Gemba Kaizen


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Kaizen Definition
KAIZEN is a Commonsense Approach to Low Cost Management. It focuses on MUDA elimination

What is MUDA?
Muda means any wasteful activity or any obstruction to smooth flow of an activity

Activity = Work + Muda

Expenditure = Cost + waste

That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste!

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Gemba Kaizen

  1. 1. GEMBA KAIZEN<br />By<br />Ismail Clement<br /><br />1<br />Gemba Kaizen Email Consultancy<br />
  3. 3. 3<br />CHAPTER ONEINTRODUCTIONTOGEMBA KAIZEN <br />Gemba Kaizen Email Consultancy<br />
  4. 4. 4<br />What is Kaizen?<br />Kaizen means ‘change for the better’ in Japanese.  The best English equivalent is ‘improvement'.  Kaizen is made up of two characters:<br />  <br />Gemba Kaizen Email Consultancy<br />
  5. 5. Where did kaizen originate?<br /><ul><li>Kaizen as we know it in Lean Manufacturing originated at Toyota Motor Company.
  6. 6. Many of the concepts and tools of kaizen came from industrial engineering and Dr. Edward Deming's teachings. Masaaki Imai's book 'Kaizen' made it a common word outside Japan back in the 1980s. </li></ul>5<br />Gemba Kaizen Email Consultancy<br />
  7. 7. 6<br />DEFINITION OF LEAN<br /><ul><li>Lean manufacturing is a strategy in remaining competitive through the endless pursuit of waste elimination.</li></ul>Focus on the customer<br /><ul><li>Who are the external customer?
  8. 8. What is an internal customer?
  9. 9. What is the value to the customer?</li></ul>Gemba Kaizen Email Consultancy<br />
  10. 10. 7<br />CONT<br />Eliminate the 7 waste of production.<br /><ul><li>What are the 7 waste?
  11. 11. What causes the waste?
  12. 12. How do we eliminate waste?</li></ul>Do more with less<br /><ul><li>How can we increase value?
  13. 13. How to waste less resources?
  14. 14. How can we do both?</li></ul>Gemba Kaizen Email Consultancy<br />
  15. 15. 8<br />Is Kaizen a shop floor thing?<br /><ul><li>No. Kaizen is a way to improve any process.  Kaizen is about creating a company culture that does not tolerate waste. Kaizen efforts typically start on the Gemba (in production or where the value is added) and extend across the entire enterprise. </li></ul>Gemba Kaizen Email Consultancy<br />
  16. 16. 9<br />Kaizen is a Japanese word. What if I don’t want to use that word?<br /><ul><li>What you call kaizen doesn’t matter so much as understanding what it is and doing it right.  Most people that have a problem with the word ‘kaizen’ either haven't experienced what kaizen really is or will never be convinced anyway. </li></ul>Gemba Kaizen Email Consultancy<br />
  17. 17. 10<br />Is Kaizen against technology?<br /><ul><li>No. Technology and kaizen go hand in hand. Kaizen encourages the simple, low cost solution first, but recognizes that technology may be the better kaizen. Eliminating a process will always have a greater impact than just process improvement. </li></ul>Gemba Kaizen Email Consultancy<br />
  18. 18. 11<br />KAIZEN<br />Is continuous improvement.<br /> The KAIZEN philosophy - is our way of life and should focus on constant improvement efforts.<br />The improvements are small and incremental.<br />KAIZEN process are based on commonsense and low cost approaches.<br />RUSSIAN <br />Gemba Kaizen Email Consultancy<br />
  19. 19. 12<br />MAJOR KAIZEN CONCEPTS<br />KAIZEN and management.<br />Process versus result.<br />Following the PDCA/SDCA.<br />Putting quality first.<br />Speak with data.<br />The next process is the customer.<br />Gemba Kaizen Email Consultancy<br />
  20. 20. 13<br />KAIZEN AND MANAGEMENT<br />Has two major functions: Maintenanceand Improvement.<br />Maintenance: current technological, managerial and operating standards.<br />Improvements: activities directed toward elevating current standards.<br />Gemba Kaizen Email Consultancy<br />
  21. 21. 14<br />Japanese Perceptions Of Job Functions<br />Top management<br />Middle managementImprovement<br />Supervisors Maintenance<br />Workers <br />Gemba Kaizen Email Consultancy<br />
  22. 22. 15<br />KAIZEN n TECHNOLOGY<br />Whenever money is a key factor, innovation is expensive.<br />Kaizen emphasizes human efforts, morale, communication, training, teamwork, involvement and self discipline – a commonsense low cost approach to improvement. <br />Gemba Kaizen Email Consultancy<br />
  23. 23. 16<br />Improvement Broken Down Into Innovation<br />Top managementInnovation<br />Middle managementKaizen<br />Supervisors Maintenance<br />Workers<br />Gemba Kaizen Email Consultancy<br />
  24. 24. 17<br />PROCESSVERSUS RESULT<br />Kaizen fosters process-oriented thinking.<br />Kaizen focuses on human efforts<br />A process-oriented approach should also be:-<br /><ul><li>PDCA
  25. 25. SDCA
  26. 26. QCD
  27. 27. TQM
  28. 28. TPM</li></ul>Kaizen strategies have failed many companies simply because they ignored process.<br />The most crucial element in the kaizen process is the commitment and involvement of top management.<br />Gemba Kaizen Email Consultancy<br />
  29. 29. 18<br />Following the PDCA/SDCA Cycles<br />The first step in the kaizen process establishes the PDCA cycle.<br />Plan refers to establishing a target for improvement.<br />Do refers to implementing the plan.<br />Check refers to determining whether the implementation remains on track.<br />Gemba Kaizen Email Consultancy<br />
  30. 30. 19<br />Cont.<br />Act refers to performing and standardizing prevent recurrence of the original problem or to set goals for the new improvement.<br />The PDCA cycle revolves continuously.<br />Management must initiate PDCA by establishing continuously challenging goals.<br />Before working on PDCA, any current process must be stabilized.<br />Gemba Kaizen Email Consultancy<br />
  31. 31. 20<br />Cont.<br />Every time an abnormality occurs in the current process, the following questions must be asked:<br /><ul><li>Did it happen because we did not have a standard?
  32. 32. Did it happen because the standard was not followed?
  33. 33. Did it happen because the standard was not adequate?</li></ul>Gemba Kaizen Email Consultancy<br />
  34. 34. 21<br />Cont.<br />SDCA standardizes and stabilizes the current process.<br />PDCA improves the current process.<br />SDCA refers to maintenance and PDCA refers to improvement, these become the two major responsibilities of management.<br />Gemba Kaizen Email Consultancy<br />
  35. 35. 22<br />IMPROVEMENT - PDCA<br />ACT<br />PLAN<br />P<br />A<br />D<br />C<br />DO<br />CHECK<br />Gemba Kaizen Email Consultancy<br />
  36. 36. 23<br />MAINTENANCE - SDCA<br />STANDARDIZE<br />ACT<br />s<br />A<br />C<br />D<br />DO<br />CHECK<br />Gemba Kaizen Email Consultancy<br />
  37. 37. 24<br />PUTTING QUALITY FIRST<br />Of quality, cost and delivery, which should always have the highest priority?<br />? concept requires management commitment.<br />Managers often face the temptation to make compromises in meeting delivery requirements or cutting cost.<br />Gemba Kaizen Email Consultancy<br />
  38. 38. 25<br />SPEAK WITH DATA<br />KAIZEN is a problem solving process.<br />The problem must be understood and recognized.<br />Solving a problem without data is not a very scientific or objective approach.<br />Collecting, verifying and analyzing data for improvement is vital. <br />Gemba Kaizen Email Consultancy<br />
  39. 39. 26<br />THE NEXT PROCESS IS THE CUSTOMER<br />The next process should always be regarded as the customer.<br />Refers to two types of customers: internal and external.<br />When everyone in the organization practices this the external customer will receive a high quality product or service as a result.<br />Gemba Kaizen Email Consultancy<br />
  40. 40. 27<br />MAJOR KAIZEN SYSTEM<br />The following major systems should be in place in order to successfully achieve a Kaizen strategy.<br /><ul><li>Total quality control / total quality management.
  41. 41. A just in time production system.
  42. 42. Total productive maintenance.
  43. 43. Policy deployment.
  44. 44. A suggestion system.
  45. 45. Small group activities.</li></ul>Gemba Kaizen Email Consultancy<br />
  46. 46. 28<br />TQC / TQM<br />One of the principles of Japanese management has been TQC in its early development.<br />This has evolved into a system encompassing all aspects of management and is now referred to as TQM – a term used internationally.<br />TQC / TQM should not be regarded as strictly as a quality control activity: It has developed as a strategy to aid management to be more competitive and profitable by helping it to improve in all aspect of business.<br />Gemba Kaizen Email Consultancy<br />
  47. 47. 29<br />Cont.<br />“Q” meaning quality, has priority but there other goals too – namely cost and delivery.<br /> “T” signifies total, meaning that it involves everybody in the organization.<br />“C” refers to control or process control.<br />In TQC/TQM key process must be identified, controlled and improved on continuously in order to improve results. <br />Gemba Kaizen Email Consultancy<br />
  48. 48. 30<br />TQM<br />Quality assurance<br />Quality control<br />inspection<br />Aim for continuous improvement / Involve suppliers & customers / Involve all operations / Performance measurement / Team work / Employee involvement<br />Third party approval, systems audits, advanced quality planning, involvement of non production operations, failure mode and effect analysis, statistical process control<br />Develop quality manual, process performance data, self inspection, product testing, basic quality planning, use of basic statistics, paper work control<br />Salvage, sorting, grading, corrective actions, identify sources of non conformance<br />Gemba Kaizen Email Consultancy<br />