Ingeniero Electronico

EAMO Kaizen Guide
for the
Eaton Lean System
and Six Sigma Tools



KAI ZEN
"Change" "Good"


"Change for the Better"
Executive Summary

Kaizen means the breaking apart of the current situation, analyzing it and quickly putting it back together to make it better.

Eaton Corporation's Engine Air Management Operations has the tools toperform "change for the better". What this document is attempting to do is to help to organize the approach and execution of those tools to impact the financial and balance score card measures in the most efficient and effective manner.

At the beginning of this division's lean journey, it was effective to conduct ELS and 6 Sigma training workshops to create awareness and exposure to themethods and terminology. Now that we have people at each of our facilities that have been trained/certified/exposed to the various tools, it is time to apply these tools to the issues and problems on our shop floors, offices and processes.


So, where do we start? The Value Stream Map should be the guide. What area of the plant, process or office does the map identify as the constraint,bottleneck or problem area preventing us from achieving our goals? If your plant is in a "fire fighting mode" The Kaizen event using the ELS & 6 Sigma tools should address the root cause and allow your facility to move into "fire prevention".

When to use Kaizen event:
Does this project warrant a Kaizen event?
– The subject is complex and important to the goals and strategies of theorganization
– The people sharing the information are interdependent
– No one person has all the information required
– Group acceptance of the event result is important to make it work
– Complex problems need to be solved


How can we organize a small group of people to focus and change an area of our process in 2 - 5 days? This document will try to address themethodology of using the tools and the aspects of managing change.


Table of Contents

The Introduction Page 4
1. Strategy Page 5
2. Incentives Page 6
3. Skills Page 7
4. Resources Page 10
5. Action Plan Page 14
6. Appendix Page 16

Introduction
Managing Change for "Change for the Better"
As the figure below illustrates, any change that anindividual or an organization makes must have the five elements to be efficient and effective without being disruptive. Missing any one or combinations of the these elements will result in undesireable outcomes. This paper will address how we should develop and support each of these elements.

















As the table above illustrates if all five elements are not presentfor a Kaizen event then confusion, gradual change, anxiety, frustration and false starts are the results.
1. Strategy - What are we doing?
2. Incentives - Why are we doing it?
3. Skills - How will we do this?
4. Resources - Who will do this? & What will we need?
5. Action Plans - When will we do this and what are the steps?



1. STRATEGY - What are we doing?
• Vision conveys arealistic picture of what the future will look like.
• Strategy provides both a logic and a first level of detail to show how a vision can be accomplished.
• Strategic goals provide guidance to people about where they should allocate resources, and how they should invest their time and effort. They also allow us to track our progress toward our vision.

a) SELECTING THE AREA
Based on yourstrategic plan, identify which process, product line or product family to improve first
• Your most valuable market area
• Your highest volume customers main product
• Your highest potential market area
• Your most vulnerable market


b) BUSINESS RATIONALE
• Why is this project worth doing—for both Eaton and the customer?
• Why is this project important to do now?
• What are the...