Kaizen MMS

7/23/2019 Kaizen MMS

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Kaizen PrM

MaSw



Presentation flowIntroduction to Kaizen

Key Principles

Key Implementation Concepts

TOYOTA Implementation

Key Benefits

Applications

Future prospects

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Introduction : Wat is !Kaizen"#

Kaizen means $impro%ement$&

It is a 'apanese wor(place pilosopy wic focuses on ma(in) continuou

small impro%ements wic (eep a *usiness at te top of its field&

Te pilosopy in%ol%es e%eryone in te or)anization + mana)ers and wor

ali(e + and ur)es tem to ma(e ne%er,endin) efforts for impro%ement&◦ For e-ample. in 'apanese companies. suc as Toyota and Canon. se%eral

su))estions per employee are written down. sared and implemented&

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Te Ori)in of Kaizen

Te foundation of Kaizen was laid in 'apan after te /econd World War.

wen te country was attemptin) to re*uild infrastructure and retin(

many systems&

/e%eral American e-perts on wor(place impro%ement includin) W&

0dwards 1emin) and 'osep 'uran came to 'apan to lecture and teac&

2sin) information from tese indi%iduals re)ardin) te TWI 3Trainin)

Witin Industry4 pro)rams . te concept of Kaizen *e)an to *e formed and

it too( off in te 5678s&

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Kaizen : Key principles

Te first is a ea%y reliance on teamwork. in wic e%eryone9s opinion is %considered&

Wor(ers also a%e strong personal discipline. and morale in factories munder (aizen&

Wor(ers sould also *e confident about offering suggestions for impro%e%en wen a system appears to *e functionin) adeuately

Kaizen reco)nizes tat tere is always room for improvement

Finally. te system uses quality circles, worker groups wo meet and woto sol%e pro*lems and come up wit inno%ati%e can)es&

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Kaizen : Implementation Concepts

Kaizen encompasses many of te components of 'apanese *ustat a%e *een seen as a part of teir success&

/ome of tese concepts inspired *y Kaizen are:◦ 7 /

◦ Te 1emin) or /ewart Cycle 3P1CA4

◦ ;uality Circles

◦ Kan*an

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!7 /" in Kaizen

!7 /" is a metod for or)anizin) a wor(place. especially a sared wor

3li(e a sop floor or an office space4&

1. “Seiri” (Sort) Tidiness. (eepin) only

essential items&

!. “Seiton” (Set "n #rder) Orderliness.

eliminate e-tra motion&

$. “Seiso” (S%ine) Cleanliness. (eep te

wor(place clean&

&. “Seiketsu” (Standardi'e) /tandardize wor(

practices

. “S%itsuke” (Self iscipline) /ustainin).

maintainin) discipline and re%iewin)

standards&

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Te Kaizen cycle

P1CA 3Plan,1o,Cec(, Act4 cycle

Also (nown as te1emin) or /ewartcycle

It a continuous ne%er,endin) process i&e& cyclicad-infinitum

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Kaizen in Toyota

Te *oyota +roduction System is (nown for it<s use of (aizen&

After World War II. Taiici Ono was car)ed wit settin) up macine sops for

Toyota& =e studied te Ford production systems& =e analyzed te %arious

producti%e measures and discrepancies in te system&

Based on te analysis. e outlined se%eral production strate)ies for Toyota&Tese production strate)ies later *ecame *encmar(s for production practices

across te world&

Toyota tus *ecame one of te first companies in te world to adopt practicessuc as Kaizen& Analysts owe%er feel tat Kaizen (ept TP/. 'IT. Kan*an andoter practices wor(in) smootly as an interlin(ed strate)ic operational plan&

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Toyota<s use of Kaizen to sol%e la*or crisis

In te early 5668s. Toyota was facin) acute la*or sorta)e

Toyota<s initial mana)ement focus was on increasin) production efficiency t

production le%els wit less num*er of wor(ers& Tis resulted in increased stress and w

Te )lo*al upsur)e in car demand durin) 56>?,5665 led to drastic increase in deman

Toyota realized tat it would a%e to rely on Kaizen for modifyin) its e-istin) ass

attract wor(ers&

Te company decided to can)e its wor(in) conditions to accommodate wor(ers o

nature

Te mana)ement decided to allow plants to set teir own annual production effi

Production efficiency measurement was *ased on wor(er<s production time rate

production time

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Kaizen + A mi-ed *a)

Wy Kaizen wor(s well for some@

◦ It as *een su))ested tat Kaizen wor(s particularly well in 'apan

*ecause it as a collecti%e culture. and Kaizen relies on collecti%e

%alues&

◦Te focus is more on impro%ement and refinement of e-istin)

metods. rater newer inno%ations&

And not so for oters@

◦People in more indi%idualistic cultures 3li(e in Western corporations4

may stru))le wit some of te *asic principles of Kaizen&

◦Kaizen idea of impro%ement is contrary to te *eliefs of some

Westerners. wo place a i) %alue on te acie%ement and

maintenance of perfection&

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Kaizen + A mi-ed *a)

Wy Kaizen wor(s well for some@

◦ It as *een su))ested tat Kaizen wor(s particularly well in 'apan

*ecause it as a collecti%e culture. and Kaizen relies on collecti%e

%alues&

◦Te focus is more on impro%ement and refinement of e-istin)

metods. rater newer inno%ations&

And not so for oters@◦People in more indi%idualistic cultures 3li(e in Western corporations4

may stru))le wit some of te *asic principles of Kaizen&

◦Kaizen idea of impro%ement is contrary to te *eliefs of some

Westerners. wo place a i) %alue on te acie%ement and

maintenance of perfection&

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Conclusion!Kaizen" or !continuous impro%ement" sould *e a part of our e%eryday life&

Te concept is simple *ut if properly applied can lead to si)nificant efficienc

impro%ements for or)anizations&

Kaizen and its associated concepts li(e P1CA. Kan*an and ;uality Circles

critical to te success of lar)e or)anizations li(e Toyota. Canon and ippon&

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Kaizen MMS