Ten3 Business e-Coach
See the Big Picture first
"The involvement of work people in Japan has lead
mainly to process improvement rather than to product improvement."
Benefits of 9-part
Classification of Wastes
Helps employees become
Helps them move from operational improvement to systems improvement,
Helps employees recognize the need for self-development.
Solving Strategies: 4 Levels
Waste Categories and
Wastes To Be
items not immediately needed...
The "5S" refers to five Japanese principles for workplace management
to increase efficiency.
eliminate unnecessary items from the workplace. Keep the strict
The objectives of Canon Production
System (CPS) are to manufacture better quality products at lower
cost and deliver them faster.
rigorous organization (5Ss,
Kaizen, TPM,...), the CPS aims
at bringing about
constant improvements in
performance and has provided the spring-board for Canon.
The Three Basic
Structures of CPS
1. Quality Assurance (QA)
System. Canon tries to ensure the best
quality in all stages of development, production, and delivery
to gain worldwide respect for their products.
2. Production Assurance (PA)
System. PA is aimed to achieve
just-in-time manufacturing, fast delivery, low cost, and also
adopt the "visual control" philosophy. Canon has devised two
subsystems to attain these PA goals: Canon's HIT System (equivalent
to just-in-time) and Signal System. The HIT System means making
parts and products only when needed and only in the quantity needed.
Canon uses either HIT cards or signals for this purpose.
3. Personnel Training (PS)
System. Under this system, Canon's employees are continually
educated through a life-long education program.
The other critical instruments for
realizing CPS objectives are the "four investments" (technologies,
human resources, facilities, and welfare) and "elimination of
At Canon, a Model Workshop means a
Performance is continually improving
Manpower development efforts are continually made
There is always
for reducing wastes.
Individual roles and goals are
The agreed-upon rules are strictly
What is going on in the workshop is
readily visible and understandable
Each Canon employee receives a 55-page
pocket-size CPS Notebook that explains the CPS, how to get
Kaizen targets, and the award
system. These CPS Notebooks also have special
pages entitled "My Self-Development Goals – Method, Tools, and
Investment" to be filled in by the worker.
At Canon, it is the supervisor's
responsibility to attempt to give each employee the widest possible
range of skills. This is achieved both by formal training and
through job rotation.
Managers attach considerable importance
to the direct involvement of employees in process design, process
improvement, and the achievement of smooth harmonious production.
In each working area, matrix charts are
displayed. The vertical axis lists the names of all operators in the
department and the horizontal axis is divided into columns, each
describing a specific skill or task. The boxes in the chart are
shaded against each employee to show at a glance the skills each has
Canon employees are offering around 50 improvement
ideas per year per employee.
Canon provides awards for individuals,
small groups and workshop units. These awards are intended to show
management's appreciation for the efforts and the results.
A unique feature of Canon's suggestion
system is the lifetime cumulative award system. Each suggestion is
given a certain number of points, and every year President's Awards
are given to the 20 people who have accumulated the most points
since the system's inception. Each recipient receives a certain
amount of money and a gold medal.
Since this can get a bit repetitious,
there are also Presidential Awards for the most points in a given
year, the top 30 people receiving a smaller amount of money and
The list of Annual Awards provided at
Canon includes: Model Workshop Award, Runner-up Model Workshop
Award, Award for Eliminating
9 Wastes, CPS Performance Award, Excellent Small-Group
Activities Award, Cumulative-Point Presidential Award, Annual-Points
Presidential Award, Special Presidential Award.
Canon gives also Gold, Silver, and
Special awards to their suppliers that have built promising systems
Quality, Cost, and Delivery.
Sustainable Competitive Advantage: The Toyota Philosophy and Its Effects,"
M. Reza Vaghefi
"TPS vs. Lean and the Law of Unintended
Consequences," Art Smalley, President, Art of Lean, Inc.
Kaizen: The Key To Japan's Competitive Success,
Kaizen: A Commonsense, Low-Cost Approach to Management," Masaaki Imai
25 PowerPoint slides by
Factory Strategies Group LLC
Production System," Taiichi Ohno
Toyota Way," Jeffrey Liker
Manufacturing That Works", Bill Carreira
Production Simplified," Pascal Dennis, John Shook
Lean Manufacturing Pocket Handbook," Kenneth W. Dailey
Lean Manufacturing Overview,
42 PowerPoint slides by
Factory Strategies Group LLC
Deming's 14 Point Plan for Total Quality
9 Waste Categories and
6 Guidelines of the Canon's Suggestion System
10 Commandments of
Improvement, Gemba Research
Kaizen and Innovation, Vadim
Kaizen Mindset, Vadim Kotelnikov
Quick and Easy Kaizen
Successful Implementation of Kaizen Strategy: 7 Conditions,