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7/31/2019 qc & kAIZEN rns
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Welcome
toKaizen
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An
Improvement
Philosophy
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Always Good
Continual Improvement
Change For the better
School Wisdo
Understanding
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Implied Meaning
Harnessing the Godliness ofHuman being
Understanding
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Why Keep Moving?Why Keep Moving?
SurvivalSurvival
You may be thinking that you are on a right
track, but if you keep on sitting there some
one will over run you.
A Japanese saying
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Kaizen is Journey from
Event CauseResult Process
Gross Micro
Understanding
Enforcementof change
Inducement ofchange
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Kaizen is :Process improvement
Observation
Use of new Paradigm
Short time
Zero investment
Human development & Empowerment
Profit & Saving Plenty
Understanding
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Use of New Paradigms :
Change over from Batch production to singlepiece production
Fish giving multitude of Eggs One Egg at a time
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Use of New Paradigms :
Shojinka (unification of labour)
Overlapping of responsibility
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Use of New Paradigms :
Team rather thanindividuals are recognised
Making your machine perfect
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Kaizen is :Process improvement
Observation
Use of new Paradigm
Short time
Zero investment
Human development & Empowerment
Profit & Saving Plenty
Understanding
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It is a positive attitude through
Existing operation has always a
lot of room for improvement
Existing facilities & methods can
always be improved by effortThe accumulated improvements
makes big difference
Kaizen Mind
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Kaizen Umbrella
TQM
JIT
QC CircleSuggestion system
Automation
TPM
5S
Quality ImprovementZero defect
Small group activity
Kaizen
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Division of LabourAdam Smith, 1776
AlfredSloan
Mgmt Guru
(Managercan controlfrom Hq bycontrollingFinance &
Production
Henry FordProdn Guru
(Work wasbrought toworker in
tinyrepeatedlywork; work
was to install
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"Wealth of nations" published in 1776 by Adam Smith
introduced the concept of division of labour.American companies became the best in the world bytranslating Smith's principles into a working system. Thefocus was on high productivity. Anything that helped to
achieve that was accepted by the system.Early 20th century- Moving assembly line - Henry Fordimproved the concept of dividing work into tinyrepeatable tasks. Work was brought to the worker by
Ford; each worker's job was reduced to installing a singlepart in a prescribed manner.
Early 20th century -Alfred Sloan created smaller,decentralised divisions that managers could oversee from
a small corporate headquaters simply by monitoringproduction and financial numbers. Sloan applied Smith's
HISTORY - Division of Labour
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Major Kaizen Concepts
Kaizen and Management
Process Vs Result
Following the PDCA / SDCA cycle
Putting Quality First
Speak with Data
The next process is the Customer
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Kaizen Grid Japanese Way
Top
Middle
Supervisor
Worker
Improve
ment
Improve
ment
Improve
ment
Improve
ment
Maint
enance
Maint
enance
Maint
enance
Maint
enance
Concern
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Top
Middle
Supervisor
Worker
Job Perception Elsewhere (Western)
Concern
Maintain
Maintain
Maintain
MaintainIm
prove
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Worst CompaniesWorst Companies
Top
Middle
Supervisor
Worker Ma
inta
in
Concern
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Culture at Worst Companies
No Kaizen involvementNo Kaizen involvement
Change is forced by marketChange is forced by market
conditionsconditions
DirectionlessDirectionless
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Breakdown between Maintenance, Kaizen &Improvement
Concern
Improve
Kaizen
Maintenance
Top
Middle
Supervisor
Worker
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Type of Improvement
Improvement
Kaizen Smallincrement
Innovation Drasticincrement
Id l P tt f I ti
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Ideal Pattern of Innovation
Improve
ment
Time
Innovation
Innovation
Innovation
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Inno ation + Kai en
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Innovation + Kaizen
Imp
rovemen
t
Time
Kaizen
Continuousnew standards
Innovation
Innovation
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Major Kaizen Concepts
Kaizen and Management
Process Vs Result
Following the PDCA / SDCA cycle
Putting Quality First
Speak with DataThe next process is the Customer
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Major Kaizen Concepts
Kaizen and Management
Process Vs Result
Following the PDCA / SDCA cycle
Putting Quality First
Speak with DataThe next process is the Customer
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P D C A Cycle for Improvement
Act Do
Plan
Check
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S D C A Cycle for Maintainance
Act Do
Standardize
Check
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Belief of Kaizen Strategist
Standards are tentativeStandards are tentative
Through continuous effort,Through continuous effort,
one standard leads toone standard leads toanotheranother
Standards are tentativeStandards are tentative
Through continuous effort,Through continuous effort,
one standard leads toone standard leads toanotheranother
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A PC D
A SC D
A PC D
A SC D
KAIZEN
KAIZEN
Maintenance
Maintenance
N E di I
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Never Ending Improvement
Solve
Takenew problem
Standardise
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Major Kaizen Concepts
Kaizen and Management
Process Vs Result
Following the PDCA / SDCA cycle
Putting Quality First
Speak with DataThe next process is the Customer
Q li & P d i i
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Quality & Productivity
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Best Definition of Productivity
Productivity is a concept implying continuing
progress, bothmaterial and
spiritual
Koehi GoshiFounder Chairman, JPC
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Putting Quality First
Quality
Cost & Delivery
Quality
Sid f C i
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Two Sides of a Coin
QualityQuality
&&ProductivityProductivity
QualityQuality
&&ProductivityProductivity
HeadHead
KaizenKaizenKaizenKaizen
TailTail
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Basic Philosophy of Quality Improvement
Whatevermeasuredmust be recorded
Whatever recorded must be analysed
Whatever analysed must be acted upon
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One Excellent Source of Data
C C l i
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Customer Complaints
Rich source for Kaizen
- Facts about customer pains
- Free of cost
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Major Kaizen Concepts
Kaizen and Management
Process Vs Result
Following the PDCA / SDCA cycle
Putting Quality First
Speak with DataThe next process is the Customer
M j K i C t
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Major Kaizen Concepts
The next process is the Customer
Every Employee is a Customer and Supplier of Internal Services to Colleagues
M j K i S t
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Major Kaizen Systems
Total Quality Control / TQM
JIT
Total Productive Maintenance (TPM)
Policy Deployment
Suggestion systemSmall group activity
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3M
" MUDA(Waste)
" MURI
(Strain /difficult task)
"
MURA(Irregularity,discrepancy)
Eliminating 3 M
MUDA W
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MUDA = Waste
People waiting for an item that has not been delivered,yet to deliver
Any human activity which absorbs resources but
creates no value. Movement of item/people from one place from other
without any purpose
Goods/services which dont meet the need of customer Mistakes which requires re-works, rectification
Processing steps which are not needed
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Six Honest
Serving Man
Rudyard Kipling, 1865 -1936from "The Elephant's Child" in Just So Stories
I keep six honest serving men(They taught me all I knew );
Their names are What and Why and WhenAnd How and Where and Who.
I send them over land and sea,
I send them east and west;But after they have worked for me,
I give them all a rest.
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Arch Enemy of Kaizen
i l
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Kaizens Stress on People
If you want one year of prosperity, grow seeds,
If you want ten years of prosperity, grow trees,
If you want one hundred years of prosperity, grow people"
Chinese proverb
First we make people,
Then we make Products.M. Matsushita
National Panasonic
Q li Ci l
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Quality Circles
QC Circle is a small group, consisting ofGemba people-First line work place
people, work towards improving and
maintaining the work place.
GEMBA
Lower MgmtMiddle Mgmt
Top Mgmt
They display creativity, make self development and
promote self-actualization.
Enhance Customer Satisfaction, Safety, reduce fatigue,
promote productivity.
Q lit Ci l
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Quality Circles
Higher officials, must necessarily, engage
themselves in a noticeable TQM activity,
relevant to other employees like Kaizen, 5S.
GEMBA
Lower MgmtMiddle Mgmt
Top Mgmt
Give Guidance and Support..
Enhance participation of everybody.
Make it evident that QC is not an addendum, but primary
responsibility like other jobs.
We make People before we make it products.M. Matsushita,National Panasonic
Q lit Ci lGEMBA
Lower Mgmt
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Quality Circles
QC Circle is a Group Oriented Kaizen activity.
Behind every suspenseful QC circle, there is a (an exhausted)Manager, playing invisible but Vital supporting role.
Suggestion system, QC circle shows that employees are
actively involved in Kaizen.
QC activities should be made Visually seen by making
banners, posters---, so that employees are motivated.
Lower Mgmt
Middle Mgmt
Top Mgmt
Q lit Ci l
GEMBA
Lower Mgmt
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Quality Circles
What QC Circle is Not??
It contributed to Japans success alone.
QC is TQM.
QC is for money saving!!
Effectiveness of any Organisation adopting QCC is
measured by number of QCs.
Lower Mgmt
Middle Mgmt
Top Mgmt
Q lit Ci lGEMBA
Lower Mgmt
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Quality Circles
Originated in April 1962, by Dr K. Ishikawa
Adopted in India by BHEL-Ramachandrapuram in 1970s.
Made famous in May 1982 by effort of Sh ND Tiwari, the
then Industry Minister who made all CMDs take notice of it.
In 1983, Seminar and training programme was carried out in
Vigyan Bhawan for CMDs and Sr. officials..
Lower Mgmt
Middle Mgmt
Top Mgmt
Q lit Ci l Th PGEMBA
Lower Mgmt
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Quality Circles- The ProcessLower Mgmt
Middle Mgmt
Top Mgmt
Orientation of all Executives, regardless of hierarchical
position (in batches, if not possible at one go)
Orientation of all potential QCC members and soliciting
volunteers.
Each QCC must not have more than 6-8 members.
There is to be facilitator for each QCC and one overall co-
ordinator (who has a penchant for Quality, enthusiastic).
Training of QCCs along with the Facilitators, spread over 4-5
months.
Q lit Ci l Th PGEMBA
Lower Mgmt
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Quality Circles- The ProcessLower Mgmt
Middle Mgmt
Top Mgmt
Steering Committee (DGM etc) for review once a month, to
remove any road blocks and encourage.
Legitimate the effort of everybody in KRA, Organisatin Chartetc.
1/2 day in a month, may be in Professional Circles about the
progress of QCCs.
Presentation in different foraa (Intra company, National,