Kaizen

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 What is Kaizen?
 Created in Japan following WW II.
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 Kai => School Zen => Wisdom

 Word means continuous incremental improvement.
 It is a system that involves every employee from
upper to lower to come up with small improvement
ideas.
 Philosophy :- Do it better, make it better, improve it.

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 Aspects of Kaizen Principle
 Quality awareness,
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quality control.
 Standardization.
 Total employee
involvement.
 Effective leadership.
 Good labor relationship.
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 Adaptability to
changing environment.
 Process driven.
 Reducing waste.
 Customer orientation.
 Visibility & control.
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 Key Elements of Kaizen
 Quality
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 Effort
 Involvement of employees
 Willingness to change
 Communication

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 Foundation of Kaizen
 Teamwork
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 Personal discipline
 Improved morale
 Quality circles
 Suggestions for improvement

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 Kaizen Approach
1. Continuous improvement rather than innovation.
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2. Process driven, not results driven.

3. The next process is customer.
4. Don’t pass the defective work to the next person
down the line.
5. Standardization.
6. Reducing waste.
7. Getting things right the first time.

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 1. Continuous improvement rather than
innovation
Innovation Kaizen
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1. Creativity
2. Individualism
3. Specialist - oriented
4. Technology oriented
5. Information: closed & proprietary
6. Functional oriented
7. Sees new technology
8. Limited feedback
Adaptability
Teamwork – Systems approach
Generalist oriented
People oriented
Information: open, shared
Cross functional orientation
Building on existing technology
Comprehensive feedback

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 2. Process driven, not results driven

 Focus on process, results are automatically

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improved.
 Obsession with results are short term focus on
profit. Management loose sight of establishing
good working practices of motivation.

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 3. The next process is customer
 Phrase coined by Haoru Ishikwa to pave the
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way for breaking down department barriers,

and prompting cross-functional management.

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 4. Don’t pass the defective work to the next
person down the line

 It is an absolute criterion for continuous

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improvement.
( A person can’t endlessly firefight against the
incompetence or negligence of others. )

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 5. Standardization
 First discover your process, i.e., find out what it is
that you are doing.
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 Find out performance measures, and the level at

which things are currently being done.
 If no standards are in place, then use your existing
performance as your current level.
 Find out the ways in which output can be improved.
 Initiate improvements and achieve higher standards,
which is to be used as the next point of reference for
further improvements.

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 6. Reducing waste
 Wastes of work force through inadequate training &
development. (Man)
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 Waste due to non-value-adding tasks. (Method)

 Waste due to improper functioning or/& underutilization of
machines. (Machines)
 Waste of goods in warehouse or deterioration over time.
(Materials)
 General waste through lack of measurement.
 Waste in WIP as quality has not been built & reliance is on
inspection. (Quality procedure)

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 7. Getting things right the first time

 Involve employees, motivate them, train them, make

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them problem conscious, give them ownership on a

local as well as global level.
 Involve customer. Reduce wastes by adhering
closely to the customer requirement.
 Concentrate on N=2 principle – only the first & last
item of the batch to be inspected.
 Treat the source not the symptoms.

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 Focus of Kaizan
 Value added & non-value added work activities.
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 Principles of motion study.

 Principles of material handling.
 Documentation of SOP.
 Five S, work place organization.
 JIT.
 Team dynamics that include problem solving,
communication skills, and conflict resolution.

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 How to Start Kaizen?
 Change of attitude or corporate culture from top management
to employees
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 Management to lead by example

 Training of employees on Kaizen tools, i.e., Kanban, Line
balancing, 5-S
 Suggestions should be implemented at the earliest
 Employees to be informed about the progress of the
suggestion
 Take help of experts
 Problem should not be seen as negative happening

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 BASIC
BASIC KAIZEN
KAIZEN
TOOLS
TOOLS
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1.1. TARGET
TARGETPROGRESS
PROGRESSREPORT
REPORT
2.2. STANDARDIZED
STANDARDIZEDWORK
WORKSHEET
SHEET
3.3. TIME
TIMEOBSERVATION
OBSERVATIONSHEET
SHEET
4.4. CYCLE
CYCLETIME
TIME//TAKT
TAKTTIME
TIMEBAR
BARCHART
CHART
5.5. YAMAZUMI
YAMAZUMI(STACK)
(STACK)CHART
CHART
6.6. STANDARDIZED
STANDARDIZEDWORK
WORKCOMBINATION
COMBINATIONSHEET
SHEET
7.7. CAPACITY
CAPACITYSHEET
SHEET
8.8. KAIZEN
KAIZENPROPOSAL
PROPOSALSHEET
SHEET
9.9.
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KAIZEN
KAIZENNEWSPAPER
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 Results
 Kaizen reduces wastes.
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 Kaizen improves space utilization, product

quality, use of capital, communication,
production capacity & employees retention.
 Kaizen provides immediate results. It does not
focus on large capital intensive improvements.

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TQM

Thanks…