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WORKSHOP ON

KAIZEN

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CONCEPT OF 3 “MU”S
MURI – STRAIN MURA – INCONSISTENCY MUDA - WASTE

3 “MU”s

THE WORD STRAIN, INCONSISTENCY AND WASTE ARE EXPRESSIONS OF PROBLEMS
MURI : 2. MURA : - EXCESSIVE EFFORT, EXERTION OR TENSION - EXCESSIVE DEMAND ON ONE’S EMOTIONS A. NOT EQUAL – IN SIZE, STRENGTH, ABILITY, VALUE, RANK, NUMBER, AMOUNT ETC. B. NOT- EVEN, REGULAR, UNIFORM. ACTIVITY WHICH DOES NOT ADD VALUE TO THE JOB.
NECESSARY UNNECESSARY UNAVOIDABLE

1.

3.

MUDA :

NON VALUE ADDED (N VA)

AVOIDABLE

VALUE ADDED (VA)

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File Number

AREAS FOR KAIZEN PREVENTING DEFFECT RECURRENCE QUALITY COST SAFETY INADEQUACY CUSTOMER SERVICE PRESENT CONDITIONS WASTE TRUST INCONSISTENCY MAINTENANCE PRODUCTIVITY ENERGY CONSERVATION File Number www.com with Infinite Learning Systems .talentengagement.

5S Improvement Strategy • Reason to begin with 5S • It can be done today • Everyone can participate • Waste is made visible • Has a wide area of impact .com with Infinite Learning Systems File Number .Improves productivity Improve Quality Reduce Cost Safety Customer Experience World Class Performance Example : www.talentengagement.Improves morale .Improves set up times .Improves safety .Improves quality .

Set as a standard so to keep these good practice work area Setting up a formal system. keep the necessary in work area. and be expanded beyond their initial limits www.com with Infinite Learning Systems File Number . follow-up. with display of results. dispose or keep in a distant storage area less frequently used items Systematic arrangement for the most efficient and effective retrieval Cleaning with a daily follow up in order to sustain the improvement Standardizing.talentengagement. the now complete 5S get insured to live.5S Improvement Steps Meaning Seiri Seiton Seiso Seiketsu Shitsuke Sorting Out Systematic Arrangement Spic and Span Standardizing Self-discipline Sorting.

Attributes of a desirable business.  Fosters continuous improvement. www.  Serves to eliminate waste.Benefits Of A Visual Process Control Getting visual:  Facilitates worker autonomy.  Exposes abnormalities. Attributes of a desirable business.com with Infinite Learning Systems File Number .  Allows for quick recovery.  Leads information sharing.talentengagement.  Promotes prevention.

com with Infinite Learning Systems INNOVATION KAIZEN+INNOVATION ONLY INNOVATION File Number .talentengagement.WHAT IS KAIZEN KAIZEN IS BASICALLY SMALL SMALL IMPROVEMENTS CARRIED OUT BY THE PERSON WHO IS DOING THE JOB IN HIS/HER DAY TO DAY WORK Productivity Profits Quality INNOVATION + KAIZEN MAINTENANCE INNOVATIO N ALONE 3 2 1 Time www.

talentengagement.com with Infinite Learning Systems File Number . www. KAIZEN : Is generally subtle and undramatic results are not immediately visible. introduction of new management concepts or production techniques. Process is achieved through continuous improvements by the involvement of all. It does not need any State-Of-The-Art technology nor warrant huge investment. Innovation is dramatic and produces spectacular improvements.KAIZEN VS INNOVATION KAIZEN INNOVATION : : GRADUALIST APPROACH GREAT LEAP APPROACH KAIZEN JAPAN WEST INNOVATION : STRONG WEAK INNOVATION WEAK STRONG Produces major changes by means of technological process.

com with Infinite Learning Systems File Number .talentengagement.WHAT IS KAIZEN 4 Out of Routine Work / Improvement Done Out Of Routine Tasks In Other’s Areas In Own Area 3 2 Normal (Expected) Work done now that could not be done earlier due to lack of time or otherwise Routine Responsibility Routine Done Regularly 1 Routine done by a different method resulting in benefits www.

com with Infinite Learning Systems File Number 0 .WHAT IS KAIZEN EXAMPLES 1. EMPLOYEE SUGGESTING METHOD TO ELIMINATE BREAKAGES/REJECTION.  DAILY FILING OF PAPERS  DISPOSAL OF OLD FILES  LEARN NEW PC/TECHNOLOGY TOOLS 3.talentengagement.  NEW WAY OF STORING THAT SAVES SEARCHING TIME  USE OF TECHNOLOGY TO SAVE TIME AND REDUCE FATIGUE  REARRANGE WORK ORDER & SCHEDULE 2. DISPATCH CLERK PRORITIZING DELIVERIES (FIFO)  IT INVENTING A METHOD TO EXTRACT MULTIPLE REPORTS AT A TIME.  IDEA ABOUT HOW TO SAVE ENERGY COST IN COMPANY/TURNING GREEN.  www.  4.

6) TO IMPROVE OUR CUSTOMER SERVICE & MAKE OUR CUSTOMER HAPPIER. 1 www. SIMPLER.WHY KAIZEN 1) TO REMAIN COMPETITIVE WE NEED TO CHANGE FOR BETTER & HENCE KAIZEN 2) IF WE DO NOT MOVE FORWARD.com with Infinite Learning Systems File Number . MOTIVATION THAN SEEING OUR IDEAS IMPLEMENTED.talentengagement. 7) TO WORK SMARTER AND NOT HARDER. 4) NOTHING WILL GIVE MORE SATISFACTION. 10) TO BECOME WORLD CLASS ( VISION & MISSION ). WE WILL MOVE BACKWARD. 8) TO IMPROVE PRODUCTIVITY & QUALITY. 9) TO ACHIEVE ORGANIZATION GROWTH. 5) TO MAKE OUR JOB EASIER. SAFER. 3) WE MAY BECOME WORSE IF WE DO NOT USE OUR ABILITY TO THINK.

G.talentengagement. F.com with Infinite Learning Systems File Number . D. H 2 www.IMPROVEMENT STRATEGY THE 4 M’s THE 3 MORTA MANUFACTURING SINS MATERIALS MACHINES MANPOWER METHODS MURI (OVER STRIN) MURA ( UNEVENNESS) MUDA (WASTE) ELIMINATE JOB (OPERATION) WITH EASE BETTER FASTER CHEAPER SAFER TYPE OF WASTE A. E. B. C.

EXERCISE:WRITE DOWN ATLEAST TWO EXAMPLES EACH OF 3 MU’S (MURI. MACHINE.talentengagement.com with Infinite Learning Systems File Number . MATERIAL & METHOD) 1)MAN MURI MURA MUDA A)____________________________________________________________ B)____________________________________________________________ A)____________________________________________________________ B)____________________________________________________________ A)____________________________________________________________ B)____________________________________________________________ A)____________________________________________________________ B)____________________________________________________________ A)____________________________________________________________ B)____________________________________________________________ A)____________________________________________________________ B)____________________________________________________________ A)____________________________________________________________ B)____________________________________________________________ A)____________________________________________________________ B)____________________________________________________________ A)____________________________________________________________ B)____________________________________________________________ A)____________________________________________________________ B)____________________________________________________________ A)____________________________________________________________ B)____________________________________________________________ A)____________________________________________________________ B)____________________________________________________________ 2)MACHINE MURI MURA MUDA 3)MATERIAL MURI MURA MUDA 4)METHOD MURI MURA MUDA 3 www. MURA & MUDA) IN 4 MS ( MAN.

PAIN AREA FOR ORGANIZATION 3.WHEN TO DO KAIZEN When to do Kaizen: WHENEVER THERE IS 1. RIGHT ACROSS THE ORGANIZATION AS EVERY ONE IS CONTRIBUTING TO THE ORGANIZATION OUTPUT 1.talentengagement. PAIN AREA FOR INDIVIDUAL 2.com with Infinite Learning Systems . ONE’S OWN WORK AREA a) ROUTINE b) NON ROUTINE Who Should Do Kaizen KAIZEN IS TO BE DONE BY EVERY ONE. COMMON RELEVANT AREA a) WITH YOUR DEPT PEERS b) WITH OTHER DEPT 1. OTHER’S WORK AREA a) CANTEEN b) RECEPTION 4 How To Do Kaizen USE OF 5W 1H SCARE VALUE ADDED NON VALUE ADDED PDCA ASK WHY 5 TIMES 1. DISSATISFACTION OVER WORKING METHOD Where To Do Kaizen KAIZEN CAN BE DONE IN 1. ONE’S OWN PERSONAL AREA a) HOUSE File Number www.

5W 1H METHOD WHAT WHAT IS WRONG ? WHAT IS CAUSING PROBLEM? WHERE IS THE PROBLEM ? AREA.com with Infinite Learning Systems File Number .talentengagement. LOCATION ETC. WHO DOES IT? WHO IS RESPONSIBLE FOR THIS? WHEN DOES IT HAPPEN? WHY DOES IT HAPPEN? WHY DO WE DO IT THIS WAY? HOW ELSE COULD IT BE DONE? HOW TO IMPROVE THE SITUATION? WHERE WHO WHEN WHY HOW 5 www.

ELIMINATE NVA ACTIVITIES 5.talentengagement. IDENTIFY WHETHER VALUE ADDED 3. DRAW PROCESS FLOW CHART 2. ANALYSE REASONS FOR THE NVA ACTIVITIES 4.VA / NVA ANALYSIS 1. NEW METHOD OF WORKING 6 www.com with Infinite Learning Systems File Number .

com with Infinite Learning Systems File Number .talentengagement. WHY IS PRODUCTION LOW? MACHINE BROKE DOWN! 1. WHY DID THE MACHINE BREAK DOWN? COOLANT MOTOR BURNT! 1. WHY DID THE COOLANT MOTOR BURN? OVERLOAD! 1. WHY DIFFICULTY IN PUMPING? FILTER CLOGGED! 7 www. WHY OVERLOAD? DIFFICULTY IN PUMPING! 1.ASK WHY 5 TIMES 1.

MORE WAYS FOR IDEA FORMULATION 1. BORROW AN IDEA FROM SOMETHING SIMILAR 3. MIX IT www. EXPAND IT 5.com with Infinite Learning Systems 8 File Number . USE IT ANOTHER WAY 2. REPLACE IT 8.talentengagement. USE ALTERNATIVES 7. REVERSE IT 9. REDUCE IT 6. CHANGE IT 4.

establishing a way of thinking oriented at improving processes.any management activity should eventually lead to increased customer satisfaction • quality first.Kaizen Starting Point Kaizen's Starting Point: Setting the Right Mindset & Business Environment • not a single day should go by without some kind of improvement being made somewhere in the company • customer-driven strategy for improvement . and a management system that supports and acknowledges people's process-oriented efforts for improvement The Key Kaizen Practices Mindset & Culture • customer orientation • quality control (QC) circles • suggestion system • discipline in the workplace • small-group activities • cooperative labor-management relations • total quality control (TQC) Production Process • automation & robotics • autonomation • zero defects • total productive maintenance (TPM) • Kanban • just-in-time (JIT) • productivity improvement • new product development File Number • 9 quality improvement . not profit first .an enterprise can prosper only if customers who purchase its products or services are satisfied • recognition that any corporation has problems and establishing a corporate culture where everyone can freely admit these problems and suggest improvement • problem solving is seen as cross-functional systemic and collaborative approach • emphasis on process .

Kaizen Evaluation Parameters Kaizen Evaluation Parameters Evaluation Parameters Pl enclose / support with the relevant document / data and testimonial 1Improvement resulted into reduction of (a) Strain (b) Inconsistency (c) Waste 2How did Kaizen result in achieve ing the following initiatives (a) Financial Saving (b) Quality Improvement (c) Producitivity Improvement (d) Growth (e) Customer Satisfaction (f) Emplyee satisfaction (g)Preventing defect reccurance (h) Improving the safety standard (i) Energy conservation (j) Others( specify ) 0 www.talentengagement.com with Infinite Learning Systems File Number .