Kaizen

Kaizen literally means “change

for improvement”.

It is a continuous improvement
Definition philosophy that targets
improvement in small steps.

It works on the principle of

employees’ involvement and
promotes team culture.
PDCA Cycle and Kaizen
Kaizen vs
Innovation
What to Improve?

Kitsui: Things that

Kusai: Things that
are hard to do or
smell bad.
are in dark areas.

Kitanai: Things Kiken: Things that

that are dirty. are dangerous.
Quality Circle
Quality circles are small groups of workers (3-12) working on
the same tasks. They voluntarily meet on intervals to discuss
the problems faced by them and find solutions. These circles
were popularized by Dr. Kaoru Ishikawa.
Kaizen Example

An overhead chain assembly line is populated by 35 workers. Each person

can stop the line when he or she sees an opportunity for improvement. A
clock that is visible to all is set at 12:00 at the start of each shift and runs
only when the line is stopped for these improvements. Management policy
is that the clock should have about 30–40 minutes each shift because, “Only
when the clock is running are we solving problems and making things
better. . . . We need around 30–40 minutes of improvements each shift.
Kaizen Blitz
A kaizen blitz is performed by a team in a short amount of
time, usually a few days. The team focuses on a specific work
area with the intent of making low cost improvements that
are easy to implement and are often installed during the blitz.
Example
 A team is assigned to perform a blitz event
on an assembly line for an appliance
manufacturer. The team consists of the
departmental foreman, a group leader,
three line workers (including one from a
Example similar line elsewhere in the plant), one
engineer with assembly line responsibilities,
a technician, and a guest from a nearby
factory.
 After introductory training, communication
of the ground rules and expectations, and a
discussion of previous kaizen events, the
team proceeds to the observation phase,
which takes about three hours. Special
Example attention is given to material handling and
resupply, availability of tools, and motion by
individual workers. The team then splits
into subteams.
 Two of the subteams will work on specific
resupply problems, one will work with
workplace organization and clutter, and a
Example fourth will examine the need for better flow
of subassemblies to the line.
 The results of this blitz event included better
designs and positioning of material racks, with the
stockroom responsible for making sure that the
next item on the rack is the next item needed on
the line. (Note: This is especially important when
the schedule calls for a model change.) New routes
for the resupply personnel were defined.
Example Designated areas for subassemblies were signed
and painted. Standard work issues were resolved
and documented so that some assemblers now
have slightly modified jobs that will make
downstream functions more efficient. Material
storage racks were redesigned.