2017

ME TRAINING
CHAPTER 01 :
KAIZEN 改善
10/4/2017
 1. WHAT IS KAIZEN
OBJECTIVE
2. WHAT IS YOUR ROLE

3. CREATE KAIZEN CULTURE

2017 ME TRANING | CHAPER 01 – IE BASICS 3
 Think SMALL
MARGINAL gains
Together BIG IMPROVEMENT
ALWAYS LOOKING collectively
Always OPEN MINDED
Having RIGHT MINDSET
2017 ME TRANING | CHAPER 01 KAIZEN 4
 “It’s not the strongest of the species that
survive, nor the most intelligent, but the one
Charles most RESPONSIVE TO CHANGE.”
Darwin

“Insanity: doing the same thing over and over

again and expecting different RESULTS.”
Albert
Einstei
n

“The secret of change is to focus all your

energy, not on fighting the old, but on
BUILDING THE NEW.”
Socrate
s
2017 ME TRANING | CHAPER 01 KAIZEN 5
 改 善 CHANGE
KAI ZEN FOR
= = THE
CHANGE GOOD BETTER

2017 ME TRANING | CHAPER 01 KAIZEN 6

WHAT IS IT
Kaizen is evolutionary, focused on
incremental improvements.
Kaizen is on going and never ending cycle
of improvement

And what is it not?

It is not innovation and radical
improvements.

2017 ME TRANING | CHAPER 01 KAIZEN 7

WHERE DID IT START
In 1950 Toyota implemented quality circles leading to the
development of Toyota’s unique “Toyota Production System”.

Toyota System is a “Its key elements emphasize making a

system of continuous
improvement in quality,
technology, processes,
company
culture, productivity,
safety and leadership.
simpler and easier to perform,
task
re-engineering processes
to accommodate the physical demands
on team members, increasing the speed
and efficiency of the work process,
maintaining a safe work environment,
and constantly improving the product
quality”
2017 ME TRANING | CHAPER 01 KAIZEN 8
THE KAIZEN PHILOSOPHY IS TO

better, make it better, and

"do it
improve it even if it isn't broken,
because if we don't, we can't compete
with those who do."

2017 ME TRANING | CHAPER 01 KAIZEN 9

WHY WE NEED KAIZEN?

Optimal
efficiency

2017 ME TRANING | CHAPER 01 KAIZEN 10

10
COMMANDMENTS
OF CONTINUOUS
IMPROVEMENT
 I:
OPEN YOUR MIND
TO CHANGE

2017 ME TRANING | CHAPER 01 KAIZEN 12

 II: THINK
“YES WE CAN IF…”

2017 ME TRANING | CHAPER 01 KAIZEN 13

III: ALWAYS ATTACK THE
PROCESS, NEVER THE
PEOPLE

2017 ME TRANING | CHAPER 01 KAIZEN 14

IV: SEEK SIMPLE SOLUTIONS

2017 ME TRANING | CHAPER 01 KAIZEN 15

V:
IF IT’S
BROKEN,
STOP TO FIX IT

2017 ME TRANING | CHAPER 01 KAIZEN 16

 VI: USE
CREATIVITY
NOT CAPITAL

2017 ME TRANING | CHAPER 01 KAIZEN 17

 VII:
PROBLEMS ARE
OPPORTUNITIES
IN DISGUISE

2017 ME TRANING | CHAPER 01 KAIZEN 18

 VIII:
FIND THE ROOT CAUSE

2017 ME TRANING | CHAPER 01 KAIZEN 19

 IX:
WISDOM
OF MANY
NOT THE
KNOWLEDGE
OF ONE

2017 ME TRANING | CHAPER 01 KAIZEN 20

 X:
THERE IS NO FINAL
DESTINATION ON THE
IMPROVEMENT JOURNEY

2017 ME TRANING | CHAPER 01 KAIZEN 21

I. Open your mind to change
II. Think “yes we can if…”
III. Always attack the process, never the
people
IV. Seek Simple Solutions
V. If it’s broken, stop and fix it
VI. Use creativity not capital
VII. Problems are opportunities in disguise
VIII.Find the root cause
IX. Wisdom of many not the knowledge of
one
X. No final destination on the 2017 ME TRANING | CHAPER 01 KAIZEN 22
STRUCTURE YOUR KAIZEN CULTURE

Objective – Kaizen
Scope – Media – How
“Collect ideas Kaizen committee –
Everything/ to gather
from ALL to submission
Everywhere? ideas? Who? Diverse
improve our form - design group
How/where to
wow” required
show progress

R & R of the Timeline – How to How to deal

committee How often to implement with non
review ideas selected selected idea. –
and the
idea., Set keep for more
implementing submitted? Research
team How often to priority,/kaize Brainstorming
assigned have Kaizen n
for alternative
event? solutions
Award – How
Communicatio
n kick off
often and
what will the KAIZEN
award be?

2017 ME TRANING | CHAPER 01 – IE BASICS23

STRUCTURE YOUR KAIZEN CULTURE - OBJECTIVE

† Create improvement culture in our factories.

† Reduce the waste from our processes

† Collect ideas from ALL to improve our way of

working.
† Productivity / Efficiency & Quality
Improvement

2017 ME TRANING | CHAPER 01 KAIZEN 24

STRUCTURE YOUR KAIZEN CULTURE - SCOPE

Every thing every where

† Start with Current Challenges area

† Major causes of efficiency lost minutes
† Standardize process & Evaluate all waste KPI’s wise
† Use 80/20 rule to select the major area for
improvement

2017 ME TRANING | CHAPER 01 KAIZEN 25

STRUCTURE YOUR KAIZEN CULTURE - MEDIA
How it works ?
Digital board
1- If there is a kaizen in the second day (date : 2)
Put one circle on that day
2 - If there is no kaizen on date 4
Put no circle on that day

3- We put the total number of kaizen (MTD)

in the center of starfish

13.12.2010

Kaizen Monitoring 2
Digital Board at 6
Production
Under kaizen sign identify which
process improvement being trial on
13.12.2010 13.12.2010
the production line
2017 ME TRANING | CHAPER 01 KAIZEN 26
STRUCTURE YOUR KAIZEN CULTURE - KAIZEN
SUBMISSION FORM
Example of Kaizen boards &
suggestion forms to get ideas

2017 ME TRANING | CHAPER 01 KAIZEN 27

KAIZEN PROMOTION
POSTER - DESIGN
Example of Kaizen promotion & reward
regulations.

2017 ME TRANING | CHAPER 01 KAIZEN 28

KAIZEN ANNOUNCEMENT POSTER - DESIGN
Example of Kaizen announcement of the success idea .

2017 ME TRANING | CHAPER 01 KAIZEN 29

STRUCTURE YOUR KAIZEN CULTURE - KAIZEN
COMMITTEE
• PRODUCTION • SUPPORT DEPARTMENT
Who? Diverse group required Who? Diverse group required

 Senior management  Finance / costing  to analyze the

impact of change
 ME team head
 HR to manage the training session
 Production head
 Lab  Verify the quality wise impact
 Quality Team head

2017 ME TRANING | CHAPER 01 KAIZEN 30

 STRUCTURE YOUR KAIZEN CULTURE - COMMITTEE /
R&R
• R & R OF COMMITTEE
 Schedule For Review Meeting
 Feedback Loop To Submitters
 Definers – Initial Check And
Understand Idea For Clear
Presentation To Rest Of
Committee During Review
 Screen potential list of kaizens
 Follow up for implementation
 Committee To Assign
Implementing Team And Lead
• COMMITTEE LEADER
— COMMUNICATE the need to change
— Demonstrate personal COMMITMENT
— EDUCATE staff in Kaizen
— Assign RESOURCE
— Plan and MANAGE the improvement
process
— Establish an ATMOSPHERE conducive
to receiving suggestions
— LEAD the change
— LISTEN & RECOGNIZE all ideas
— MOTIVATE the team
— PARTICIPATE in the program and
events
2017 ME TRANING | CHAPER 01 KAIZEN 31
— CELEBRATE THE 1%
 STRUCTURE YOUR KAIZEN CULTURE - HOW TO
IMPLEMENT
SCREEN POTENTIAL LIST OF
KAIZENS

1 2 3 4
Ensure strategic Generate Potential Screen Potential List Create a Kaizen

alignment Projects of kaizen Charter

Opportunities
Strategy

Customer Financial

Process

Brainstorming
Brainstorming

32
 STRUCTURE YOUR KAIZEN CULTURE - HOW TO
IMPLEMENT
SCREEN POTENTIAL LIST OF
KAIZENS
1

Benefit 2
3
High

16 8 12 4
7
3 5 Innovation
4 6
Med

17 10 7
9 13
8
6
9
14 10
Low

11
5 15 11
12
13
14
Low Med High 15
16
33
Effort 17
 STRUCTURE YOUR KAIZEN CULTURE - HOW TO
IMPLEMENT
SCREEN POTENTIAL LIST OF
KAIZENS Highly Desirable Opportunities
Benefit Projects in upper left are the most
1
desirable projects (Kaizen)
High

16
7 8 12 Potentially Desirable Opportunities
3 Projects in the upper right are
potentially desirable, but usually
4 Innovation
require more analysis to ensure good
Med

17 10 decision making.
9 13
6
Potential Quick Hits
14
Low

11
5 15 2 Least Desirable Opportunities
Effort Projects in the lower right are the
least desirable.
Low Med High
Higher priority Kaizen is taken to the next phase
34
STRUCTURE YOUR KAIZEN CULTURE - HOW TO
IMPLEMENT
FOLLOW UP FOR IMPLEMENTATION

35
COMMUNICATION KICK OFF
• Hold an event to share with everyone what is Kaizen and the
structure, how it will work and the awards that you have decided
on.

Ideas on how to generate ideas

 Power of 3 tool – look at the usual/the different/the radical

 Challenge assumptions
 Think “If I were….” – what would you change for the better if you
had the authority
 Give target areas to observe and brainstorm how it could be
improved 2017 ME TRANING | CHAPER 01 KAIZEN 36
 KAIZEN PROCESS- Example
Monthly Success
Announce Collecting
Kaizen idea Factory all
Kick off meeting d to entire Suggestio
Committe announce in
factory ns
e d
- Declare
- Policy
- Discuss monthly
announced - Leader
- Mindset and filter all champion
- Supervisor - Suggestion Summit
communicat suggestions by poster in
& line box - Vote for
e - Vote for all workshop
leaders read - Through Quarter
- best 3 idea - Award
policy on cellphone champion
Organization - Decide reward
daily SMS system - WFT-Kaizen
chart who & how publicly in
meeting - Direct competition
explanation to champion’s
- Kaizen meeting - Promote
- Purpose experiment workshop
Culture with ME combine
announced idea(idea - Announced
Promote union event
realization) in Leader
Poster
Summit

2017 ME TRANING | CHAPER 01 – IE BASICS 37

KAIZEN CULTURE EXPECTATION

Phase 3:
 All level of organization are highly involve in contributing
innovation/improvement ideas
 Kaizen board where updated improvement/innovations are
shared

Phase 4:
 Innovations made are fully functional on the production
floor
 Kaizen exhibition held
– Region: seasonal
– Group: annual
2017 ME TRANING | CHAPER 01 – IE BASICS 38
 COMMITMENT
WE WILL REVIEW OUR DAILY
ACTIVITIES FOR IMPROVEMENT AT
LEAST 10 MINUTES.

2017 ME TRANING | CHAPER 01 KAIZEN 39

 GOOD LUCK
ON YOUR KAIZEN JOURNEY

2017 ME TRANING | CHAPER 01 KAIZEN 40