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What is KAIZEN?
= KAI = CHANGE = ZEN = GOOD (FOR THE BETTER)
= KAIZEN = CONTINUAL IMPROVEMENT
GEM = Real; R l BA = Pl Place
Kaizen…….Change for the better
Kaizen is a philosophy that sees improve‐ ment in productivity as a gradual and methodical process. It makes the work environment more efficient and effective through its five founding elements: • Team work • Personal Discipline • Improved Morale • Quality Circles • Suggestions S i f for I Improvement
Tools & Techniques q under KAIZEN Paradigms resulting in Human Development .What really is KAIZEN®? Extracting money by eliminating f from process is i K Kaizen. using g Sy Systematic Roadmap. p. i Kaizen is process improvement: waste significant (large) • done in strategically important areas • speedily • in sustainable manner • which is • • • • using Scientific data. not opinion.
There are 2 approaches to problem solving: The 1st involves innovation . money This approach pp is called kaizen . checklists & techniques that do not cost money.applying high cost solutions l ti such h as state t t of f the th art t technology t h l The 2nd uses common sense tools.
Identifying & Eliminating Muda .
Kaizen Philosophy: Where does the saving come from? muda All activity is either value adding or non value adding. There is nothing else. else .
Kaizen Philosophy muda .
Kaizen Philosophy Attack first muda .
Do Process Observation: •Identify the process to be improved •Walk through the process •Identify muda Golden Rules of Gemba Management •Go G to t G Gemba b •Have a good look (observe carefully) •Take countermeasure on the spot •Diagnose root cause •Standardize to p prevent recurrence .
value is added at some stages. • To that something. • There is a definite starting point. Some are value adding and some are muda. • That something has activities done to it. and there is a definite ending point.What is a Process? • A process has something flowing through it. where that something exits from the process. where that something enters the process. .
Muda List 1 Muda of over-production 1. over production 2 Muda of waiting 2. Muda of processing . 3. Muda of inventory 6.7 . Muda of transport 5. Muda of motion 7. Muda 3 uda o of repair/rejects epa / ejects 4.
procedures and structures conducive to Kaizen Formulate plans for Kaizen and provide guidance to workers Improve communication with workers and sustain high morale Support small group activities and the individual suggestion system Introduce discipline in the workshop and provide Kaizen suggestions Practice discipline in workshop Engage in continuous self development to become better problem-solvers Enhance skills and job performance expertise with cross-education 14 . maintain and upgrade standards Make employees Kaizen conscious through intensive training programs Help employees. develop skills and tools for problem solving SUPERVISORS Use Kaizen in functional areas WORKERS Engage in Kaizen through the suggestion system and small group activities Provide support and direction for Kaizen by allocating resources Establish policy for Kaizen and crossfunctional goals Realise Kaizen goals through policy development and audits Build systems.Hierarchy of Kaizen Involvement TOP MANAGEMENT Be determined to introduce Kaizen as a corporate strategy MIDDLE MANAGEMENT Deploy and implement Kaizen goals as directed by the top management through policy deployment and crossfunctional management Use Kaizen in functional capabilities Establish.
and structure favorable to KAIZEN. procedures. • Allocating the resources necessary for Kaizen to work. work • Build systems. • Realize KAIZEN goals through policy deployment and audits. 16 .ROLE OF TOP MANAGEMENT • Top p management g is responsible p for establishing g Kaizen as the overriding corporate strategy and communicating this commitment to all levels of the organi ation organization.
• Establishing.ROLE OF MIDDLE MANAGEMENT • Responsible for implementing the Kaizen policies established by top management. 17 . • Ensuring that employees learn how to use problem solving p g and improvement p tools. maintaining and improving work standards. • Ensuring that employees receive the training necessary to understand and implement Kaizen.
18 .ROLE OF SUPERVISORS • Responsible for applying the Kaizen approach in their functional roles. • Providing coaching for teamwork activities. • Improving communication at workplace. • Maintaining morale. • Developing plans for carrying out the Kaizen approach at the functional level. activities • Soliciting Kaizen suggestions from employees and making Kaizen suggestions suggestions.
• Continually enhancing job skills through education and training.ROLE OF WORKERS • Responsible for participating in Kaizen through teamwork activities. • Continually broadening job skills through cross-functional cross functional training. • Engaging in continuous self-improvement activities. 19 . • Making Kaizen suggestions.
them Seiketsu (Standardize): frame-work of standards or rules for everyone to ensure easier and better understanding. • Seiri (Sort): here things are organized or put into groups by following certain rules. 20 • • • • . tools) and detailed cleaning (corners.Five-S approach This approach is based on 5 Japanese principles on work place management. Shitsuke (Discipline): identifying wrong practices. which help in increasing efficiency. aids in easier location and grouping based on usage and need. specific cleaning (machines. crevices). work space). this helps in easy location and retrieval. Seiso (CleanUp/Shine): clean everything thoroughlyoverall cleaning (plant. aids in identifying defects and removing them. correcting them and making correct practices a habit. Decide where they are to be kept and how. Seiton (Stablize/Neatness): keeping things back in their place after usage in a sequence.
Good ideas flow when the going gets tough tough. look for ways to make things happen. D Don't 't worry about b tb being i perfect f t ‐ even if you only l get t it half right “ start NOW. If something is wrong "Fix it NOW. 21 . It does not cost money y to do KAIZEN. Never stop doing KAIZEN. Ask "WHY" five times ‐ get to the root cause. Look for wisdom from Ten people rather than one. Say "NO" to the status quo. Don't look for excuses.Kaizen Principles Get rid of all old assumptions.
Kaizen Cycle y 22 .
hence has lasting impact as improvements are made where faults are identified. there by enhancing customer satisfaction.Benefits f of f Kaizen • It is a process oriented approach. ti ti • It helps to improve quality. 23 . • There is a high level of employee involvement which enhances their morale l and d motivation. i waiting i i time. • It helps to reduce the rate of accidents thus improving work safety. satisfaction • It helps to improve productivity resulting in low cost of operation. i transportation and others which in turn aids in better utilization of space and resources. • I It aids id in i waste reduction d i in i areas such h as inventory.
So everyone should be patient about the results. • It requires lot of effort especially by executives at the top‐most level.Challenges faced by Kaizen • Kaizen is a top‐down approach. • It should be a continuous process or else the expected results would not be obtained. So employee support is critical for successful implementation of Kaizen. 24 . • It requires a long term discipline and commitment. • It is a people oriented approach.
14 Principles followed by Toyota was the first company to implement Kaizen. thoroughly tested technology that serves your people and processes. not the hare) ). Use visual control so no problems are hidden. hidden Use only reliable. j ) (Work like the tortoise. Use "pull" systems to avoid overproduction. Build a culture of stopping to fix problems. • Base your management decisions on a long-term philosophy. even at the expense of short-term financial goals. to get quality right the first time. Level out the workload ( (heijunka). . Standardized tasks and processes are the foundation for continuous improvement and employee empowerment. • • • • • • • 25 . Create a continuous process flow to bring problems to the surface.
Respect your extended network of partners and suppliers by challenging them and helping them improve. and teach it t others. ) Make decisions slowly by consensus. to th Develop exceptional people and teams who follow your company's philosophy. Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu).14 Principles followed by T Toyota(Contd…) t (C td ) • • • • • • Grow leaders who thoroughly understand the work. live the philosophy. Become a learning organization through relentless reflection (hansei) and continuous improvement (Кaizen). implement decisions rapidly (Nemawashi). 26 . thoroughly considering all options.
• Indians don’t give importance to customers. • But changes are happening. though g the attitude is changing g g slowly.Kaizen In India • Difficult to implement because of the “no‐ problem” attitude among Indians. y • They fail to implement QFD QFD. happening 27 .
Impact p of Kaizen Workshops p Typical results of Kaizen workshops have been: • 50~70% reduction in THROUGHPUT time • 20~40% increase in efficiency • 20~40% savings g in EXPENSES • 40%-60% reduction in errors • >50% release of space • Significant improvement in morale • Empowered human resource • Discovery of new capabilities KAIZEN INSTITUTE (INDIA) 28 .
Move! KAIZEN INSTITUTE (INDIA) 29 .Rules for the Day • Do it Today • Do not take NO for an answer • Do not find out why it cannot or should not be done done. Do it it. • Do not wait for perfection. 60% is good enough.
Kaizen by New Delhi Traffic Police for better Traffic Compliance 30 .
Kaizen of an Assembly Line 1 Before After .