Presentation qa

TOPIC :- KIAZENSUBMITTED BY:AMARJEET SINGHROLL NO:-RE47B1A03REG NO:- 7480070020

PRESENTATION OF TERM PAPER

Kaizen Ongoing improvement involves everyone

Top management Managers Workers

A culture of supporting quality improvement

more important than the use of any specific tools

KAIZEN

•KAIZEN Means change for better

KAI-Change ZEN-Better •KAIZEN movement in an organization signifies small improvements

made in the status –quo as a result of on going efforts •Once KAIZEN process sets in an organization, it leads to

empowerment and creativity starts functioning through every individual

•An organization using KAIZEN signals that the organization is committed to encouraging improvements made by its personnel as an “ongoing organizational

process”

4

A definition:

Destroy, in our minds, the concepts and techniques of manufacturing that we practice today.

Create a vision of what our production system and manufacturing techniques should be.

Carry out that Vision by breaking through the status quo.

Climate favors Kaizen Sharp increase in the costs of material,

energy, and labor Overcapacity of production facilities Increasing competitions Need to introduce new products more

rapidly Need to lower the breakeven point

Kaizen Culture A corporate culture in which everyone can

freely admit these problems A systematic and collaborative approach to

cross-functional problem-solving Internal, Next process is customer External, suppliers

Kaizen Culture A customer-driven strategy for

improvement Quality, cost, schedule, and delivery

requirements Emphasis on process

Result is not the only thing and everything Support and acknowledge people’s process-

oriented efforts for improvement

KAIZEN AND MANAGEMENT

Innovation

Kaizen

Maintenance

TopMgnt

MiddleMgnt Supervisor Worker

Hierarchy of KAIZEN involvement

Top Management

Be determined to introduce KAIZEN as a corporate strategy

Provide support and direction for KAIZEN by allocating resources

Establish policy for KAIZEN and cross-functional goals

Realize KAIZEN goals through policy deployment and audits

Build systems, procedures, and structure conducive to KAIZEN

Middle Management and StaffDeploy and implement KAIZEN goals as directed by top management through policy deployment and cross-functional managementUse KAIZEN in functional capabilitiesEstablish, maintain, and upgrade standardsMake employees KAIZEN-conscious through intensive training programsHelp employees develop skills and tools for problem solving

Supervisors

Use KAIZEN in functional rolesFormulate plans for KAIZEN and provide guidance to workersImprove communication with workers and sustain high moraleSupport small-group activities (such as quality circles) and the individual suggestion systemIntroduce discipline in the workshopProvide KAIZEN suggestions

Workers

Engage in KAIZEN through the suggestion system and small-group activities

Practice discipline in the workshop

Engage in continuous self-development to become better problem solvers

Enhance skills and job-performance expertise with cross-education

THE KAIZEN UMBRELLA

Customer orientation TQC (total quality

control) Robotics QC circles Suggestion system Automation Discipline in the

workplace TPM (total productive

maintenance)

Kamban Quality improvement Just-in-time Zero defects Small-group

activities Cooperative labor-

management relations

Productivity improvement

New-product development

HOW IS KAIZEN SYSTEM ORGANISED

Awareness Status assessment Planning for KAIZEN system A) organizational structure (CEO, KAIZEN committee, facilitator,

evaluators and the team) B) KAIZEN meetings C) KAIZEN board/bulletin D) KAIZEN implementation 1) Motivation 2) Human resources development 3) Improvement 4) Institutionalization

Japanese perceptions of job functions (1)

Top ManagementMiddle ManagementSupervisorsWorkers

Improvement Maintenanc

e

Innovation

Japanese perceptions of job functions (2)


KAIZEN

Maintenance

Innovation-centered job functions

Maintenance

Western perceptions of job functions


Innovation

Maintenance

Innovation

DEMING WHEEL

Design

ProductionResearch

Sales

FEATURES OF KAIZEN AND INNOVATION

KAIZEN Innovation

1. Effect Long-term and long-lastingbut undramatic

Short-term but dramatic

2. Pace Small steps Big steps

3. Timeframe Continuous and incremental Intermittent and non-incremental

4. Change Gradual and constant Abrupt and volatile

5. Involvement Everybody Select few “champions”

6. Approach Collectivism, group efforts,systems approach

Rugged individualism,individual ideas and efforts

7. Mode Maintenance andimprovement

Scrap and rebuild

8. Spark Conventional know-how andstate of the art

Technological break-throughs,new inventions, new theories

9. Practicalrequirements

Requires little investment butgreat effort to maintain it

Requires large investment butlittle effort to maintain it

10. Effort orientation People Technology

11. Evaluation criteria Process and efforts for betterresults

Results for profits

12. Advantage Works well in slow-growtheconomy

Better suited to fast-growtheconomy

KAIZEN InnovationJapan Strong WeakWest Weak Strong

Ideal pattern from innovation

Time

Actual pattern from innovation

Time

Innovation plus KAIZEN

Time

Innovation alone

Time

What should be (standard)

Innovation

Maintenance

What actually is

What actually is

Maintenance

What should be (standard)

New

standard

New

standardKAIZEN

Innovation

KAIZEN

Innovation

TOTAL MANUFACTURING CHAIN

Science Technology Design Production Market

Innovation

KAIZEN

Another comparison of Innovation and KAIZEN

Innovation KAIZEN

Creativity

Individualism

Specialist-oriented

Attention to great leaps

Technology-oriented

Information: closed, proprietary

Functional (specialist) orientation

Seek new technology

Line + staff

Limited feedback

Adaptability

Teamwork (systems approach)

Generalist-oriented

Attention to details

people-oriented

Information: open, shared

Cross-functional orientation

Build on existing technology

Cross-functional organization

Comprehensive feedback

WESTERN AND JAPANESE PRODUCT PERCEPTIONS

Technology Level

Preferred Process

Product

Western perceptions

Japanese perceptions

High technology

Technology-oriented innovation

Innovativeproduct

KAIZEN-orientedproduct

People-oriented +

KAIZEN

Low technology +KAIZEN

UPCOMING JAPANESE PRODUCT PERCEPTIONS

Technology Level

Preferred Process

Product

High technology

Technology-orientedinnovation

Technology-orientedKAIZEN




Low technology

KAIZEN SYSTEM WORKS ON THE PRINCIPLES OF

Empowerment •Zero (negligible) investment •Self-development •Listening •Waste elimination •Organizational support

EFFECTIVE KAIZENS

Eliminateany work that is dirty or dangerous •Modifyor simplifyany work that consumes significant time or

resources •Find anefficient wayof doing any work which is frequent or

common •Eliminate wastein any area –do not believe that waste does

not exist •Eliminate(at least reduce) waiting time. •Make the work better, easier, faster and safer using

MISERconcept (merge, improve, simplify, eliminate and reduce) •Improvethe work place by 5 S’s •Copyeffective KAIZEN

Business

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