KAIZEN- The hidden Treasure

Dr Poornima M Charantimath

What is Kaizen?
KAI=Change ZEN=Good KAIZEN means “Change for better”

What is Kaizen?
Kaizen means small, simple and incremental improvements on a continuous basis.

What is Kaizen

Kaizen focuses on small, gradual, and frequent improvements over the long term with minimum financial investment, and participation by everyone in the organisation.

Kaizen-Examples     Routine work done by a different method resulting in benefits Expected work done by reducing time Work Improvement done out of routine tasks in your own area Work Improvement done out of routine tasks in other’s area .

What is continuous improvement? “Continuous improvement is doing what you do better and better!” .

Areas for Improvement Improvement which reduces  Cost  Rejection  Rework  Maintenance  Time .

Areas for Improvement Improvement which increases  Quality (Product/Service)  Productivity  Reliability  Value .

MINDSET Positive Thinking Positive approach Ready to accept Responsibility Always “Yes” attitude Pushing forward force Paradigm shift always seen Looking for Opportunities Aimed at results Negative Thinking Negative approach Refusal by giving reason Always “No” attitude Pulling backward force Paradigm shift never observed No Initiativeness Looking at hurdles .

CHANGING ENVIRONMENT      Government rules & Regulations Competition Change in market Customer Expectations If we don't change we will not grow .

Why should an organization have continuous improvement? “To remain Competitive we need to change for better and hence Kaizen” .

Gemba Kaizen Gemba Kaizen means “improve the workplace by being at the workplace. working with operators and workers and by observing what is actually happening. learning to see waste. . with the intention of improvement”.

3 Ms    Muri Mura Muda .

Pulling or pushing load. bending. ergonomically unsound environment  .Muri Excessive effort. lifting. exertion or tension found E.g.

value. irregular. ununiform  E. strength. uneven.Mura  Not equal in size.g. ability. Lots getting rejected due to unstable operation .

g. unnecessary handling . Waste motions.Muda  Activity which does not add value to the job e.

Muda Elimination        Muda Muda Muda Muda Muda Muda Muda of of of of of of of overproduction inventory waiting motion transportation producing rejects processing .

which eventually permeates through the whole organisation.The Essence of Kaizen     A people based approach which centers around process oriented thinking. Bottom-up learning process. Aligning company for continuous improvement Seeking better methods in accordance with the requirements of actual situation .

The Essence of Kaizen   Counseling and developing people to be resourceful for themselves.e. for the company and for the society as a whole. real causes and not the symptoms . i. elegant solutions that attack the heart of the problem. About finding simple.

The Essence of Kaizen    A technique which behaves like a homeopathic medicine which works only when the patient has full faith in it and takes it religiously Heart+Head+Hands=Excellence Motivation+Knowledge+Skills= Excellence .

Assumptions    Ideas of ten people are better than the knowledge of one person Ideas are valuable only when they are implemented. otherwise those are castles in the air Increase in productivity and hence profitability is the result of accumulation of many small ideas .

in fact they are solution providers.Assumptions    There is always something to improve through elimination/reduction and overall revision of methods. Simple solutions are the best kaizen People are not problem creators. .

how the process carried out? Check sheets .Tools for Continuous Improvement        Cause and effect diagrams .what are the relationships between factors? Process control charts .what causes the problems? Pareto analysis .which variations to control and how “You can't manage what you can't measure – Drucker” .which are the big problems? Flowchart.what do overall variations look like? Scatter charts .how often it occurs or is done? Histograms .


Pareto Chart .

Flowchart .

Check sheet .

Histogram .

Scatter Diagram .

Control charts .

Why-Why Analysis      Why Why Why Why Why .

3 Why was it not lubricated sufficiently? The lubricating pump was not pumping sufficiently 4 Why was it not pumping sufficiently? The shaft of the pump was worn out and rattling. 5 Why was the shaft worn out ? There was no stainer attached and the metal scrap got in .5 Why concept 1 Why did the machine stops? there was an overload and the fuse blew 2 Why was there an overload ? The bearing was not sufficiently lubricated.

Widely Impleme nt the Solutions Approach to Continuous Improvement PLAN Identify & Analyze the Problem ACT DO CHECK Test the Solutio ns Develop & Impleme nt Solutions .

mistakes. delays. Decide how to measure improvement . Objective of improvement should be customerfocused. Collect and Analyze the Data. Ask 4W and 1H when collecting data (Who. Where and how) Identify the Root Cause of the problem Develop a Plan for Improvement. When. Address one of the evils like defects. and waste. What.PLAN         Determine the exact process you want to improve.

DO   Implement the plan on a small scale if possible. . Collect data based on the plan of measurement.

Check   Evaluate the data collected during the Do phase. Did the expected improvement occur? .

ACT    If successful standardize the solution across the organization. Document the process change. inform. suppliers or customers) . Train. and/or involve affected individuals (other departments. all departments.

How to identify opportunities for Kaizen? Customer Surveys Employee suggestions Brain storming Benchmarking     .


.” .“If you don't improve first.. your competitors will.


Sign up to vote on this title
UsefulNot useful