PRESENTED

BY:-
PRIYANKA
KANSAL
ALVA BANSAL
HARIPAL
SINGH
HEMAANG
SEHGAL
KAIZEN….CHANGE FOR
BETTER
 Kaizen is a philosophy that sees
improvement In productivity as a
gradual and methodical process.
 It has five founding elements:

Team work
Personal Discipline
Improved Morale
Quality Circles
Suggestions for Improvement
KAIZEN CYCLE
KAIZEN IMPLEMENTATION
KAIZEN & MUDA (WASTE)
5 S APPROACH OF KAIZEN

5 s of kaizen
 Seiri (Sort):
 Seiton (Stablize/Neatness)
 Seiso (CleanUp/Shine)
 Seiketsu (Standardize)
 Shitsuke (Discipline)
INNOVATION, KAIZEN,
MAINTENANCE
HIERARCHY OF KAIZEN
INVOLVEMENT
TOP MIDDLE SUPERVISORS WORKERS
MANAGEMENT MANAGEMENT

Be determined to implement Kaizen Use Kaizen in Engage in Kaizen

introduce Kaizen as a goals through policy functional areas through the suggestion
corporate strategy deployment and cross- system and small
functional management group activities

Establish policy for Establish, maintain and improve Engage in continuous

Kaizen and cross- upgrade standards communication with self development to
functional goals workers and sustain
become better
high morale
problem-solvers
Build systems, Help employees, Introduce discipline in Enhance skills and job
procedures and develop skills and the workshop and performance expertise
structures conducive to tools for problem provide Kaizen
with cross-education
Kaizen solving suggestions
 BENEFITS OF KAIZEN
 There is a high level of
employee involvement which
enhances their morale and
motivation.
 It helps to improve quality,
there by enhancing customer
satisfaction.
 Improve productivity resulting
in low cost of operation.
 Reduce the rate of accidents
thus improving work safety.
 waste reduction in areas such as
inventory, waiting time,
transportation.
CHALLENGES FOR KAIZEN
 Kaizen is a top-down approach.
 People oriented approach, so employee support is
critical for successful implementation of Kaizen.
 Requires a long term discipline and commitment,
so everyone should be patient about the results.
 Should be a continuous process or else the
expected results would not be obtained.
KAIZEN IMPLEMENTATION
BY
14 principles of Toyota for kaizen implementation
1. Base your management decisions on a long-term
philosophy, even at the expense of short-term
financial goals.
2. Create a continuous process flow to bring problems
to the surface.
3. Use "pull" systems to avoid overproduction.
4. Level out the workload (heijunka). (Work like the
tortoise, not the hare)
KAIZEN IMPLEMENTATION
BY
5. Build a culture of stopping to fix problem to get
quality right at first time.
6. Standardized task and processes are foundation for
continuous improvement and employee
empowerment.
7. Use visual control so that no problem are hidden.
8. Use of only reliable and thoroughly tested
technology to serve your process and people.
9. Grow the leaders who thoroughly understand the
work and teach it to other people.
KAIZEN IMPLEMENTATION
BY
10. Develop exceptional people and teams that
follow your philosophy.
11. Respect your extended network partners like
suppliers by challenging them and inducing them to
improve.
12. Go and see for yourself to thoroughly
understand situation.
13. Make decision slowly but implement them
rapidly.
14. Become a continuously learning organization
through reflection and improvement.
KAIZEN IN TAJ HOTEL,
MUMBAI
 Problem: Breakage in main kitchen of
Taj hotel, Mumbai was prominent
because of improper movement of
cutlery and crockery.
 Solution: Kaizen team was set up and
system of one crockery at one time in
dishwater was implemented. The layout
of dish water area was changed in order
to support the one piece system.
 Results: Breakage of crockery came
down and resulted in savings of Rs 8
lakhs per annum.
KAN BAN
 Kanban ( 看板 ?), also spelled kamban,
pronounced /ˈkɑːnˈbɑːn/, and literally meaning
"signboard" or "billboard“.
 It is a concept related to lean and just-in-time (JIT)
production.
 It is a scheduling system that tells you what to
produce, when to produce it, and how much to
produce.
KAN BAN CARDS
 Kanban cards are a key component of Kanban that
utilizes cards as signal.
 Used to move materials within a manufacturing or
production facility or move materials from an
outside supplier to the production facility.
 Kanban cards thus, in effect, help to create a
demand-driven system.
THREE BIN SYSTEM
 In it we use three bins, one bin on the factory floor
(demand point), one bin in the factory store, and
one bin at the suppliers' store.
 The bins usually have a removable card that
contains the product details and other relevant
information — the kanban card.
 When the bin on the factory floor becomes empty,
the empty bin and kanban cards are returned to the
factory store.
THREE BIN SYSTEM…..
 The factory store then replaces the bin on the factory
floor with a full bin, which also contains a kanban
card.
 The factory store then contacts the supplier’s store
and returns the now-empty bin with its kanban card.
 The supplier's inbound product bin with its kanban
card is then delivered into the factory store
completing the final step to the system. Thus the
process will never run out of product and could be
THREE BIN SYSTEM….
ELECTRONIC KAN BAN
 It is a signaling system that uses a mix of
technology to trigger the movement of materials
within a manufacturing or production facility.
 It uses technology to replace traditional kanban
cards with barcodes and electronic messages.
 Barcodes are scanned at various stages of the
manufacturing process to signal the demand.
ELECTRONIC KANBAN…..
 E-Kanban systems can be integrated into enterprise
resource planning (ERP) systems.
 E-Kanban help to eliminate common problems
such as manual entry errors and lost cards.
 E-Kanban used to optimize inventory levels by
better tracking supplier lead and replenishment
times.