KAIZEN

Originated from

Masaaki Imai
Published a book “KAIZEN - the Key to
Japan's Competitive Success”

Mr. Tauchi Ohno

Developed “Toyota Production System”,
through Kaizen activities in Quality, Cost
Delivery and Safety etc.
WHAT IS “KAIZEN” ?
 KAIZEN
Originally a Buddhist term came from
“RENEW THE HEART & MAKE IT GOOD”

Kai Zen
“Change” “Good”
“CHANGE FOR GOOD”
“Improvement over Improvement”
“Ongoing Improvement”
“Continuous Improvement”
KAIZEN….Change For Better
 Continuous Improvement,
 Ongoing improvement, which involves
everyone in the organisation, changes
organisation culture
 Small steps to improve Quality and
Productivity
 Efforts to ELIMINATE the WASTES
 Umbrella
 KAIZEN UMBRELLA

*SUGGESTION SYSTEM
*QUALITY CIRCLE
*Basic 7 Tools *New 7 Tools * 5W-1H
*TPM *ZERO DEFECT *TQC *5-S *PDCA
*JIT/KANBAN *SMED *3 MUs *4Ms
*POKA-YOKE * AUTONOMATION
*Benchmarking *QFD*Robotics …….etc.
 Kaizen and Management
Management has two major components:
1.  Maintenance, and
2.  Improvement.
The objective of the maintenance function is to
maintain current technological, managerial, and
operating standards.
The improvement function is aimed at improving
current standards
Under the MAINTENANCE FUNCTION, the
management must first establish policies,
rules, directives and standard operating
procedures (SOPs) and then work towards
ensuring that everybody follows SOP.
The latter is achieved through a combination
of discipline and human resource
development measures.
Under the IMPROVEMENT function, management
works continuously towards revising the current
standards, once they have been mastered, and
establishing higher ones.
IMPROVEMENT = INNOVATION + KAIZEN.
INNOVATION involves a drastic improvement in the
existing process and requires large investments.
KAIZEN signifies small improvements as a result of
coordinated continuous efforts by all employees.
Process Oriented thinking rather than
Result Oriented Thinking

Kaizen concentrates at improving the

process rather than at achieving certain
results.
Such managerial attitudes make a major
difference in how an organization masters
change and achieves improvements
 KAIZEN VS. INNOVAITON
FACTOR KAIZEN INNOVATION
Size of Small Major
improvement improvements improvements
Basis of Conventional Technology or
improvement knowledge equipment
Main resource Personal Money investment
involvement
People involved Many people A few champions

Orientation Improve the Improve results

process
Economy Even in slow Mainly in good
economy economy
KAIZEN: SUPER-ORDINATE PRINCIPLES
 Process creates results
Without improving process, results do not
improve, Look to improvement of one or more of
the five inputs to the process – persons,
machines, methods, materials, and environment.
 Total systems focus vs. departmental focus
Look for optimum vs. sub-optimum – a Paisa
saved in one department has no merit if it adds
a Rupee of cost in another department.
 Non-blaming and non-judgmental
Determine what is wrong, not who is wrong. Find
the cause of the problem and correct it, but do
not kill the messenger.
 KAIZEN: SEVEN KEY CONCEPTS
 Standardize-Do-Check-Act (SDCA) to Plan-DO-Check-Act (PDCA) -
Follow the Shewhart cycle
 The next process is the customer – Ask what you can do to improve
product or services that you pass along to the next process.
 Quality first – Improving quality automatically improves cost and
delivery, while focus on cost usually causes deterioration in quality
and delivery.
 Market-in vs. product out – Instead of pushing products/services
into the market and hoping customers will buy them, ask potential
customers what they need / want and develop products that meet
these needs and wants.
 Upstream management – The sooner an opportunity to improve /
problem can be found and corrected, the less time and money is
wasted.
 Speak with data – The Problem solving tools will provide data for
convincing arguments.
 Variability control and recurrence prevention – Ask ‘Why?’ five
times to get to the real cause of a problem and to avoid just treating
the effect of the problem.
 KAIZEN: PROBLEM-SOLVING PROCESS
Follow the Shewhart Cycle (PDCA)
P – Plan
- Find a Kaizen Idea to eliminate Waste
(Muda)
- Gather data and Record the existing status
- 5W-1H Analysis
- Decide Countermeasure
- Identify machines and areas for horizontal
deployment (HD)
- Decide who, what, why, when, where, how
 PDCA
 D – Do
Implement countermeasure (solution)
 C – Check
Result after Kaizen
Monitor results
 A – Act
How to maintain
Standardize on new process (Write
standards, Train, Foolproof (Poka Yoke)
MANUFACTURING KAIZEN
SEVEN DEADLY WASTES

1. Overproduction
Producing more then the customer needs
right now
 Producing product to stock based on sales
forecasts
 Producing more to avoid set-ups
 Batch process resulting in extra output
 OFFICE KAIZEN
SEVEN DEADLY WASTES
1. Overproduction
Generating more information then the
customer needs right now
 More information than the customer needs
 More information than the next process needs
 Creating reports no one reads
 Making extra copies
MANUFACTURING KAIZEN
SEVEN DEADLY WASTES

2. Transportation
Movement that does not add value
 Moving parts in and out of storage
 Moving material from one workstation to another
 Moving product to and fro
OFFICE KAIZEN
SEVEN DEADLY WASTES
2. Transportation
Movement of information that does not add
value
 Retrieving or storing files
 Carrying documents to and from shared
equipment
 Taking files to another person
 Going to get signatures
MANUFACTURING KAIZEN
SEVEN DEADLY WASTES
3. Motion
Movement of people that does not add
value
 Searching for parts, tools, prints, etc.
 Sorting through materials
 Reaching for tools
 Lifting boxes of parts
OFFICE KAIZEN
SEVEN DEADLY WASTES
3. Motion
Movement of people that does not add
value
 Searching for files
 Extra clicks or key strokes
 Clearing away files on the desk
 Gathering information
 Looking through manuals and catalogs
 Handling paperwork
MANUFACTURING KAIZEN
SEVEN DEADLY WASTES

4. Waiting
Idle time created when material,
information, people or equipment is not
ready
 Waiting for parts
 Waiting for prints
 Waiting for inspection
 Waiting for information
 Waiting for machine repair
OFFICE KAIZEN
SEVEN DEADLY WASTES
4. Waiting
Idle time created when material,
information, people or equipment is not
ready
Waiting for…
 Faxes
 The system to come back up
 Copy machine
 Customer response
 A handed-off file to come back
MANUFACTURING KAIZEN
SEVEN DEADLY WASTES
5. Processing
Processing that create no value from the
customers viewpoint
 Multiple cleaning of parts
 Paperwork
 Over-tight tolerances
 Awkward tool or part design
OFFICE KAIZEN
SEVEN DEADLY WASTES
5. Processing
Efforts that create no value from the
customers viewpoint
 Creating reports
 Repeated manual entry of data
 Use of outdated standard forms
 Use of inappropriate software
MANUFACTURING KAIZEN
SEVEN DEADLY WASTES
6. Inventory
More material on hand than required to
produce target production
 Raw materials
 Work in process
 Finished goods
 Consumable supplies
OFFICE KAIZEN
SEVEN DEADLY WASTES
6. Inventory
More information, project, material on hand
than the customer needs right now
 Files waiting to be worked on
 Open projects
 Office supplies
 E-mails waiting to be read
 Unused records in the database
MANUFACTURING KAIZEN
SEVEN DEADLY WASTES
7. Defects
Work that contains errors, rework,
mistakes or lacks something necessary
 Scrap
 Rework
 Defects
 Correction
 Field failure
 Variation
 Missing parts
OFFICE KAIZEN
SEVEN DEADLY WASTES

7. Defects
Work that contains errors, rework,
mistakes or lacks something necessary
 Data entry error
 Pricing error
 Missing information
 Missed specifications
 Lost records  
Benefit Evaluation
PQCDSM
 P : PRODUCTIVITY
 Q : QUALITY
 C : COST
 D : DELIVERY
 S : SAFETY
 M : MORALE
Summary
 Kaizen is an effort to change the status quo
through continuous improvement and
adding value
 Kaizen helps to improve quality and
productivity
 Kaizen is a people oriented effort
 Kaizen needs participation of everyone in
the organisation
 Kaizen is for making the business more
competitive and profitable
 Summary
 Kaizen gives importance to both Process
and the Results. Means are as important as
Results.
 Both workers and Managers have to be
trained in the use of tools and techniques
 Kaizen and Innovation are inseparable
components like two sides of a coin
 Kaizen regards every individual as a
potential, capable of contributing for
improving and betterment in his / her own
work area