The Kübler production system helps visualising goals, actively implemented methods and connections of the order-delivery process.
It shows the main pillars that contribute to the continuous increase of the customer benefits and employee satisfaction.
The system is further developed step by step within the framework of the Kaizen integration (Kaizen = continuous improvement).
Kaizen means: "Continuous improvement in small steps".
The Kübler Kaizen Culture creates the framework for this improvement. It is our philosophy.
The goal is to have everybody work to improve continuously the systems, processes and products.
There are 8 types of waste - "8 wastes" is a method for eliminating waste.
Eliminate waste means increase the added value!
Goal: everybody is actively involved in increasing the competitiveness.
"5S" is the method for optimising workplaces and areas.
Waste is eliminated already in advance, before it occurs!
Goal: restructuring and standardising workplaces through the 5 steps!
"5W" is a method for identifying causes. If only the symptoms are addressed, deviations and waste will reappear.
Goal: find the causes and initiate sustained improvement.
The team installed a filter and had the machine repaired!
Another question would also make sense. Why did the dirt appear?...
The PDCA approach helps solving problems.
Goal: solve challenges efficiently and effectively using PDCA.
OPF is a manufacturing alternative that, if implemented properly, generates very little waste.
Goals: improve the quality, increase the productivity, the flexibility, the added value.
Definition Kanban = Information or Card.
Kanban is a self-regulated control loop for material replenishment.
Goals: organisation of waste-free replenishment
The effect, e. g. a machine stoppage, is mostly due to several causes (defects).
This finding led to the cause-and-effect diagram. (Japan / Karoru Ishikawa 1950).
It helps to find, visualise and prioritise the causes in case of complex interactions.
Goals: sustained problem solving and/or goal achievement.
Parts are stored in a buffer storage close to the downstream process. Only when parts are taken, a signal is sent to the upstream process. This is the pulse triggering the replenishing (pull principle). Regulation mostly occurs through Kanban. This principle is called the supermarket principle.
Transparency and clarity about the goals and the current situation are deeply rooted in our improvement culture. With the KVM method, we carry this philosophy from the Management up to the operator working at the support or value adding process. One of the main orientations, with highest priority, is the continuous increase of the customer benefits and the constant improvement of the working environment of the employees.
KVM - Control loops in the logistic and in the production: