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By Mahender Kumar

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What is KAIZEN?= KAI = CHANGE

(Original Definition)

= ZEN = GOOD

(FOR THE BETTER)

= =CONTINUAL IMPROVEMENT

= ea ; = ace

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There are 2 approaches to problem solving:

The 1st involves innovation - applying high costso u ons suc as s a e o e ar ec no ogy

The 2nd uses common sense tools, checklists &

.

This a roach is called kaizen

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Identifying & Eliminating Muda

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Ka zen P osop y:Ka zen P osop y:

come from?come from?

muda

All activity is eithervalue adding or non value adding.

.

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KaizenKaizen

muda

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KaizenKaizen

Attack first

muda

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Identify the process to be improvedWalk through the processIdentify muda

o o em aHave a good look (observe carefully)

Diagnose root causeStandardize to revent recurrence

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What is a Process?

To that something, value is added at some

There is a definite starting point, where

there is a definite ending point, where that

something exits from the process. That something has activities done to it.

Some are value adding and some are muda.

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7 - Muda List7 - Muda List

. -

.

3. Muda of re air/re ects

4. Muda of transport

5. Muda of inventory

6. Muda of motion

7. Muda of processing

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Hierarchy of KaizenInvolvementnvolvementTOP MANAGEMENT MIDDLE

MANAGEMENT

SUPERVISORS WORKERS

Be determined to Deploy and implement Use Kaizen in functional Engage in Kaizen through

introduce Kaizen as a

corporate strategy

Kaizen goals as directed

by the top management

through policy

deployment and cross-

areas the suggestion system and

small group activities

functional management

Provide support and

direction for Kaizen byallocating resources

Use Kaizen in functional

capabilities

Formulate plans for

Kaizen and provideguidance to workers

Practice discipline in

workshop

Establish policy for

Kaizen and cross-

functional goals

Establish, maintain and

upgrade standards

Improve communication

with workers and sustain

high morale

Engage in continuous self

development to become

better problem-solvers

Realise Kaizen goals Make employees Kaizen Support small group Enhance skills and jobthrough policy

development and audits

conscious through

intensive training

programs

activities and the

individual suggestion

system

performance expertise

with cross-education

Build systems, procedures Help employees, develop Introduce discipline in the

and structures conduciveto Kaizen

skills and tools forproblem solving

workshop and provideKaizen suggestions

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To mana ement is res onsible for establishinKaizen as the overriding corporate strategy andcommunicating this commitment to all levels of the

z .

Allocating the resources necessary for Kaizen to.

Build systems, procedures, and structure favorable to

KAIZEN. Realize KAIZEN goals through policy

deployment and audits.

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ROLE OF MIDDLE

MANAGEMENT

policies established by top management. ,

standards.

necessary to understand and implement

Kaizen. Ensuring that employees learn how to use

problem solving and improvement tools.

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in their functional roles.

approach at the functional level.

.

Maintaining morale.

. Soliciting Kaizen suggestions from employees

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.

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through teamwork activities. .

Engaging in continuous self-improvement.

Continually enhancing job skills through

Continually broadening job skills through-

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Five-S approachThis approach is based on 5 Japanese principles on

work place management, which help in increasing

efficiency.

Seiri (Sort): here things are organized or put into groupsby following certain rules; aids in easier location and

grouping based on usage and need.

Seiton (Stablize/Neatness): keeping things back in their

place after usage in a sequence. Decide where they are to

be kept and how, this helps in easy location and retrieval.

Seiso (CleanUp/Shine): clean everything thoroughly-

overall cleaning (plant, work space), specific cleaning

(machines, tools) and detailed cleaning (corners, crevices),

.

Seiketsu (Standardize): frame-work of standards or rules

for everyone to ensure easier and better understanding.

Shitsuke (Discipline): identifying wrong practices,

correcting them and making correct practices a habit.20

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Kaizen Principles Get rid of all old assumptions.

Don't look for excuses, look for ways to make things

ha en.

Say "NO" to the status quo.

on worry a ou e ng per ec even you on y ge

it half right start NOW.

It does not cost money to do KAIZEN.

If something is wrong "Fix it NOW.

.

Ask "WHY" five times get to the root cause.

Look for wisdom from Ten people rather than one.

Never stop doing KAIZEN. 21

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Kaizen Cycle

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Benefits of Kaizenf It is a process oriented approach, hence has lasting impact as

improvements are made where faults are identified.

There is a high level of employee involvement which enhances theirmora e an mot vat on.

It helps to improve quality, there by enhancing customer.

It helps to improve productivity resulting in low cost of operation.

It helps to reduce the rate of accidents thus improving work safety.

It a s n waste re uct on n areas suc as nventory, wa t ng t me,transportation and others which in turn aids in better utilization ofspace and resources. 23

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Challenges faced by Kaizenhallenges faced by Kaizen Kaizen is a topdown approach.

It requires lot of effort especially by executives at the topmost

level.

It is a people oriented approach. So employee support is critical for

successful implementation of Kaizen.

It requires a long term discipline and commitment. So everyoneshould be patient about the results.

It should be a continuous process or else the expected resultswould not be obtained.

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14 Principles followed byToyota was the first company to implement Kaizen.

Base your management decisions on a long-term philosophy, even at the expense of short-term

financial goals.

Create a continuous process flow to bring problems to the surface.

Use "pull" systems to avoid overproduction.

Level out the workload hei unka . Work like the tortoise not the hare .

Build a culture of stopping to fix problems, to get quality right the first time.

Standardized tasks and processes are the foundation for continuous improvement and employee

empowerment.

.

Use only reliable, thoroughly tested technology that serves your people and processes.25

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14 Principles followed byT t (C td )oyota(Contd)

Grow leaders who thoroughly understand the work, live the philosophy, and teach ito o ers.

Develop exceptional people and teams who follow your company's philosophy.

Respect your extended network of partners and suppliers by challenging them andhelping them improve.

.

Make decisions slowly by consensus, thoroughly considering all options;implement decisions rapidly (Nemawashi).

Become a learning organization through relentless reflection (hansei) andcontinuous improvement (aizen).

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Do it Today

answer

cannot or should not

. . Do not wait for

KAIZEN INSTITUTE (INDIA) 29

good enough. Move!

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Kaizen by New Delhi Traffic Policefor better Traffic Complianceor better Traffic Compliance

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Before After

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