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Kaizen

Kai means change


zen means good.
It is a culture of sustained continuous
improvement focusing on eliminating waste in all
systems and processes of an organization.
The kaizen strategy begins and ends with people.
In kaizen, an involved leadership guides people to
continuously improve their ability to met
expectations of high quality, low cost and ontime delivery.
Kaizen transforms companies into superior global
competitors.
Many of the concepts and tools of kaizen came
from industrial engineering and Dr. Edward
Demings teachings.

Kaizen is the structured method of continuously


improving process usually taking 3-5 days to
complete.
More commonly known as KAIZEN events ( that
targets a particular area or segment of the
production chain)
The kaizen event consists of a team of about 6-10
participants from all the departments spending 25 days collecting, studying and analyzing data &
brainstorming
and
implementing
the
improvement to the process.
It should be implemented by lower or middle
management
with
the
support
of
top
management

In
an
organization,
three
things,
viz.
Maintenance, Innovation and Kaizen should
happen simultaneously for its better results.
Maintenance:

Refers to maintaining the current status, setting the


procedures and implementing standards.

Innovation:

Refers to breakthrough activities initiated by top


management, buying new machines, new equipments,
developing new markets, directing R & D, change in
strategy, etc.
In between Maintenance and Innovation there is
KAIZEN which involves mall steps but resulting in
continuous improvement.

Key Elements of KAIZEN

Quality, effort, willingness to change and


communication.
The foundation of kaizen model consists of 5
founding elements which are Teamwork, personal
discipline, improved morale, quality circles and
suggestions for improvement.
Out of this foundation, three key factors which
arise are as listed below.

Elimination of waste and inefficiency.


The Kaizen 5 S framework for good housekeeping
Standardization

Elimination of waste and inefficiency

7 types of waste that describe all activities that


add cost but not value.

The different wastes are as listed below:

Overproduction: Producing more than the customer


needs right now.
Transportation: Movement of products that does not add
value.
Motion: movement of people that does not add value.
Waiting: Idle time created when material, information,
people, or equipment is not needed.
Processing: Efforts by the organization in different forms
that add no value from the customers viewpoint.
Inventory: Stock-on-hand quantities of materials, parts
or products are more than the customer needs right
now.
Defects: Work that contains errors, rework, mistakes or
lacks something which is necessary.

The
Kaizen
housekeeping.

framework

for

good

Seiri
Seiton
Seiso
Seiketsu
Shitsuke

Standardization:

It helps organizations to manufacture items with


discrete shapes and sizes. This in turn minimizes the
efforts in planning and scheduling while manufacturing
the items.
Standardization simplifies the stocking procedures at the
stores of dealers.

Classification of kaizen

KAIZEN WORKSHOP
KAIZEN BLITZ
KAIZEN EVENTS

Steps of Implementation of Kaizen Blitz

Defining the project goal and identifying the


problem.

The goal of the project should be clearly spelled out as


making continuous improvement wherever possible and
accordingly the problem areas where improvements can
be made should be identified.
Flowcharts of the processes can be used to discover the
various constraints and locations where improvement
are needed.

Formation of a team.

Core of the team is the people who are involved in the


specific area of study.
Other members of the team are the employees from
other departments and even people outside the
organization.
There should be a team leader who leads the team
members to find a solution.

Gathering basic information and measures.

The team leader should gather information such as how


long a process takes and the steps involved in a process
which will help to identify performance measures
Following questions can be used:
What happens in the specific process?
Where does the work come from?
Where does it go?
How long does it take to complete the process?

Performing brainstorming.

It is the process of hunting for unconventional solution


alternative to a problem by inviting suggestions from
group members which prove to be superior to other
solutions of the problem.
The problem will be introduced to team members. Then
they brainstorm for possible few viable solution
alternatives.

Implementation
alternatives.

evaluation

of

viable

Once the solution alternative are narrowed down to few


viable solutions, they should be implemented
and
evaluated based on the performance measures such as
time, space, resource use, ratios and costs, process
quality, customer satisfaction and financial cash flow.

Selection of the best alternative.

and

The best viable alternative solution which will bring


maximum improvement for that process is to be selected
and its details are to be documented.

Implementation of the best solution.

The best solution which is defined in the previous step is


to be implemented and its success should be shared
companywide.

Guidelines for Kaizen Team:

Get to GEMBA ( real life problem)


Get hands-on experience
Get the facts about GEMBA
Abandon fixed ideas.
Focus on the process and not on person.
Ask WHAT CAN WE DO TODAY
Ask WHY?, be dissatisfied with the answer available
and take the root cause corrective action.
Think CAN DO and how to make it work
Form multi-disciplinary teams
Assign one full time Kaizen manger per 200 employees
and one kaizen workshop per 100 employees per month.

Quick and Easy Kaizen System


It is a special kind of kaizen which emphasizes
fast development and implementation of
continuous improvement.
The steps of this quick and easy kaizen system
are as listed below.

Recognize a problem
Write the problem in your handbook
Come up with the improvement idea and write the
solution in your handbook
Present the idea and the solution to your superior
Implement the idea yourself or with your fellow team
members
Keep the supervisor informed about your daily progress
Document the implemented idea on the quick and easy
kaizen form and submit it to share.

Benefits of Kaizen

Realization of immediate results


involvement of the workforce
Incorporation of visual action oriented tasks
Once the concept is learned by the employees
of the company, this can be an ongoing
exercise
It fosters communication amongst employees
This involves creative ideas which cost less to
the organization
Employees think from business perspective
It will facilitate team concept within the
organization.