Kaizen

K A I Z E N
Short introduction by:

Claudia (not Cloud-ia)

“The best solutions are the simple ones”
Masaaki Imai

” “The best solutions are the simple ones” Masaaki Imai .“For Want of a Nail” K A I Z E N “For want of a nail the shoe was lost For want of a shoe the horse was lost For want of a horse the rider was lost For want of a rider the battle was lost For want of a battle the kingdom was lost And all for want of horse-shoe-nail.

“For Want of a Nail” The micro processes determine the macro and mega results. K A I Z E N “The best solutions are the simple ones” Masaaki Imai .

Kaizen is achieved without spending much money. “The best solutions are the simple ones” Masaaki Imai .Introduction to Kaizen. home life. the Key to Japan's Competitive Success” 1997 “Gemba Kaizen. K A I Z E N Kaizen involves everybody. Gemba = "real place". where the real action takes place. GEMBA Kaizen and Lean Manufacturing 1986 “Kaizen. social and working life. Low-cost Approach to Management” 2003 A new book to be published Kaizen = continuing improvement in personal life. A Commonsense.

Introduction to Kaizen. GEMBA Kaizen and Lean Manufacturing Kaizen vs. Innovation Kaizen •Small steps •Conventional Know-How •Efforts •Process-oriented •Slow-growth economy INNOVATION •Big steps •Technological Breakthrough •Investment •Result-oriented •Fast-growth economy K A I Z E N Innovat ion Kaize n “The best solutions are the simple ones” Masaaki Imai .

The House of Gemba The two major activities in Gemba: maintenance of current technological. managerial and operating standards through training and discipline improvement of the standards Top Management Innovation K A I Z E N Middle Management Supervisors Workers Kaizen Maintenance “The best solutions are the simple ones” Masaaki Imai .

The House of Gemba Profit management Quality & Safety mgmt Workers’ operations Cost management Logistic mgmt Products & materials Information Equipment Standardization K A I Z E N 5 S (Good Housekeeping) Muda Elimination Teamwork Visual Management Morale enhancement QC circles Self-discipline Suggestions “The best solutions are the simple ones” Masaaki Imai .

First Level: Muda Elimination The 7 Muda 1. or equipment is not ready Effort that adds no value from the customer’s viewpoint Waiting for parts. prints. Waiting K A I Z E N 5. or products on Raw materials. Processing Multiple cleaning of parts Paperwork 6. Overproduction 2. information 4. tools. parts. mistakes or lacks something necessary Rework. Motion Definition Producing more than the customer needs right now Movement of product that does not add value Examples Producing product to stock based on sales forecasts Producing more to avoid set-ups Moving parts in and out of storage Moving material from one workstation to another Movement of people that does not addSearching for parts. Defects “The best solutions are the simple ones” Masaaki Imai . Transportation 3. etc. defects. Finished goods hand than the customer needs right now Work that contains errors. machines. missing parts 7. Inventory More materials. Work in process. value Sorting through materials Lifting boxes of parts Idle time created when material.The House of Gemba. prints. rework. people. information.

Straighten Keep everything that is needed in an orderly fashion so that things can be accessed easily. “The best solutions are the simple ones” Masaaki Imai . Sort out what is needed and what is not needed.The House of Gemba. Second Level: 5 S – Good Housekeeping Seiri Seiton Seiso Seiketsu Shitsuke Sort Self-Discipline Sustain the improvements to prevent backsliding. Eliminate the sources. looking for sources of filth. When in doubt throw it out! K A I Z E N Standardize Make standards so that any abnormality becomes obvious. Sweep Clean the machines floors and walls.

2.The House of Gemba. 5. Provide objectives and indicate training goals. “The best solutions are the simple ones” Masaaki Imai . 9. and safest way to do a job. Provide a basis for both maintenance and improvement. 6. Represent the best. 8. easiest. Create a basis for audit or diagnosis. 4. 3. Provide a basis for training. Show the relationship between cause and effect. Provide a way to measure performance. Provide a means for preventing recurrence of errors and minimizing variability. Offer the best way to preserve know-how and expertise. IMPROVEMENT Act Plan Third Level: Standardization MAINTENANCE Act Standardize A C Check P D Do Check A C S D Do STANDARDS: K A I Z E N 1. 7.

organizations encounter challenges that require Carrot Diet discipline.“The Carrot Story” Why great initiatives often fail in organizations? The Carrot Diet: Eat one pound of raw carrots a half hour before every snack or meal. K A I Z E N In the today competitive market. Not one person in 100 is successful with the Carrot Diet. Everyone realizes the importance of the carrot initiative and pledged their support. “The best solutions are the simple ones” Masaaki Imai . even for a day or two.

K A I Z E N Human Resources are concerned that meat lovers in the work force might be offended by the focus on a vegetable. “The best solutions are the simple ones” Masaaki Imai . Computer Services recommend delaying carrot consumption until a tracking program is installed.“The Carrot Story” The engineers decide they can take a beta-carotene pill each day.

who fully endorses the initiative. Everyone supports the concept. The Accounting Department discovered carrots were not in the budget and the accounting system did not have a line item to track carrot expenditures. but few carrots are eaten. K A I Z E N The president. “The best solutions are the simple ones” Masaaki Imai . spends countless hours in support of the Total Company Carrot Plan (TCCP).“The Carrot Story” Accounting also suggests a delay in eating carrots.

“The Carrot Story” The secret of the Carrot Diet: THERE IS NO ALTERNATIVE TO EATING THE CARROTS. DISCIPLINE & LEADERSHIP “The best solutions are the simple ones” Masaaki Imai . K A I Z E N KAIZEN Success Factors: COMMON SENSE.

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