Kaizen Starting Point

Kaizen’s starting point:
setting the right mindset

Do not say it cannot be done.
Do not fear a failure.
Do not deny opinions of others.
There is always a better way of doing
things.
Small drops of water together ultimately
result in a lake.
1
ITS SMALLEST FRAGMENT SHALL BE PART OF FULFILMENT.
The right mindset….cont..
Everything can and should be improved.
Don’t criticize, suggest an improvement.
Think of how to improve it instead of
why it can’t be improved.
Even if something is working, try to find
the way to make it work even better.
ITS SMALLEST FRAGMENT SHALL BE PART

2
OF FULFILMENT.
Problems create kaizen

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OF FULFILMENT.
WHAT IS KAIZEN?
KAIZEN is a Japanese word i.e
KAI means change, ZEN means for better.
KAIZEN means change for better.
KAIZEN means gradual, ordered, continuous
improvement.
Kaizen philosophy assume that “every aspect of
human life-deserves to be constantly improved”.

4
Characteristics of kaizen
1. Continuity
2. Participatory
3. Accumulation of small improvements
4. Improvement without a large amount of
investment

5
OF FULFILMENT.
1. Continuity
Kaizen (PDCA) cycle

6
OF FULFILMENT.
1.Select a theme/problem to tackle.
2.Establish a goal and timeframe.
P D 3. Isolate critical/root cause of problem
to be addressed.
A C 4.Establish action plan to be taken.
5. Implement action plan.

6. Verify/collect the result obtained.
PLAN
7. Evaluate the result obtained/compare with
the plan.
DO
8. Verify the outcome and see if it meets the
goal is better than the previous status.
CHECK
9. If yes, standardize the actions as regular
actions to tackle the next theme.
ACT 10.If no, return to steps 3 to 5.
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OF FULFILMENT.
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OF FULFILMENT.
2. Participatory approach
• Top management,
• Middle managers,
• Supervisors,
• Frontline works
To sum up EVERY EMPLOYEE of an
organization.

9
OF FULFILMENT.
Top management Middle management
• Determine to introduce kaizen • Deploy and implement
as corporate strategy. kaizen through policy.
• Provide support and direction • Establish, upgrade and
for kaizen by allocating maintain standards.
resources. • Make employees kaizen-
• Establish policy for kaizen. concious through
• build system, procedures and intensive training.
structure conducive for kaizen • Help employees develop
skills and tools for
problem solving.

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OF FULFILMENT.
supervisors Frontline workers
• Formulate plans for kaizen • Engage in kaizen through
and provide guidance for the suggestion system and
workers. small group activities.
• Improve communication • Practice discipline in the
with workers and sustain workplace.
high morale. • Engage in continuous self
• Support small group development to become
activities and individual better problem solvers.
suggestion system. • Enhance skills and job
• Introduce discipline in performance expertise
workplace. with cross education.

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3.Accumulation of small improvements
• KAIZEN aims to attain significant results
through small improvements.

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4.Improvement without a large
amount of investment
• Waste identification and elimination may not

require investment or little investment (7
mudas)
• Introduction of and implementation 5S for a
starter of KAIZEN may need only a little
investment

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OF FULFILMENT.
Good is never good enough.
Kaizen is a never-ending journey.
Kaizen is process oriented.
Unless you change the process,

why would you expect the
results to change?

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OF FULFILMENT.
Not a single day should without some
kind of improvement being made.
Change is not a battle.
Each journey begins with a single

step.
15
OF FULFILMENT.
Is KAIZEN radical or incremental?
“ At one major Japanese electronics company,
the semiconductor laser developed for use in
CD player cost Y 500,000 in 1978. in 1980, it
was down to Y 50,000, and by the fall of
1981, it had been reduced to Y 10,000. In
1982, when the first CD players were put on
the market, the semiconductor laser cost only
Y 5,000”
* 100 times less 1978-1982 with in 4 years
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OF FULFILMENT.
KAIZEN PHILOSOPHY
Approach to Traditional Kaizen
organization environment
Attitude Let it go Continuous
improvement
Information Restricted Shared
Employees cost Assets
Interpersonal Commercial Human
relationship
Managerial belief Routine Change
Management Bureaucratic Participative
culture
Management Control Supportive
function
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OF FULFILMENT.
Advantage of kaizen
Widely applicable…. anywhere, anytime ,
anyone
Highly effective and result oriented….kaizen
event will generate quick and measurable
result.
Higher operational efficiency……reduce
inventory, time and worker motion waste.
Learning experience…learn something new
through improvement.
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KAIZEN BENEFITS
Tangible benefits Intangible benefits
Reduction in Motivation
production time Team building
Energy saving Sense of belongingness
Improved quality Environment conservation
Reduction in cost Change in attitude

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OF FULFILMENT.
KAIZEN RE-ENGINEERING
Long term, Un-dramatic Effect Short term, Dramatic
Small steps Pace Big steps
Continuous and Time frame Intermittent and non
Incremental incremental
Gradual and consistent Change Abrupt and volatile
everybody Involvement “champion”
Collectivism, group efforts Approach Individualism, individual
efforts and ideas
Maintenance and Mode Scrap and rebuild
improvement
Little investment and great Practical Large investment and little
effort to maintain requirements effort to maintain
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Kaizen vs BPR

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K nowledge of kaizen concept and kaizen
technologies.
A ttitude with positive thinking.
I nvolvement from top management to
frontline workers.
Z ealous support for kaizen.
E ducation on kaizen and technology.
N ever-ending kaizen activity.

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kaizen
Improvement/change for the better-
breakthrough
Continuity/ongoing-business as
usual

23
kaizen: key elements
1. Teamwork….everyone’s opinion is valued
and considered.
2. Strong personal discipline
3. Be confident for offering suggestion.
4. There is always room for improvement.
5. Quality circle (workers group).
6. Improved morale (level of confidence,
motivation, optimism)
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OF FULFILMENT.
5 Principles of Kaizen thinking
1. Value:- is what the customer is willing
to pay for.
 A capability to provided to a customer
 Of the highest quality
 At the right time
 At an appropriate price

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5 Principles……cont..
2. Value Stream:- Line up value creating
activities in the best sequence
(Standardization of operations)
3. Flow:-Conduct these activities without
interruption(smooth , steady pattern and
leveled rate)

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5 Principles……cont..
4. Pull:-Conduct these activities whenever
someone requests them.
5. Perfection:-perform these activities
more and more effectively (repetition).

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OF FULFILMENT.
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OF FULFILMENT.
Cost minimization
• Determination of sales price of the product
Sales price=(manufacturing)cost + profit
• Manufacturing cost=(material + labor +
facility + utility + others)cost

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OF FULFILMENT.
Company sets price
Traditional Thinking
• PRICE=COST + PROFIT
Kaizen Thinking
PROFIT= PRICE - COST

Market sets price

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OF FULFILMENT.
የትም ፍጭው
ዱቄቱን Profit=Price-Cost
Better Quality ምን ይሻላል???
አምጭው
On time
Delivery
M
I
Reasonable N
Price I
RER
M
CTU I
N UFA
MA
Z
E
Higher
CUSTOMER
Profit
COST

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OF FULFILMENT.
• Therefore, since today’s economy is market
based, we should focus on minimizing our
COST to get higher profit.
• Do we have any choice?

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OF FULFILMENT.
Kaizen philosophy place emphasis on the
processes-on the ‘how’ of achieving the
required results.
Conventional approach Process-emphasis
approach
Employees are problem The process is the problem
Doing my job Helping things to get done
Understanding my job Knowing how my job fits in
the process.
Measuring individuals Measuring performance
Change the person Change the process
Who made the error What allowed the error to
occur.
OF FULFILMENT.
35
Kaizen indicators/checkpoint
Giving up the conventional established ideas.
Critical interpretation schemes and practices.
Revising, how to make it.
Immediate correction of committed mistakes.
Taking advantage of wisdom, not-mindless
spending the money.
Continuous searching the answer to the
“why?” question.
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OF FULFILMENT.
THE WET BLANKET LIST
1. I’m too busy to study it.
2. It's a good idea, but the timing is premature.
3. It is not in the budget.
4. Theory is different from practice.
5. I think it doesn't match corporate policy.
6. It isn't our business; let someone else think about it.
7. it is not broken, why should we change it.
8. The procedure is fine with me, why should we
change it?

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Kaizen checklist
Factors which may need improvement
1. Personnel 7. Software
2. Work 8. Tools
method/Techniques 9. Plant layout
3. Work procedures 10. Inventory
4. Time 11. Paradigms(mindset)
5. Facilities 12. Equipment
6. Systems
How can this be improved?
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5W and 1H
 WHO…Who is doing it? Who should be doing it?
 WHAT…What is being done? What should be
done?
 WHERE…Where is it being done? Where should it
be done?
 WHEN…When is it being done? When it should be
done?
 WHY… Why is it being done? Why do it that way?
 HOW…How is it being done? How should it be
done?
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OF FULFILMENT.
Kaizen implementation tools
1. 5’s’
2. 7 mudas
ITS SMALLEST FRAGMENT SHALL BE PART OF FULFILMENT. 40

Contents
1. What is 5S?
2. Planning Stage
3. Implementing Stage
4. Sustaining Stage

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OF FULFILMENT.
What is 5S?
• 5S is a technology/tool that is used to
interpret/implement kaizen philosophy.
• 5S is a method for organizing the
workplace and work flow.
• Has 5 phases.

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OF FULFILMENT.
The Three Different Types of Workplace
• 3rd class workplace:
• has people who make mess and no one cleans.
• 2nd class workplace:
• has people who make a mess and another
group of people cleans up.
• 1st class workplace:
• has people who don’t make a mess and yet
everyone cleans up.

43
OF FULFILMENT.
How mess occurs at workplace?
Not
necessar
y now,
unneces
but MESS
sary
maybe in
the
future

44
OF FULFILMENT.
Benefit
ELIMINATE
7 WASTES
Over
Inventory
processing
Overprodu
ction
Waiting
Transporta
Motion tion
Defect
making

45
OF FULFILMENT.
Benefit….cont..
• A safer, cleaner and more pleasant
workplace
• Eliminate overburdens and
disappointments.
• Better communication among workers.
• Create opportunity to give creative input

46
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Benefit….cont..
• Zero defects brings, higher quality
• Zero waste brings, reduce cost
• Zero delay brings, reliable delivery
• Zero accident, increase safety
• Zero breakdown, increase productivity
• Zero complaint brings, greater confidence
and trust
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OF FULFILMENT.
1.SORT
• separate the necessary from the unnecessary
and eliminate it.(Red Tagging)
• Remove all items from the workplace that are
not needed for current production or
administrative operation.
• Keep “only what is needed, only in the
amount needed, and only when it is needed”.
• It eliminates all unnecessary tools, parts and
instructions.
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OF FULFILMENT.
Why sort is important?
• Efficient utilization of Space, time, money,
energy and other resources.
• Problem and annoyances in the work flow are
reduced
• Communication between employees is
improved.
• Product quality and Productivity is enhanced.

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OF FULFILMENT.
Red Tagging Procedure
1. Separate Necessary and unnecessary items

2. Decide Red tagged Holding Areas
3. Attach red tag to unnecessary items
4. Taking unnecessary things to “Red tagged
Holding Areas“

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Procedure…..cont..
5. Decision Making
6. Listing all unnecessary things in the
Unused Article List
7. Listing all necessary things in the Shop
Stock List

51
OF FULFILMENT.
Example of Red Tag Items
Obsolete equipment
Unused machinery or equipment
Doubtful item

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Evaluation of unnecessary items

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Recording shop Stock List

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“Red Tagged” Item
An item with red tag is asking three
questions;
• Is this item needed?
• If it is needed, is it needed in this
quantity?
• If it is needed, does it need to be located
here?

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OF FULFILMENT.
Sort activity-red tag sample

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2. SET IN ORDER
Arrange needed items so;
• It is easy to use.
• label them so that anyone can find them
easily and put them again.
• “a place for everything and everything in
its place”.

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OF FULFILMENT.
SET IN ORDER….cont..
• Set-in-order is important because it eliminates;
• Time spent searching for an item
• Motion wastes
• Difficulty returning item to its original place
• Excess inventory
• Damage
• Workers should not have to bend repetitively
to access materials.
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OF FULFILMENT.
• There are two strategies to implement set-in-
order;
1. Visual Control
2. Motion Economy

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1. Visual Control Strategy
• It is any communication device used in

the work environment that tells us at a
glance how work should be done.
• We can implement standardization in
such a way that all standards are
identified by visual control.

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OF FULFILMENT.
Visual Control Techniques
• common visual control techniques;

1. Signboard strategy
2. Painting strategy
3. Color-code strategy
4. Outlining strategy
5. Visual Management Board (Kaizen
board) Strategy

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OF FULFILMENT.
1. Signboard strategy
Signboards are used to identify

There are three types of signboards
• Location indicator (where )
• Item indicator (what)
• Amount indicator (how many)

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2. Painting strategy
• Is a method for identifying locations on floors

and walk ways

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3. Color-Coding strategy

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4. Outlining strategy

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5. Visual Management
(Kaizen board) Strategy
Visual management board for 5S promotion
Fa ce ① 1700mm
1100mm
Fa ce
② F a ce
（ B ack ①
sid e )
1500mm
R efer to R efer to
A t t a ch m e n t A t t a ch m e n t B
A Form at

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OF FULFILMENT.
Kaizen board 1.5x1m
Staff
performance Idea corner Solution Improvement
record corner corner corner

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OF FULFILMENT.
2. Motion Economy Strategy
• Eliminating unnecessary motion from

existing operation.
• By locating items in the best location
possible, we can minimize motion waste.
• Even more important than removing
motion waste is asking “why it occurs in
the first place”.

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OF FULFILMENT.
Implement Motion Economy
• Three techniques to avoid motion waste;
1. Keep frequently needed items close to
you and seldom needed items away.
2. Frequently needed items are arranged for
easy retrieval.
3. Keep the processes close to each other
and eliminate zigzag motion between
them.
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OF FULFILMENT.
Example: 30 Second Rule

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OF FULFILMENT.
3. SHINE
• Shine means keep everything swept and
clean around work area.
• Simultaneously workers can quickly see
issues (inspection)
 leaks, contaminations, vibration,
breakage,
 misalignment
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OF FULFILMENT.
Developing Inspecting methods
(How and When)
Visual sense Tactile sense
• Dirt • Heat
• Breakage • Overcooling
• Missing parts • Bolt/nut
• Oil and water loosening
leakage
Smell sense
Hearing sense
• Abnormal odor
• Abnormal
sound

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OF FULFILMENT.
Benefits from Shine
• Clean and comfortable workplace.
• Increase visibility to defects when it occurs.
• Helps to maintain safer workplace.
• Good working environment increase morale.
• Early detection of machinery and equipment
failure.

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OF FULFILMENT.
SHINE….example
Working floor Machinery parts

75
OF FULFILMENT.
4. standardize
• The method used to maintain the first three
pillars (Sort, Set in order and Shine)
• Make it a rule to perform given work in the
given manner.

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Benefits from Standardize
• Lead to work and workplace standardization

• Prevent setbacks in the first three pillars
• Make implementing them a daily habit
• Ensure that all the three pillars are
maintained in their fully implemented state

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5. sustain
• Means making a habit of properly
maintaining correct procedures.

78
OF FULFILMENT.
Some techniques to sustain
• 5S Slogan,5S poster
• 5S newsletter and kaizen board
• 5S audit, awarding systems
• Big cleaning day
• 5S month
• Benchmarking tour

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OF FULFILMENT.
Planning stage
Steps for planning
1. 5S organization structure
2. Recognition of current condition
3. 　 Deciding activity range
4. Goal setting
5. 　 Planning stage
6. 　 Budgeting
7. Kick-off
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1. 5S Organizational Structure
HUMAN RESOURCE MANAGEMENT
AND DEVELOPMENT MANAGER
KAIZEN DEPARTMENT HEAD

AND STUFF
5S committee 5S committee 5S committee

members (leader) members (leader) members (leader)
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OF FULFILMENT.
Kaizen department duties
• Prepare over all 5S implementation plan
at factory level.
• Follow up, support and evaluate 5S
activities at the factory.
• Organize Training

82
OF FULFILMENT.
2. Recognition of current condition
• by using 5S Checklist and

• Photography
(1) Fixed-point Observation Type
(2) Random Type

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OF FULFILMENT.
3. Decide Activity range
Limiting to
shop
Company-
Selecting wide
model shop
Limiting to Others
group
Va rie ty o f Alte rn a tive s

84
OF FULFILMENT.
4. Goal setting
1.Recognitio
3.Setting
n of 2.Evaluation
current 4.Post
goal
condition

85
OF FULFILMENT.
5. Planning
1) Overall promotion plan

86
OF FULFILMENT.
2) Setup of activity time
Types of cleaning times frequency
Daily cleaning 5-10 min Before/after working
hours at work place
Weekly cleaning 15-30 min Weekend

Monthly cleaning 30-60 min End of month
Big cleaning days 2-4 hrs Before national
holidays
Location which is 1-2 days In case of necessity
not easy to clean for assistance

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OF FULFILMENT.
3) Training plan
training for employees, team leaders..
5S C o m m itte e

88
OF FULFILMENT.
6. Budgeting
• It is necessary to prepare a budget for 5S

activity because it costs money.

89
OF FULFILMENT.
7. Kick-off (Declaration of 5S
activity)
Kick-off
90
OF FULFILMENT.
Promotion declaration of 5S activity

91
OF FULFILMENT.
Implementation Stage
Implementing Sort Activity

92
OF FULFILMENT.
Procedure For Sort Activity
preparation
Necessary Items Unnecessary Items
Making a shop stock list Red Tad Strategy
Quantification Evaluation of Unnecessary Items

93
OF FULFILMENT.
Implementing Set In Order
Procedure For Set- in- order Activity
Set targets for Set-In-Order Activity
Decision of location, Storage, Indication method
Preparation of tools for Set-In-Order Activity

Decision of schedule and work allocation

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OF FULFILMENT.
Implementing Shine Activity
Determine shine target area
Determine shine assignments (WHO)
Determine shine method (HOW)

Preparing proper tools for shine

95
OF FULFILMENT.
Implementing Standardize Activity
 Standardize means to set up rules for Sort,

Set-in-order and Shine Activities
 It is all about
“Make up the rules and follow
them!”

96
OF FULFILMENT.
Standards for Sort
Red Tag Rules

• When to Red Tag
• How to Red Tag
• What’s go on the Red Tag
Rules for the Red Tag Holding Area
• When to clear out
• How to dispose of items

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OF FULFILMENT.
Standards for Set-in-order
Which items
 Where
 How many
Return all items…
 What to do when items are missing
 Visual standards – signs, lines, labels and
color coding
98
OF FULFILMENT.
Standards for Shine
 Show the task, person responsible,
 items needed, frequency, desired
workplace
Where to keep cleaning supplies,
 how to replenish when finished

99
OF FULFILMENT.
Implementing Sustain Activity

100
OF FULFILMENT.
Let’s sustain the gains !
“How to Sustain ?
1.Patrolling (Visiting)
2.Auditting
3.Awarding System

101
OF FULFILMENT.
1.Patrolling
A. Top management Patrol
Must
• Check Up the activities Comprehensively
• Give emphasis on sustaining of the
activity
• consider committees feedback
• Making a round tour of workplace
102
OF FULFILMENT.
Patrolling….cont..
B. 5S Committee members and department

stuff Patrol
must
• Evaluate “5S Check List”
• Record problems on”5S check findings”
• Tack picture of 5S problems

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OF FULFILMENT.
Patrolling….cont..
C. Mutual patrol
• Check mutually among 5S groups
D. Self patrol
• 5S leader and members
E. Checklist patrol
• Point out the problems and evaluate
F. Camera patrol
• problems and progress (photographs.)
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OF FULFILMENT.
2. Use Slogan and Poster of 5S Activity
It encourage all the participants.
“Refresh yourself and workplaces by 5S
activity.”
“Let's maintain current 5S activity and
KAIZEN for tomorrow”
“We polish “Our Minds” as well us our
factories”

105
OF FULFILMENT.
<Sample poster>

106
OF FULFILMENT.
HOW TO AUDIT AND
GUIDE 5S ACTIVITIES

107
OF FULFILMENT.
PERFORMING AUDIT ( preparation)
1. All auditors gather at the meeting room
30min
Briefing by 5S audit chairman :-
Activities of the day
 Highlight any new criteria to be checked
 Action date on sticker
Time to report back

108
OF FULFILMENT.
PERFORMING AUDIT….cont
3. Wearing 5S auditor tag
4. Every auditor is only allowed to use up to 3
stickers at each audit to each 5S zone.
5. Previous audit summary report will be
distributed to the auditors team as a reference
To avoid repetition.

109
OF FULFILMENT.
DURING AUDIT
1. Bring all audit materials e.g. checklist,

stickers, file holder & audit summary report
2. Get the 5S team leader or facilitator to
accompany auditor
3. Good public Relation
4. Check outstanding matter from the previous
audit summary report
5. Proper issue of stickers & justified
110
OF FULFILMENT.
DURING AUDIT…..cont
6. Propose idea for improvement and

justified.
7. Close matter when action has been
taken. Remove sticker
8. Issue new sticker when action is not
fully satisfied (old sticker still remain)
and also for new matter noted

111
OF FULFILMENT.
9. Take photo during activities safe
workplace, cost saving
10. Only use maximum 3 stickers of each
type for each working area / zone
11. Listen to the feedback given by workers
12.Provide positive suggestion for
improvement if stickers is not appropriate

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13. Prepare audit report of each working

area on the Audit summary
14 . Document must be signed by auditor &
team leader
15. Audit to the next area
16. You may take 10 – 15 minutes for one
zone.
113
OF FULFILMENT.
Develop 5S Evaluation Criteria & Guidelines
1. Set up audit checklist criteria according to area of 5S team
Score Remarks
Aspect No. Audited Aspect
5 4 3 2 1
Floor 1 No Dust on the floor

2
3
EQUIPMENTS 4 Tidy and well arranged
ARRANGEMENT
5
6
EQUIPMENTS AND 7 IN GOOD CONDITION AND
TOOLS BEING USED
8
9

114
OF FULFILMENT.
2. Set-up “Audit Summary Report”
Audit Area___________
Date____________
No. Area of Audit Improvement needed Situation Proposed

during enhancement
Sort Set in Shine Audit
order
Auditor A)__________ Signature A)__________

B)__________ B)__________
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OF FULFILMENT.
3. Awarding System
awarding for 5S promotion results according
to evaluation is recommended.
Awards may be
• For Good performance
• For efforts
• For good Ideas
Prize winner
• Group
• Individual ITS SMALLEST FRAGMENT SHALL BE PART
116
OF FULFILMENT.
THE THREE ‘M’s

117
OF FULFILMENT.
MUDA-WASTE
• Production factors that increase cost, in
other words, all unnecessary things.

118
OF FULFILMENT.
MURI-OVERBURDEN

119
OF FULFILMENT.
MURI…cont..
• Mental and physical overburden on
operators and overburden on production
machineries.

120
OF FULFILMENT.
MURA
• Variation in work distribution
(unbalanced work distribution),
• Production capacity of machinery,
material specifications.

121
OF FULFILMENT.
MURA…….cont..
• It is having starts and stops,
overutilization then underutilization.

122
OF FULFILMENT.
123
OF FULFILMENT.
The three categories of Operations
(1) Net Operation
• Part of the operation that adds value to make
parts and products
• An activity that changes raw material/input
into a usable output to meet customer
(internal/external) expectations.
Examples, Milling, Turning, Grinding,
Assembling and Welding
124
OF FULFILMENT.
The three categories……cont..
(2) Non-Value adding Operations
• Operation that adds no value but cannot
be avoided
Example Set up, Inspecting, Picking up
parts, Removing drill chips

125
OF FULFILMENT.
(3) “Muda”
• Muda is a Japanese word meaning
Wasteful Activity
• Is anything unnecessary in operation.
• Can be eliminated immediately

126
OF FULFILMENT.
(3). “ Muda “ affects

Q Product Quality
C Product Cost
D Delivery Time

127
OF FULFILMENT.
“Muda” are activities which use resources,
time or cost without adding value.
Non-value adding Value adding
• movements • assembling
• searching for tools • molding
• transporting materials • spinning
• over production • mixing
• waiting /idle time • building
• making defects etc • milling etc
128
OF FULFILMENT.
MUDA = Anything Unnecessary

129
OF FULFILMENT.
Very Simple Drill…example
• Operation to staple two papers using a
stapler when work place is disorganized.
• Materials and tools
– Two pieces of paper
– Stapler
– Staples

130
OF FULFILMENT.
Very Simple Drill….cont..

131
OF FULFILMENT.

Kaizen Starting Point

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Kaizen Starting Point

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Kaizen’s starting point:

setting the right mindset

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART OF FULFILMENT.

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

5. Implement action plan.

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ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

• Waste identification and elimination may not

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Unless you change the process,

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Change is not a battle.

Each journey begins with a single

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ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART OF FULFILMENT.

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

PROFIT= PRICE - COST

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• Do we have any choice?

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ITS SMALLEST FRAGMENT SHALL BE PART OF FULFILMENT. 40

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

1. Separate Necessary and unnecessary items

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ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

• It is any communication device used in

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• common visual control techniques;

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Signboards are used to identify

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• Is a method for identifying locations on floors

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ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

ITS SMALLEST FRAGMENT SHALL BE PART

• Eliminating unnecessary motion from

Auditor A) Signature A)