KAIZEN Anand dubey

KAIZEN
KAI means change. ZEN means Good. KAIZEN means change for good or improvement. KAIZEN means ongoing improvement involving everyone, including both managers and workers. Kaizen is the key to Japan's competitive success The unique Japanese management practices like productivity movement, small group activities, suggestion system, automation, labour relations etc.can be reduced to one word KAIZEN.

KAIZEN UMBRELLA

- Customer orientation - Total Quality control - Robotics - QC Circles - Suggestion System - Automation - Discipline in the work place - TPM

-Kamban(Signboards/cards/ chits) - Quality improvement - Just-in-time - Zero defects - Small-group activities - Co-operative labour - Productivity improvement - New Product development

KAIZEN AND MANAGEMENT

Top management

(Improvement)

Middle Management

Supervisors
Workers

(Maintenance)

KAIZEN AND MANAGEMENT (CONTD)

Management has two major maintenance and improvement. components

Maintenance refers to activities directed toward maintaining current technological, managerial and operating standards.This means that management must first establish policies, rules, directives and procedures for all major operations and then see to it that everybody follows standard operating procedure. Improvement refers to improving the standards.

IMPROVEMENT

The Japanese perception of management boils down to one percept maintain and improve standards.

At the bottom level, an unskilled worker working at a machine may spend all his time following instructions. However, as he becomes more proficient at his work, he begins to think about improvement. Improving standards means establishing higher standards.

INNOVATION AND KAIZEN Improvement can be broken down between KAIZEN and Innovation. KAIZEN signifies small improvements made in the status quo as a result of on going efforts. Innovation involves a drastic improvement in the status quo as a result of a large investment in new technology and/or equipment.

As per western Management, there is only Maintenance and Innovation and little KAIZEN Concept. The worst companies are those which do nothing but maintenance. There is no internal drive for KAIZEN or innovation. Change is forced on management by market conditions and competition, and management does not know where it wants to go.

KAIZEN PERCEPTION

(Innovation)

Top Mgt

(KAIZEN)

Middle Mgt

Supervisors

(Maintenance)

Workers

THE TEN KAIZEN PRINCIPLES 1. Get rid of old assumption. Keep an open mind to change 2. Dont think up excuses. Think of ways to make it happen. 3. Say No to status quo. Question the Status quo by constantly asking Why?

THE TEN KAIZEN PRINCIPLES (Contd)

4. Find MUDA! Find waste!

The most damaging kind of waste is the waste we dont recognize.

5. Dont worry about being perfect A 60% chance of success is good enough. Implement your idea now. You can change or refine your solution based on the effects that result from implementing it right off.

THE TEN KAIZEN PRINCIPLES (Contd) 6. Stop doing it wrong and start doing it right just now! Eliminate buts from

your statements like we know that it is

not right but .

7. . It does not cost money to do KAIZEN.

Do not plan on spending big money. Good ideas come when going gets tough.

THE TEN KAIZEN PRINCIPLES (Contd)

8. Seek out the true cause. Dont be satisfied with causes that come to your mind easily. Ask Why at least 5 times to discover the

roots of the problem. Only then, ask How

do we fix it? and put the question into

practice right-away

THE TEN KAIZEN PRINCIPLES (Contd) 9. Ten heads are better than one. Team work is
the key. Wisdom and creativity that comes through the efforts of ten people is more valuable. 10. KAIZEN is endless.

THE 3 MU CHECK LIST OF KAIZEN ACTIVITIES. Muda (Waste) Muri (Strain)- Unreasonableness |In work procedures & |work hours leading to

Mura (Discrepancy)- Inconsistency |production of defective products 6. Jigs and Tools

1. Manpower 2. Technique 3. Method 7. Materials 8. Production volume 9. Inventory

4. Time
5. Facilities

10. Place
11. Way of thinking

THE FIVE WS AND THE ONE H

Who 1. Who does it? 2. Who is doing it? 3. Who should be doing it? 4. Who else can do it? 5. Who else should do it? What 1. What to do? 2. What is being done? 3. What should be done?

4. What else can be done?

5. What else should be done? 6. What 3-MUs are being done?

6. Who is doing 3-MUs?

THE FIVE WS AND THE ONE H (Contd)

Where 1. Where to do it? 2. Where is it done? 3. Where should it be done? 4. Where else can it be done? 5. Where else should it be done? 6. Where are 3-MUs being done? When 1. When to do it ? 2. When is it done? 3. When should it be done ? 4. What other time can it be done ? 5. What other time should it be done ? 6. Are there any time 3-MUs?

THE FIVE WS AND THE ONE H (Contd)

Why 1. Why does he do it ? 2. Why do it ? 3. Why do it there ? 4. Why do it then ? 5. Why do it that way? 6. Are there any 3-MUs in the way of thinking ? How 1. How to do it ?

2. How is it done ?
3. How should it be done ? 4. Can this method be used in other areas ? 5. Is there any other way to do

it ?
6. Are there any 3-MUs in the method?