Foram Final Ppt

8/10/2019 Foram Final Ppt

1/72

SMT N.C. GANDHI & B.V. GANDHI MAHILA

ARTS & COMMERCE COLLEGE

NAME: FORAM SHAH.TOPIC:

CLASS: BMS 3, SEM 6.

ROLL NO: 28.

SUBMITTED TO: Mr. PRADEEP GOHIL.

DATE: 15th JANUARY, 2012.

IMPLEMENTATION OF KAIZEN IN

INDUSTRIES.


2/72

FLOW OF PRESENTATION

o INTRODUCTION TO KAIZEN.

o

WHAT IS KAIZEN?

o DEFINITION OF KAIZEN.

o EXAMPLE OF KAIZEN.

o FEATURES OF KAIZEN.

o 3 PRINCIPLES OF KAIZEN.

o KAIZEN CYCLE.

o IMPLEMENTATION OF KAIZEN IN INDUSTRIES.

o CASE STUDY OF KAIZEN.

o CONCLUSION.

o REVIEW OF THE PRESENTATION.

o BIBLIOGRAPHY.


3/72

INTRODUCTION TO KAIZEN

= KAI= CHANGE

= ZEN= GOOD

KAIZEN = Good Change Or Continuous Improvement


4/72

Masaaki Imai is known as the developer of

KAIZEN.

KAI means change or the action to correct

ZEN means good

Kaizen is a daily process, the purpose of which goes beyond

simple productivity improvement. It is also a process that, when

done correctly, humanizes the workplace, eliminates overly hard

work.


5/72

Continuous improvement as practiced by Japanese firms is

called by KAIZEN. Kaizen seeks continual improvement of

machinery, materials, labor utilization, and production

methods through applications of suggestions and ideas of

company teams. It also emphasizes the scientific methods,

particularly hypothesis testing about the relationship between

process inputs and outputs using design of experiments (

DOE) methods.


6/72

Under the improvement functions :

Kaizen works continuously towards revising the current

standards,

Once they have been mastered, higher standards are

established.

Kaizen signifies small improvements as a result of coordinated

continuous efforts by all employees. The suggestion system is an

integral part of an established management system that aims at

involving employees in kaizen


7/72

izen

continuous improvement process


8/72

WHAT IS KAIZEN ?

KAIZEN is a management philosophy of continuous

improvement, translated from Japanese kai meaning

continuous and zenmeaning improvement.

It is a management philosophy and forms the basis of the

Toyota Production System (TPS) as well as Lean

Manufacturing.

Kaizen strategy is one of the most important concepts in

Japanese management and is credited with being key to

Japanese competitive success.


9/72

Kaizen is a group activity and it employs small groups for

initiating improvements usually in small increments over a

longer period of time. A prerequisite to forming the team is

to state some rules or guidelines for the operation and for the

behavior of the team.


10/72

DEFINITIONS OF KAIZEN

Kaizen means a team approach to quickly tear down and

rebuild a process layout to function more effectively specially

developed for incremental improvement by Japanese.

- UPENDRA KACHRU

Kaizen is a management philosophy of continuous

improvement, translated from Japanese kai meaningcontinuous and zenmeaning improvement.

- UPENDRA KACHRU


11/72

Kaizen is the process of implementing lean tools in a much

focused efforts and a short amount of time, typically 1 to 5 days.

- RONALD



longer period of time.

- UPENDRA KACHRU


12/72



longer period of time.

- UPENDRA KACHRU

Kaizen is a smaller group and continuous improvements

which is more realizable, predictable, controllable and

acceptable.

- S.N. CHARY


13/72

Continuous improvement is a management philosophy that

approaches the challenge of product and process

improvement as an never ending process of achieving small

wins.

- JACOBS

Continuous improvement as practiced by Japanese firms is

called Kaizen.

- K. ASWATHAPPA


14/72

Vigilance in continuing to study the potential problem areas is

needed to ensure continuous improvement. Japanesemanufacturers have long practiced what they called Kaizen, the

goal of continuous improvement in every phase of

manufacturing.

- NORMAN

Lean manufacturing is the production and inventory control

system that emphasis the minimization of the amount of all theresources used including time.

- NORMAN


15/72

Kaizen means continuous improvements or ongoing

improvement which is required in all activities of an

organization, be it productivity, improvement or new product

development or labor management relations or total

productive maintenance (TPM) or just-in-time production and

delivery system or customer orientation thus, all the activities

directly and indirectly of an organization comes under the

umbrella of kaizen.


16/72

UMBRELLA OF KAIZEN:


17/72

EXAMPLE OF KAIZEN


18/72

HOW DO FARMERS PACK ORANGES?


19/72

I need

help.


20/72

PRODUCTIVITY: 1 NET PER MIN.


21/72

KM 21


22/72

PRODUCTIVITY: 5 NETS PER MIN. WITH 2 WORKERS


23/72

Can you think of a bettermethod to pack oranges?

A SELECTION OF BETTER MEANS OR

A CHANGE OF CURRENT METHOD

FOR ACHIEVING AN OBJECTIVE.

PRODUCTIVITY: 5 NETS PER MIN WITH 1


24/72

PRODUCTIVITY: 5 NETS PER MIN. WITH 1WORKER


25/72

PRINCIPLES OF KAIZEN


26/72

3 PRINCIPLES OF KAIZEN

1) Consider the process and the results.

2) The need to look at the entire process of the job at hand and to

evaluate the job as to the best way to get the job done.

3) Kaizen must be approached in such a way that no one is

blamed and that the best process is put into place.


27/72

THE KAIZEN CYCLE

PDCA (Plan-Do-Check-

Act) cycle.

Also known as the

Deming or Shewhart

cycle.

It a continuous never-

ending process i.e. cyclic

ad-infinitum.



28/72


INDUSTRIES

KAIZEN is a wonderful tool for all kinds of businesses around

the world. But the thing is that people need to work on quality

system. The most interesting thing for implementation of

kaizen in small and medium enterprises is that you dont need

any kind of change of equipment & technical skills to

implement it. It is very cost effective and awesome tool for

SMEsaround the world.


29/72

It is just the continuous improvement in which every person of

the firm is taking part is giving suggestion to improve the

operations & divisions of business.

- KAILER & SCHEFF 1999

Lets see the IMPLEMENTATION OF KAIZEN IN

INDUSTRIES in detail.


30/72

1) TOTAL QUALITY CONTROL:

Total quality control is the Japanese approach

to quality control, stressing continuous

improvement through attention to

manufacturing detail rather then attainment of a fixedquantitative quality standard. The term total quality control

originated with the book by that name, written by ARMAND

FEIGENBAUM and 1st published in 1951. as applied by the

Japanese, total quality control is a detail approach to quality and

its relates to ever facetes of the business.


31/72

2) ZERO DEFECT:

Zero defect means a program a to change workers attitudes

about quality by stressing error-free performance. Zero defects

program when particularly popular in 1960s and 1970s. Theirtheme, do it right first time,stresses error-free performances.

Error-free performance is for most processes, economically and

practically infeasible.


32/72

3) QUALITY CIRCLES:

Quality circles were initially developed in Japan as employee

participation programmes to identify the variations in quality, and

management programmes to eliminate sources of those variations.

Quality circles are a small group of employees who meet

frequently and informally to resolve company problems. This

concept was developed by quality control experts in 1980s.


33/72

4) STANDARDIZATION:

There can be no improvement where there are no standards.

The starting point in any improvement is to know exactly where

one stands. There must be a precise standard of measurement for

every worker, every machine, and every process. Similarly, there

must be a precise standard of measurement for every manager.

Kaizen strategy calls for never-ending

efforts for improvement.


34/72

5) CONSTANT IMPROVEMENT:

In any business, an employees work is based on existing

standards imposed by management. Improvement refers to

improving those standards. Kaizen Improves space utilization,

product quality, use of capital, communications, production

capacity and employee retention. The Japanese perception of

management boils down to one precept: to maintain and improve

standards. Improving standards means establishing higher

standards.


35/72

6) PROBLEM SOLVING:

Kaizen starts with a problem or, more precisely, with the

recognition that a problem exists. Where there are no problems,

there is no potential for improvement. A problem in business is

anything that inconveniences people downstream, either people

in the next process or ultimate customers. The issue is that the

people who create the problem are not directly inconvenienced

by it, and therefore are not sensitive to problem.


36/72

7) SUGGESTION SCHEMES:

Kaizen covers the total spectrum of business, starting with the

way the worker works in the shop, moving on to improvements

in the machinery and facilities, and finally effecting

improvements in systems and procedures. Many top Japanese

executives believe that Kaizen is 50 percent of management's

job, and really, Kaizen is everybodys job! It is essential that

management properly understand the workers'

role in Kaizen and use every opportunity to

support it.


37/72

8) PROCESS ORIENTED THINKING:

Kaizen generates process-oriented thinking, since processes must

be improved before we get improved results. Kaizen is also

people-oriented and is directed at people's efforts. This contrastssharply with the result-oriented thinking of most Western

managers. In Japan, the process is considered just as important

as the obviously intended result.

9) 7 WASTE ELIMINATION


38/72

9) 7 WASTE ELIMINATION:

Waste is defined as anything or activity which adds to the cost

without adding value to it. To eliminate waste one must develop

the ability and skill to identify waste. The person who is closest

to the job knows more about the kind of waste that exists in the

process. The starting point of KAIZEN is identifying waste. The

management should primarily focus on:

-Excess inventory

-Over production either in the form components

or finished products .


39/72

SEVEN

WASTES !!

10) JUST IN TIME SYSTEM


40/72

10) JUST-IN-TIME SYSTEM:

In Kaizen, JIT is a is a collection of concepts and techniques forimproving productivity. JIT is a process aimed at increasing value-

added and eliminating waste by providing the environment to

perfect and simplify the processes. Just-in-time manufacturing

means producing the necessary items in necessary quantities at the

necessary time. It is a philosophy of continuous improvement in

which non-value-adding activities

(or wastes) are identified and removed.

11) CULTURAL CHANGE:


41/72

11) CULTURAL CHANGE:

In kaizen, customer satisfaction is manned in such terms as quality,

cost and scheduling. It is managements job to establish priorities

among these goals and to deploy the goals down throughout the

organization. Getting everyone to participate in kaizen has become

a crucial part of staying competitive today. However, getting

everyone to participate positively needs the right climate or

corporate culture. The management must constantly apply the

kaizen concept to its industrial Relations if it want to apply the

kaizen to overall corporate culture.

12) KANBAN SYSTEM:


42/72

12) KANBAN SYSTEM:

KANBAN (meaning signboard or billboard) is a concept

related to lean and just-in-time (JIT) production. The concept got

shape when Toyota observed how supermarkets operate.

The supermarket only stocks what it believes it will sell;

Therefore has limited and only necessary inventory

Signboards clearly indicate to shoppers where what is

stocked; so the customers can shop efficiently and complete

their shopping in time.


43/72

For a lean and efficient system, it is required that the production

is determined according to the actual demand. In situations

where supply time is lengthy and demand is difficult to forecast,

the best one can do is to respond quickly to observed demand.

This is where a Kanban system can help: It works as a

communication system which immediately provides

information about changed demand through the entire

supply chain.

13) 5 S OF GOOD HOUSE KEEPING


44/72

13) 5 Ss OF GOOD HOUSE KEEPING:

5S is a method for organizing a workplace, especially a shared

workplace (like a shop floor or an office space).

1. Seiri(Sort):Tidiness, keeping only essential items.

2. Seiton(Set In Order):Orderliness, eliminate extra motion.

3. Seiso(Shine):Cleanliness, keep the workplace clean.

4. Seiketsu(Standardize):Standardize work practices

5. Shitsuke(Self Discipline):Sustaining, maintaining discipline

and reviewing standards.


45/72

14) PRINCIPLE OF 3M


46/72

14) PRINCIPLE OF 3Ms:


47/72

Muri (, unevenness) is a Japanese term for unevenness,

unreasonableness or absurdity, which has become popularized in

the Westby its use as a key concept in the Toyota Production

System.


48/72

Muda()is a traditional Japanese term for an activity that is

wasteful and doesn't add value or is

unproductive, etymologically none ()+ trivia or un-useful ()

in practice or others. It is also a key concept in the Toyota

Production System and is one of the three types of waste that it

identifies. Waste reduction is an effective way to increase

profitability


49/72

Mura ( or ) is traditional general Japanese term for

unevenness, irregularity or inconsistency in physical matter or

human spiritual condition. It is also a key concept in

performance improvement systems such as the ToyotaProduction System. Toyota merely picked up these three words

with prefix mu-, which every Japanese know, as product

improvement program or campaign.

15) LEAN MANUFACTURING:


50/72

15) LEAN MANUFACTURING:

Lean manufacturing or lean production is a popular term that

many companies use today to refer to the philosophies and

approaches embodied in JIT. It is a production and inventory

control system that emphasizes the minimization of the amountof all the resources used including time used in various activities

of the enterprise.

16) TOTAL PRODUCTIVE MAINTENANCE :


51/72

16) TOTAL PRODUCTIVE MAINTENANCE :

Total productive maintenance is a link concept based on 3 simple

ideas:

1) Preventive maintenance schedules must be developed and

adhered to.

2) Extensive maintenance history exists in a data base and

equipment failures may be predicted within reasonable

timeframes.

3) Simpler maintenance task may delegated to those who know

the equipment the best.

17) BENCHMARKING:


52/72

17) BENCHMARKING:

Benchmarking is a continuous search for an application of

significantly better practices that lead to superior competitive

performance. It has become one of the most popular tools of

business management in corporate attempts to gain and maintaincompetitive advantage. Benchmarking is an external focus on

internal activities, functions, or operations in order to achieve

continuous improvement. The central essence of it is about learning

how to improve business activities, process and management.

18) AUTOMATION:


53/72

18) AUTOMATION:

Automation is the use of machines, control systems and

information technologies to optimize productivity in the

production of goods and delivery of services. The correct

incentive for applying automation is to increase productivity,and/or quality beyond that possible with current human labor

levels so as to realize economies of scale, and/or realize

predictable quality levels. Automation plays an increasingly

important role in the world economy and in daily experience.

19) POKA YOKE:


54/72

19) POKA YOKE:

Poka-yoke () is a Japanese term that means "fail-safing"

or "mistake-proofing". A poka-yoke is any mechanism in a lean

manufacturing process that helps an equipment operator avoid

(yokeru) mistakes (poka). Its purpose is to eliminate product

defects by preventing, correcting, or drawing attention to human

errors as they occur. The concept was formalized, and the term

adopted, by Shigeo Shingo as part of the Toyota Production

System.It was originally described as baka-yoke, but as this means

"fool-proofingthe name was changed to the milder poka-yoke.

20) DISCIPLINE IN WORK PLACE:


55/72

20) DISCIPLINE IN WORK PLACE:

Discipline in the workplace is the means by which supervisory

personnel correct behavioral deficiencies and ensure adherence

to established company rules. The purpose of discipline is

correct behavior. It is not designed to punish or embarrass an

employee.

Often, a positive approach may solve the problem without

having to discipline. However, if unacceptable behaviour is a

persistent problem or if the employee is involved in a

misconduct that cannot be tolerated, management may use

discipline to correct the behavior.

21) CUSTOMER ORIENTATION:


56/72

21) CUSTOMER ORIENTATION:

A group of actions taken by a business to support its sales and

service staff in considering client needs and satisfaction their

major priorities. Business strategies that tend to reflect a

customer orientation might include: developing a quality product

appreciate by consumers; responding promptly and respectfully

to consumer complaints and queries; and dealing sensitively with

community issues. Customer orientation refers to customer-

centric business.

22) ROBOTICS:


57/72

22) ROBOTICS:

A robot is a programmable machine, which means that a sequence

of moves can be preset to be repeated time, then reset again to

perform another set of moves. Robots replace humans for some

very heavy, dirty, dangerous, unpleasant or monotonous tasks. The

science of selecting robots for various uses- and knowing when not

to use them is called robotics. Robotics is the science of selecting

robots for various applications.

23) MINI KAIZEN:


58/72

23) MINI KAIZEN:

NORMAN BODEK introduce the concept of mini kaizen which

is also known as quick and easy kaizen it recognizes that person

doing a job is a best experts on that job. It encourages everyone

to make small improvements that are within their power to

implement. This thousands of small improvements have major

effects overtime. This small scale improvements is easier and

faster.

24) PROCESS REENGINEERING:


59/72

24) PROCESS REENGINEERING:

Reengineering is the fundamental rethinking and radical redesignof the process. Reengineering is about reinvention, rather than

incremental improvement. Reengineering relies on a different

school of thought than does continuous process improvement. In

the extreme, reengineering assumes that the current process is

irrelevant - it does not work, its broke, forget it. Start over.

such a clean slate perspective enables the designers to focus on a

new process.

25) KAIZEN BLITZ:


60/72

25) KAIZEN BLITZ:

It involves everybody in the section/department, and may

involve stopping production. Kaizen Blitz seems like a rational

way to go about change. Get the managers to define a problem,

label all the parts of the process that seem wasteful, brainstorm

ideas for the removal of said waste, and instantly implement the

change to those who work in the operations (including many

individuals that were not privy to the project and its goals). Also

called as kaizen event or focused kaizen.

26) NEW PRODUCT DEVELOPMENT:


61/72

26) NEW PRODUCT DEVELOPMENT:

A product is anything that is capable of satisfying a felt need. Anew product is the one which is truly innovative and is

significantly different from other existing products. The

development of new product passes through seven distinct

stages they are : 1) Need Identification, 2) Advance Product

Planning, 3) Advance Design, 4) Detailed Engineering Design,

5) Production Process Design & Development, 6) Product

Evaluation & Improvement, 7) Product Use And Support.

27) STATISTICAL QUALITY CONTROL:


62/72

27) STATISTICAL QUALITY CONTROL:

Until 1931, quality was obtained by inspecting each part and

passing only those that met specifications. In 1931 WALTER

SHEWHART, a statistician at the HAWTHRONE plant at

Western Electric, published his book economic control of quality

of manufactured product. This book is the foundation of modern

statistical process control (SPO) and provides the basis for the

philosophy of total quality management or continuous process

improvement for improving processes. This gave rise to two

powerful tools: 1) statistical quality control (SQC).

2) statistical process control (SPC).

28) CONTINUOUS IMPROVEMENT:


63/72

28) CONTINUOUS IMPROVEMENT:

Continuous Improvement (CI) is a management philosophy that

approaches the challenge of product and process improvement as

never ending process of achieving small wins. It is an integral

part of total quality management system. Specifically,continuous improvement seeks continual improvement

machinery, materials, labor utilization and production methods

through application of suggestions and ideas of team members.

29)TOTAL FACTOR PRODUCTIVITY:


64/72

29)TOTAL FACTOR PRODUCTIVITY:

Total factor productivity is the year-by-year change in the

output where a number of factors are taken into

consideration. It is the attempt to construct a productivity

measure for an aggregation of factors. Total factor

productivity is a more accurate indicator of the economic

efficiency of a firm, industry or nation than labour

productivity.

CASE STUDY


65/72

CASE STUDY

Canon of Japan implemented in 1975 to excel over

international competition and expand its operations

on a global scale in 6 years.

Canon put in place a special matrix management

system with numerous small group activities.

The purpose was to eliminate wastes, revitalize the

workforce, and improve continuously in all business

processes.

Techniques like Canon Production System, Quality

Assurance, Production Assurance, and Personnel

Training were introduced. Canon achieved an

astonishing 3% per month productivity increase.

CONCLUSION


66/72

CONCLUSION

Kaizen must be a way of being, and attitude, a spirit to be

permanently present within each team; our life style, both at

home and at work, should focus on our constant efforts to

improve.

The application of kaizen principles involves no major

expenses but only more attention to details and practical ways

to do things better and more efficiently.

REVIEW OF PRESENTATION


67/72

o INTRODUCTION TO KAIZEN.

o WHAT IS KAIZEN?

o DEFINITION OF KAIZEN.

o EXAMPLE OF KAIZEN.

o FEATURES OF KAIZEN.

o 3 PRINCIPLES OF KAIZEN.

o KAIZEN CYCLE.

o IMPLEMENTATION OF KAIZEN IN INDUSTRIES.

o CASE STUDY OF KAIZEN.

o CONCLUSION.

o REVIEW OF THE PRESENTATION.

o BIBLIOGRAPHY.

BIBLIOGRAPHY


68/72

PRODUCTION AND OPERATIONS MANAGEMENT

BY- UPENDRA KACHRU

PUBLISHED BY EXCEL BOOKS NEW DELHI.


BY- K. ASWATHAPPA

K. SHRIDHARA BHAT

PUBLISHED BY HIMALAYA PUBLISHING HOUSE.


69/72


BY- R. PANNEERSELAVAM

PUBLISHED BY PRENTICE HALL OF INDIA.

PRODUCTION AND OPERATIONS MANAGEMENTBY- S.A. CHUNAWALLA

D.R. PATEL

PUBLISHED BY HIMALAYA PUBLISHING HOUSE.


70/72

PRODUCTION AND OPERATIONS MANAGEMENTBY- EVERETTE. ADAM

RONALD. J. EBERT

PUBLISHED BYPRENTICE HALL OF INDIA PVT. LTD.

OPERATIONS MANAGEMENT

BY- NORMAN GAITHER

GREG FRAZIER


71/72


BY- S.N. CHARYPUBLISHED BY TATA MC GRAW HILL PUBLISHING

HOUSE.


BY- RICHARD B. CHASE

NICHOLAS J. AQUILANO

F. ROBERT JACOBS

PUBLISHED BY TATA MC GRAW HILL PUBLISHING

HOUSE


72/72

Documents

Foram Final Ppt