0:10

Presently we can see many different ways to turn a person into a

more productive person these existing methods include many

0:17

tools that help you a lot in increasing your productivity but the
problem is that they focus mainly on small aspects rather than the

0:24

entire picture luckily kaizen is seeking to change that norm and turn
you into an overall more

0:29 productive person so today's topic is all about the kaizen hello
everyone this is george from

0:36 invensis learning welcome to our youtube channel today's

video is about the kaizen tutorial for

0:41

beginners now let us look into the agenda let us start the discussion
by knowing what

0:47 kaizen means then we shall take a look into the origin of kaizen
next we shall look into the peculiar aspect

0:53 of kaizen that is duality nature moving on we shall discuss the

1:00 importance of kaizen in any organization next we shall discuss

some features of kaizen and then continue to know some of

its principles

1:05 then we shall talk about some of the best practices of kaizen
further we shall take a look into
1:11 various types of kaizen next we shall see some of the

1:16 interesting examples of kaizen based on

categories then we shall discuss how kaizen works

and continue to understand the main

1:21 aspects of kazan then we shall discuss the seven phases of

kaizen moving on we can see various pillars of

1:28 kaizen and end the session by knowing

about kaizen events

so let's start with the topic first let

1:35 us discuss

what is kaizen to start with the word

kaizen

which originated from japanese can be

1:42 split into two where kai means change

and zen means good or better so in

simpler words
1:48 it means change for better or it can

also mean improvement

in fact to specifically mention it

1:53 actually means continuing improvement

either in personal

home social or maybe in working life but

1:59 kaizen is mainly concerned with the

working life so

one can define kaizen as a statistical

2:05 process control that is used in

improving the quality in every aspect of

the business

it also applies to processes like

the business

it also applies to processes like

2:11 purchasing and logistics

that cross organizational boundaries

into the supply chain

kaizen brings continuous small

2:18 improvements for the overall

organization

it actually aims towards the

organization's success

2:24 kaizen not only focuses on the

manufacturing sector

but it also includes all other

2:29 departments as well

as implementing kaizen tools is not the

only responsibility of a single

2:34 individual
it involves every member who is directly

associated with the organization

each and every individual irrespective

2:41 of his slasher designation or level in

the hierarchy will contribute by

incorporating small improvements and

2:46 changes for the entire system

knowing about kaizen let us take a tour

into the

2:51 history of kaizen kaizen's history

begins after the second world war when

toyota first implemented its quality

2:57 circles in its production process

this implementation influenced american

business professionals

3:03 but what does a quality circle mean a

quality circle comprises workers who

perform the same or similar work to meet

3:09 regularly that identifies

analyzes and solves work-related

problems

this concept gained popularity in japan

3:16

3:16 in the 1950s

now this continues to exist in the form

3:22 of a kaizen group

the term kaizen became famous around

the

world through the works of masakiyamai

masakiyama is a japanese organizational

3:28 theorist and management consultant

his work on quality management

specifically on kaizen is well known

3:35 in 1985 he founded the kaizen institute

consulting group

kicg that helped western companies

3:41 introduce kaizen's concepts

systems and tools today kaizen is

recognized worldwide as one of the

3:47 important pillars of an organization's

long-term success

since introducing this term as a

systematic approach for business

3:53 improvement

companies that implement kaizen have

continually yielded greater results

japanese feel that many small continuous

4:00 changes in the systems and policies

bring effective results than few major

changes

after knowing the history of kaizen we

4:06 shall look into one of the peculiar

nature of kaizen

that is duality the dual nature of

4:11 kaizen

one of the greatest benefits of kaizen

is its dual nature

one can see it as a combination of both

4:18 philosophy and plan

so now let us discuss these two aspects

mentioning any topic please mention it

in the comment section

34:34 after understanding the importance of

kaizen now is time to get a

certification
and upscale yourself we can help at

34:42 invensis learning

we provide live online kaizen

certification training course

visit the invensis learning website to

34:48 know more about this

7:01 responsible to identify the gaps and

inefficiencies

everyone at every level in the

organization suggests where

improvement

7:09 can take place

kaizen mainly aims to improve

productivity effectiveness safety and

7:14 waste reduction

and those who follow the approach can

find a lot more in return

thus there are many advantages to

7:20 implementing kaizen at your organization

now let us look into those aspects the

7:25 first reason is

organizational culture this system of

7:30 shared values beliefs

and assumptions governs how

individuals

behave in a company

next human resource they are people who

7:38 comprise the workforce of a firm

economy or business sector the third

aspect is

7:44 reduces waste this is used more

efficiently as our employee skills

these professionals mainly focus on

7:50 minimizing wastes

next people are more satisfied

7:55 as professionals directly impact the way

things are done it directly affects the

people by satisfying their needs

8:02 the fifth aspect is improved commitment

team members will be inclined to

commit

8:07 to doing the right job

as they keep on doing this dedication to

8:13 the work also increases

further we have improved problem

solving

their main job is to minimize the

8:18 problems and maximize the process

efficiency

thus looking at processes they start to

8:24 solve problems continuously

next suggestions for improvement

8:29 providing methods to improve the

businesses are done after knowing the

benefits of kaizen

let us now see various principles that

8:36 kaizen follows

principles of kaizen as you might know

the kaizen method follows 10 specific

8:42 principles

following these rules will ensure that

your organization will constantly

improve itself

8:48 grow faster and create a winning

corporate culture

let us now discuss these principles the

8:53 first principle is

improve everything continuously the word

kaizen itself means continuous

8:59 improvement

so this becomes the first principle of

kaizen

this means that everything must be

9:05 continuously improved

the next principle is abolish old

traditional concepts

9:12 implementing old traditional methods for

the present trends cannot yield you to

the result you are seeking for

9:17 so it is better to adapt to the new

technologies by abolishing the old ones

9:25 next in the list of principles we have

see waste and problems as an

opportunity

problems are yours and your

9:31 organization's biggest opportunity

the more problems you see the more

ideas

you can have

you can always turn waste into gold if

9:37 you want to be valuable to your company

society family

and so on you have to solve problems fix

things and create value

9:44 next in the principles list we have if

something is wrong correct it

if you feel that the process of the

9:51 actions is not going very well

then don't stop it or abolish it just

9:56 change the course of action and correct

the next one is empower everyone to take

10:01 part in problem solving

one person may not give you that valid

suggestion that can solve the problem

10:08 so it is better to include more

professionals in this discussion

so that a variety of adequate

so it is better to include more

10:08

professionals in this discussion

so that a variety of adequate

problem-solving techniques

the next principle is be transparent

10:14

show the action to other employees be

transparent and let everyone know your

10:20

daily tasks

it's the metric that measures success

that we have

10:26

take opinions from multiple peoples

including multiple professionals while

taking any decision of implementing will

10:32

help you in making proper decisions

the net principle is know your customer

knowing about whom you're selling your

10:40

product or service is essential

it is key that companies identify their

customers interests to enhance their

10:45

experience

the next principle would be know that

improvement has no limits

10:50
never stop improving try various methods

that can help in improving the

businesses

10:56

and entertain your organization to last

in the principle list

we have be economical don't use many

to

implement all the changes at once

11:05

save money through small improvements

to

spend the saved money on further

improvements

11:10

as you have understood the principles of

kaizen let us now look into the best

practices of kazen management

best practices for effective kaizen

11:16

management
kaizen management gives a significant

edge to your company

it involves lean operations and

11:23

continuous improvement two factors that

are vital in order to be effective in

today's economy

11:28

another major component is empowering

your employees to participate in finding

opportunities for improvement as well as

11:33

in finding their solutions

now we shall discuss some of the best

practices of kaizen

11:39

the first practice is kaizen is a

culture to perform

kazan enables change to be affected

11:45

quickly creating momentum that carries

even through to the next project

it also keeps the energy level high that

11:51

it also keeps the energy level high that

11:51

in turn provides greater engagement on

the part of employees

these changes create the building blocks

11:56

that form the culture of continuous

improvement

next we have ensure every employee take

part in the decision making

12:04

kaizen is one improvement method

where

it includes every employee to work

because employees are your greatest

12:10

asset for ideas and skills

but they believe that their voice isn't

hurt kaizen management also includes

12:15

employers for identification and

implementation

seeing their position in the company

12:21

validated gives them the confidence

and motivation to continue looking for

more opportunities to improve

then we have kaizen's a better policy

12:28

kazen management feels that each and

every aspect of a company can be

12:33

improved

as already said even employees are

encouraged to look at established

policies and methods

12:39

so it is better not to think about

reasons why something can't be done

re conventional limitations and

12:44

figure out how it can be done

the next practice would be eliminate

waste in all forms

12:51

according to kaizen's philosophy waste

applies to all resources

one resource that can never be

12:57

replenished is time

so every action should add some value to

the company and employees should also

be

13:02

it also keeps the energy level high that

11:51

in turn provides greater engagement on

the part of employees

these changes create the building blocks

11:56

that form the culture of continuous

improvement

next we have ensure every employee take

part in the decision making

12:04

kaizen is one improvement method

where

it includes every employee to work

because employees are your greatest

12:10

asset for ideas and skills

but they believe that their voice isn't

hurt kaizen management also includes

12:15

employers for identification and

implementation

seeing their position in the company

12:21

validated gives them the confidence

and motivation to continue looking for

more opportunities to improve

then we have kaizen's a better policy

12:28

kazen management feels that each and

every aspect of a company can be

12:33

improved

as already said even employees are

encouraged to look at established

policies and methods

12:39

so it is better not to think about

reasons why something can't be done

re conventional limitations and

12:44

figure out how it can be done

the next practice would be eliminate

waste in all forms

12:51

according to kaizen's philosophy waste

applies to all resources

one resource that can never be

12:57
replenished is time

so every action should add some value to

the company and employees should also

be

13:02

the company and employees should also

13:02

be

encouraged to look for ways to increase

efficiency and reduce waste

so create a workplace in such a way that

13:08

no unnecessary steps are taken

the next best practice of kaizen is

never ignore small changes

13:15

a better approach gives better results

so approach change in small

incremental steps researchers say that

13:21

if you improve by just one percent every

day for a year

you'll be 37 times better than when you

13:27

started so

validate and implement small changes

this can increase

13:33

the speed to improvement and also

reduce

the pressures and risks of implementing

a major change

next we have do not focus on the goal

13:39

focus on the process

kaizen is based on a philosophy of small

13:44

incremental continuous improvement

when this style is fully operational it

creates a self-sustaining cycle of

13:50

opportunities and solutions

it also aims at reducing waste of time

money and other resources

13:56

goal-oriented management mainly

focuses

on controlling action which leads to

less success

14:01

while on the other hand kaizen is highly

flexible and adaptive

it meets a predefined number and

14:06

continuously improving any term

also kaizen looks at the big picture

while goal-oriented management is more

14:12

narrowly focused on the short

term then the next practice would be

perform a standardized work in order for

14:19

improvements to last
they must be standardized and

repeatable

standardizing work is crucial to kaizen

14:26

because it builds a baseline for

improvement

so perform standard works like once you

make improvements to a process

14:33

then document the new standard work in

order to sustain the improvements and

then create a new baseline

14:38

standard work also reduces variability

and processes and promotes discipline

which is essential for continuous

14:44

improvement efforts to take root

the next best practice to be pointed out

is enforce improvements

14:50
enforcing the changes you've made to

your processes is very much

important for the improvements you've

14:56

made to last one method of doing this is

documenting improvements that make

sure

that your standard work is up to date

15:02

and training employees on new

procedures

can help sustain the progress you have

made in your continuous improvement

15:07

efforts

the last practice is create your own

guidelines

15:12

there are various guidelines available

but having your own guidelines will help

you a lot as you can personally

15:18

understand your company's kaizen

journey

reflecting on your kaizen efforts after

15:23

improvements have been implemented

as ancaillt

‫البحث في الفيديو‬

15:23

improvements have been implemented

as an

important part of the continuous

improvement cycle

as you reflect on your efforts build

your own kaizen guidelines

15:30

start by creating guidelines based on

your own experiences improving the

workplace

15:35

also keep in mind that these guidelines

should be for your colleagues your

successors

and yourself that can ultimately help

15:40

you in facing your difficulties

after understanding the 10 principles of

kaizen let us now talk about the types

15:46

of kazan

types of kaizen we already know that

kaizen is implemented in an

15:52

organization to bring a better change to

make all these happen

many kaizen types are used some are

15:57

short-term goal-oriented and some may

be

long-term

now let us discuss those kaizen methods

16:03
first

we have point kaizen point kaizen is one

16:10

of the most commonly implemented

types

of kaizen

this is a very quick approach that can

be implemented without much planning

the term point kaizen is often

16:16

associated with discrete events in a

department or organization

as soon as something is broken or

16:21

incorrect quick and immediate measures

can be taken to correct the issues

16:27

these measures may be small isolated

and

easy to implement

but they can have a huge impact on the

system's productivity

16:33

sometimes it is also possible that the

positive effects of point kaizen in one

area can reduce the benefits of point

16:38

kaizen in some other area

an example of point kaizen could be a

medical shop inspection by a superior

16:45

officer

he finds broken materials or other small

issues and then asks the shop owner to

16:50

perform a quick kaizen

5s to rectify those issues the next one

is

16:57

line kaizen line kaizen is usually

referred to as the spreading of lean

from the point

17:02

that is it refers to utilizing lean

techniques in both streams of the

from the point

17:02

that is it refers to utilizing lean

techniques in both streams of the

organization

and forming a line between the two for

17:07

example

kaizen might be applied to a point and

also to another process

17:12

those two points constitute a line

kaizen like a short-term kaizen event

might be implemented in the planning

17:19

department of the organization

and also another point kazan is applied

in the procurement department

planning is upstream from procurement

17:25

which directly affects procurement

and constitutes line kaizen the next

type of kaizen

17:31

is system kaizen system kaizen

is to address system level problems in

an organization

17:38

it is one of the upper level strategic

planning methods it is used to develop a

vision for the whole organization's

17:43

future state leveraging concepts like

value stream maps that will result in

some planned kaizen events over a long

17:48

period

it is in contrast to point kazan which

happens as a result of the

identification of a small issue that is

17:54

resolved in a short period

systems cause then identifies areas to

use process kaizen

17:59

executing system level kaizen requires

long-term coordination of multiple

interrelated kaizen events

18:05

plane kaizen is the next type of kaizen

it is the next upper level of line

kaizen

18:11

it is usually called value streams that

are several lines connected together

18:16

one can see that changes or

improvements

made to one line get implemented to

other lines or processes present in the

plane

18:22

the last type is cube kaizen

cube kaizen refers to a situation where

all points of the planes are connected

18:28

to each other

all points of the planes are connected

18:28

to each other

which usually looks like a cube there is

no disconnection between processes

this may result in lean processes across

18:35

the whole organization

improvements are made across every

part

of the organization starting from up and

18:40

down streams

including the entire organization and

suppliers this might require some

changes in the standard business

18:47

processes as well

after understanding different types of

kaizen and their examples

we shall now discuss the differences

18:54

between the two terms kaizen and poka

yoke

difference between poka yoke and kaizen

often people have heard both these

19:01

terms

but as they sound different they also

mean differently kaizen and poka yoke

both originated from the toyota

19:07

production system tps

but you might be wondering how are they

different from each other

19:13

now let us explore the difference

between kaizen and poka yoke

kazan is a japanese word that translates

19:18

to improving the bad points or making

them better

in fact kaizen's philosophy focuses on

changing for the better is

19:26

which cannot be accomplished without

continuous improvement

it is a change in mindset which helps

people understand and realize their true

19:32

potential and improve themselves

on the other hand polka yoke is another

term that was born in japan at toyota

19:38

only

this mainly focuses on zero quality

control

zero quality control is a method of

19:44

correcting and preventing any possible

defects in production using a

combination of poka yoke techniques

also they differ in the principles they

19:51

follow kazen mainly deals with

continuous improvement

whereas pokey yolk deals with mistake

19:56

proofing similarly kaizen

implements small changes for improving

efficiency and productivity whereas

20:02

poka yoke tries to reduce the errors and

mistakes to perform the same

while performing kaizen every employee

20:08

ranging from ceo to the assembly

workers

are involved

but poka yoke only involves management

20:13

level employees

after getting to know about the types of

kaizen now we shall look into some of

while performing kaizen every employee

20:08

ranging from ceo to the assembly

workers

are involved

but poka yoke only involves management

20:13

level employees

after getting to know about the types of

kaizen now we shall look into some of

its examples

20:21

examples of kaizen before i start

explaining to you the examples of kaizen

i shall tell you how kaizen is

20:26

categorized typically kaizen is

categorized into three types

they are restorative kaizen innovative

20:31

kaizen

and innovative kazan let me now give you

examples of kaizen

20:37

based on these categories now we shall

start with

restorative kaizen here improvement is

20:42

done for the restoration of systems or

processes

an example of this type of kaizen is

20:48

before car drivers faced difficulties

while doing reverse parking

this was because every time he or she

20:55

moved back he had to look towards that

side

and then take an action now we can see

that automated mirrors are placed inside

21:02

the car

and the drivers can easily apply the

reverse gear and park their vehicle

without much effort

21:07

next we have renovative kaizen

in this category of kaizen improvement

21:13

is done to get a better change in the

existing system or process

before people watch television those tvs

21:18

used more place and the level of clarity

was too less

now the tv which we get is the flat hd

21:24

tv

which uses less place with more features

thus

21:30

the renovation has occurred the net

category is

innovative kaizen here technological

e occurs

21:37

that is the entire change occurs while

implementing the kaizen

the best example of this would be

storing images before

21:44

we could see reels where the

photographer stored all his images

later cd came into existence where they

21:49

copied all the files into that

later when innovation and technology

began pendrive came into existence

21:56

after knowing all these aspects of

kaizen we also should not forget to

learn how kaizen works

22:02

so now let's discuss this how kaizen

works

employees and other top professionals

22:07

use scientific methods to improve their

own tasks

to increase their efficiency some

businesses use daily kaizen

22:14

whereas some other businesses use

kaizen

events and some other businesses use a

combination of both of these

22:19

kaizen may also be performed on a daily

basis and goes beyond improving

productivity

22:25

daily kaizen is nothing but everyone

present in the organization participates

as a part of daily work

22:30

when some employee finds a defect he

or

she checks whether that abnormality

results from standards not being

22:35

followed or the result of an inadequate

standard then he or she thinks about

ways for improving their present

22:41

situation

these ideas can be simple or

complicated

based on the situation

most kaizen methods are found to be of

22:47

less cost and low risk

so when an idea doesn't work out people

can follow these basic steps for

22:52

carrying out their daily kaizen

identify the problem analyze and discuss

the situation with others

22:59

try out the idea by any of the methods

implement this if it suits your

situation

23:05

else starts planning once again knowing

how kaizen works

let us now talk about the main aspects

of kaizen

23:11

main aspects of kaizen as already you

know

kaizen means continuous improvement it

23:18

encourages small but continuous

changes

that can be seen as the day progresses

kaizen is easy to start with as it just

requires little money

23:24

some common sense and commitment

from

all employees

now let us look into the main aspects of

kaizen

23:31

the first aspect is continuous process

kaizen is a gradual and soft process

this mainly aims at continuous process

23:38

improvement the next one is quality

kaizen aims at designing quality results

23:43

because in the end it only needs

continuous improvement of the company

the third aspect is smart goals these

23:50

are goals that are specific

measurable attainable realistic and

time-bound

23:57

the last aspect would be willingness to

change

employees must adapt to change with

the

new technologies and environment

24:03

time-bound

23:57

the last aspect would be willingness to

change

employees must adapt to change with

the

new technologies and environment

24:03
due to this continuous improvement can

be found

after knowing the primary aspects of

24:08

kaizen let us the seven phases of kaizen

phases of kaizen kaizen is one of the

best continuous

24:15

improvement processes one of the major

advantages of kaizen is that it is

continuous and not a time-bound process

24:20

kaizen accepts that more optimization is

always possible and it helps empower

employees and managers to implement

24:27

kaizen in their organization

because of the benefit of continuous

24:32

improvement many managers and

business
owners want to implement kaizen in their

organization

in the process of improving the

organization's success one must follow

24:39

certain steps

so how do you do that here are the steps

to implement kaizen in your organization

24:45

identify a problem collect the facts

analyze the system develop an

24:50

appropriate solution

implement the solution verify the

results

24:56

now let us understand each of these

steps in detail

the first step is identifying the

problems

25:04
for this you need to take feedback from

every employee present in your company

then list out all the processes within

25:09

the organization that requires

improvements

these problems may be included from

the

customer service department

25:15

the production department the finance

department or any other place where

improvements are necessary

25:20

you can list out the problems and issues

in a to do place

if you think problems are too many then

to make your work easy just shortlist

25:27

the top 10 problems

soon after that proceed with them

remember that kaizen is a continuous

25:33

process

and you will come back to the remaining

problems later but it is necessary to

start with a small set of problems

25:39

and then keep improving by focusing on

big issues

the next step in the process is

collecting the facts

25:46

to implement kaizen in your organization

you need to involve and motivate your

employees

25:52

then create a workplace that does not

resist change

soon after getting to know the issue in

the first step you must start collecting

25:58

necessary information regarding the

same

to do this you need your employees full

26:04

cooperation and communications

between

management and

employees are critical kaizen has the

concept of quality circles wherein there

26:09

are specific circles of employees from

various departments responsible for the

firm's holistic improvement slowly but

26:15

gradually

so include these professionals and

gather all the data you think to be

analyzed regularly

26:21

then start to measure the facts then map

the value of the steam processes

the third step is analyzing the system

26:27

once you understood the problems and

collected adequate data for the same

you must start analyzing the system one

26:34

way to bring this out is by making

managers form teams of experienced

creative employees who can focus on

26:39

analyzing the situation

analyzed regularly

26:21

then start to measure the facts then map

the value of the steam processes

the third step is analyzing the system

26:27

once you understood the problems and

collected adequate data for the same

you must start analyzing the system one

26:34

way to bring this out is by making

managers form teams of experienced

creative employees who can focus on

26:39

analyzing the situation

make sure that these employees

dedicate

specific time to analyzing the problems

26:44

that the firm is facing

also keep in mind that the time frame is

critical then note down the solutions

26:50

and by using your own experience and

the

experience of the team

shortlist the suggestions that can make

26:56

the most sense to the problem you have

found

soon after analyzing the system you have

27:02
develop an appropriate solution after

analyzing the process

and collecting the data you have to find

an appropriate solution

27:09

the group of managers and employees

involved in the analyzing step can also

be involved here

27:14

their main aim in this step is to figure

out an adequate solution to improve the

organization

even here you must note that time is

27:21

critical then

the points noted down in the previous

step can be used to formulate solutions

27:26

the fifth step in the process is

implementing the solution

27:31
while implementing it's better to start

on a small-scale basis because it is the

best way to test out new theories

27:37

especially for the larger organizations

many people get delayed in this stage

because of overthinking complacency

27:43

or plain ignorance they think of making

organization wide changes instead of

taking small steps at a time and running

27:49

new ideas in a pilot environment

in a similar fashion the implementation

27:55

can be done in a plan and matter too if the ideas need to

develop a bit more

then by all means hold your excitement

and develop the idea on the table before

28:02

implementing it in the organization

however a planned and controlled

implementation is important for an idea

28:08

as the results can be tracked

the last step in the process is

verifying the implemented process

28:14

during implementation there is just

communication of ideas to juniors

wherein the buck is passed to someone

28:20

else

because of this it is difficult to

implement kaizen and where checking

and

auditing come into play

28:26

so it would be better than if you ensure

the proper implementation is done to the

ground level so that the results are

28:31
also as expected

as a manager you will be the responsible

person for this implementation

28:37

so you can appoint the task to a team

leader who can implement it in the team

keep tracking the progress and then

28:42

revert back to the manager

from time to time audits are needed to

be conducted and the progress needs to

28:47

be found out

thus finding the results is the main

objective of this exercise

after knowing the process of kaizen now

28:54

let us see the pillars of kaizen

pillars of kaizen according to

masakiyamai

29:00
a japanese expert in kaizen management

practices and philosophies and an

organizational theorist

kaizen is based on three pillars now let

29:07

us get to know about these pillars

the first one is housekeeping

housekeeping is nothing but the process

29:15

of managing gemba that is a japanese

term for the workplace

for continuous improvement for proper

housekeeping

29:22

the 5s framework is used so what is 5s

the term 5s is derived from the first

letters of various japanese words known

29:29

as 5 practices that lead to a clean

workstation

5s is a workplace organization method

that uses a list of five japanese words

29:36

sari saitan saizo si ketsu and shitsuke

these have been translated as sort set

29:42

in order shine standardize and sustain

the next pillar is waste elimination

any non-value-adding resources

29:50

classified as muda a japanese word

meaning waste

kazan mainly aims at reducing these

29:55

wastes it seeks to improve business

processes by eradicating the seven types

of waste that are identified in lean

30:02

managementwaste of transportation waste of waiting

30:08

waste of over processing waste of

motion
waste of defects waste of over

30:14

production

so how to eliminate these wastes kaizen

has five waist elimination principles

30:20

let us now look into that kaizen

identifies the root cause of the seven

types of waste that were mentioned

30:26

and has encountered five kaizen waste

elimination principles and improving

processes to eradicate them

30:32

those principles are make the waste

visible

identify waste in each workstation be

30:37

aware of waste

measure the waste improve the

processes
that help in eradicating the waste

30:43

by taking these necessary steps helps in

minimizing the wastes the last one is

standardization standard work leads you

30:51

to the safest

highest quality tasks similarly

standardization is the practice of

30:57

setting

communicating following and improving

standards and standard work

one of the best ways to achieve

31:04

consistent results and minimize mistakes

is to follow the standard work

to improve the results we have to

31:09

improve the process

but we need to have standards in place

before we try to improve it

31:14

that is why standardization is one of

the earlier steps

after knowing the three pillars of

kaizen we shall try learning the term

31:20

kaizen events

what are kaizen events the apex

dictionary defines a kaizen event as the

31:25

implementation arm of a lean

manufacturing program

kaizen events are natural outgrowths and

31:30

one of the most powerful ways to

operationalize process improvement

training and create momentum in an

31:36

organization

these kaizen events typically are

carried out in one week

in other words it's all about action

31:42

this involves breaking down a process

removing the unnecessary elements and

then putting it back together in a new

31:49

and improved way

the process should now work more

smoothly and fully utilize the skill

sets of everyone involved

31:55

kaizen events are traditionally

short-term brainstorming and

implementation methods that are used to

improve the existing processes

32:02

employees managers and even sea level

owners get together to map out existing

processes

32:08
discuss ways these processes can be

improved and then determine action

items

within the operator's scope

but why are kaizen events performed the

32:15

main reason for performing a kaizen

event is to eliminate waste

there are mainly seven basic types of

32:21

waste to be targeted

these wastes are already discussed in

the previous topics of this video

next they focus on the things that can

32:28

make changes a customer values

kaizen events are also an efficient way

to quickly improve a process with a low

32:34

sigma score

kaizen events are used for convincing

organizations new to six sigma of the

32:39

methodology's value

but do you know what steps are to be

followed in the kaizen events

32:44

now let us talk about that usually a

kaizen event begins when a problem is

already defined

32:51

or with a process product or area that

may need improvement is already

identified

32:56

the kaizen event follows four basic

steps

first select the team members and set a

time and place for performing the kaizen

33:03

event

second examine and map the processes

that are to be improved

then develop proper ideas for

33:09

improvements and

finally implement the improvements and

evaluate them

33:15

areas that are targeted by kaizen events

are areas where there is a significant

bottleneck or delay

33:21

areas where everything is a mess the

uncompleted stage

areas that have a significant market or

33:26

financial impact

products or services for which quality

or performance does not meet customer

33:31

expectations

products or processes with substantial

work in progress

33:36

the concept of kaizen encompasses a

wide

range of ideas

it involves making the work environment

more efficient and effective by creating

33:43

a team atmosphere

improving everyday procedures ensuring

e satisfaction

33:48

and making a job more fulfilling less

tiring and safer

this method can be used to improve any

33:53

firm's results and can also be used in

your personal life

today kaizen is recognized worldwide as

33:58

an important pillar of an organization's

long-term competitive strategy

kaizen is continuous improvement that is

34:05

based on certain guiding principles

kaizen is not just a process improvement

34:11

methodology or waste management

process

it's a managerial mindset this process

involves every worker in the

organization

34:17

trying their best to commit to one small

improvement on a regular basis

by properly implementing kaizen at your

34:24

workplace you can achieve a good

amount

of positive results in various aspects