily by workers.

Among these activities are cleaning, inspection, lubrication and study of possible improvements.

The activities carried out in the autonomous maintenance must comply with the established standards; and the production personnel must be properly trained in the operation and basic maintenance of their equipment.

Some of the objectives to be achieved with the autonomous maintenance are:

  • To avoid the malfunction of the equipment through the correct operation and the permanent verification; according to the standards established for it.
  • Improve safety at work.
  • Achieve the sense of belonging and responsibility of the worker.
  • Use the equipment as a tool to learn new skills.
  • Optimize the operation of the equipment with the contribution of the workers.

It must be clear that autonomous maintenance cannot be applied to equipment where it has very advanced technology. Due to the complexity of its maintenance.

The improvement must always be measured through indexes, yields or activity indicators. Always remember: what is not measured cannot be improved. If you do not keep a record of these indicators, you cannot make good decisions.

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