Kaizen Third

7/28/2019 Kaizen Third

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KAIZEN

A Presentation


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Introduction

Masaaki Imai (Born In 1930 In Tokyo) introducedthe concept of Kaizen in 1986.

He received his bachelors degree from theUniversity of Tokyo in 1955.

Meaning

Kaizen means continuous improvement inpersonal life, home life, social life and working life (Kaizen Institute, 2004)


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Meaning

Kaizen=Kai + Zen

Kai-- To Take Apart And Make NewZen-- To Think About So As To Help Others

Thoughtful Acts Of Continuous Improvements


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Principles Of Kaizen

Consider The Process And Result

The Need To Look At Entire Process At Hand And To Evaluate It To Get It Done In BestPossible Way

Kaizen Is To Be Approached In A Way That NoOne Is Blamed And Best Process Is Used


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Features Of Kaizen

Highly Effective And Result OrientedQuick And Measurable Results

A Learning ExperienceEvery Member Learns From The Work

Team Based And Cross FunctionalFunctional Merger With Top Management Support

Widely UsedManufacturing Vs Non Manufacturing


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Phases In Kaizen


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Broad Classification

Select An Event

Plan An Event

Implement An Event

Follow Up To AnEvent


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Business Concept

For Successful Organization

Continuously Improve Quality Assurance System

Continuously Improve Cost Management System

Continuously Improve Delivery System


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Responsibility Distribution


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Kaizen Responsibilities

Broadly Classified As

Improvements

Maintenance


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Elements Of Kaizen

Personal Discipline

Suggestions for Improvement

Improved Morale

Teamwork

Quality Circles


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5 S Of Kaizen Sort

Remove all items from the workplace that are not needed for current operations. Leave only thebare essentialsTargets excess inventory, obsolete items, quality defects, unneeded tools/equipment

Set In Order Arrange needed items so that they are easy to find, use and put away.Use painting, outlining and signboard strategies, Visual 5S

ShineSweeping, wiping-off equipment, painting and assuring everything stays clean.Must create cleaning inspection checklistsCreate current and future shine targets

StandardizeMethod to maintain the first 3 disciplines ( sort, set-in-order, shine)

Sustain A top-down support of the ongoing 5S process. Allocate timeCreate awarenessProvide a structure


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Kaizen Practices

Mindset And Culture

Customer OrientationQuality Control CirclesSuggestion SystemDiscipline In WorkplaceSmall Group ActivitiesLabor ManagementRelationsTotal Quality Control

Production Process

Automation & RoboticsZero DefectsTotal ProductiveMaintenanceKanbanJust In Time

Productivity ImprovementProduct Development


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Kaizen Blitz

Total Focus On Defined Process To CreateRadical Improvements In Short Period Of TimeDramatic Improvements In

Productivity

QualityDeliveryLead TimeSet Up TimeSpace Utilization

Work Place OrganizationWork In Progress

Typically 5 Day Long


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Kaizen Blitz Process

Day 1--Setting The Scene

Day 2--Observe The Current Process

Day 3--Develop Future State Process

Day 4--Implement New Process

Day 5--Report And Analyze


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Kaizen Costing

Developed by Yashuhiro Monden In Japan

Translated As Enhancement Estimation

Consistent With Saying Slow And SteadyWins The Race


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Definition

Its a Process of Cost Reduction During TheManufacturing Phase Of An Existing Product

It Refers to Continual and GradualImprovement Through Small Betterment

Activities, Rather than Large or Radical

Improvements made through Innovation or Large Investments In Technology


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Key Points

Goal is To ensure that actual production costsare less than prior year costsSimilar to Target Costing in its Cost Reduction

MissionFocuses on Cost Reduction In ManufacturingStage only in the Total Life Cycle of TheProduct

Investment Estimates Available In AdvanceTied To Profit Planning System


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Example

Human beings think our way is the best, but at Toyota, we are told we have to always change.

We believe there is no perfect way, so wecontinue to search. The goal is to break the

current condition through Kaizen

Shoichiro Toyota(Chairman, Toyota Motor Corporation)

December 2000


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Kaizen In Toyota

Just In Time

Total Quality Control

Flexible Production

Cost Reduction Through Minimization Of Waste


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Types Of Waste

Over Production--JIT Takes CareTransporting-- Moving Doesnt Add Value Over ProcessingInventoryUnnecessary MotionDefectsWaiting


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Benefits

Workers are involved throughout the processwhich improves their working conditions,morale job satisfaction

The root causes of problems are discoveredand solutions are applied quickly.The aggregate effect of a large number of small improvements leads to major benefits.

Customer satisfaction improves


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Weakness

Kaizen will work best in a democratic organisation; one in whicheveryone s views are valued and respected.

Kaizen will work best in large organisations: There is simultaneously,more waste to eliminate, and a larger workforce to identify

improvements

Resistance To Change

Kaizen is most appropriate in situations but incremental change willtake time

That may not be available in a rapidly changing businessenvironment


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CONTINUOUSIMPROVEMENT ISRESULT OFCONTINUOUSINVOLVEMENT


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Anshul SikroriaBinoy MundaDeepesh Tewari

Thank You

Documents

Kaizen Third