What is KAIZEN ?KAI = CHANGEZEN = GOOD (For the Better)KAIZEN = CONTINUAL IMPROVEMENTThe starting point of KAIZEN® is to recognize that whatever weare doing, can be improved. Some Japanese managerschallenge their subordinates by saying "You should regardhow you currently do your job as the worst way to do it." Inorder to improve you must first perceive the need for change,then recognize the problems and work to solve them
Hierarchy of KAIZEN[Policy Deployment / hoshin-kanri]TQM (Total Quality management)TPM (Total Productive maintenance)JIT (Just-In-Time)Improvement of QCD (Quality, Cost, Delivery)QC Circles (small group activities)Suggestions systemsTop management policy and StrategyManagement directed KAIZENGemba KAIZEN (Shop Floor KAIZEN)Top downBottom up
What is Management?InnovationKAIZENMaintenanceTopManagementMiddleManagementSupervisorsWorkers
KAIZEN – Road Map to World-ClassTQMTPMJITWorldClass Order Entry system – Producing as many asNeed in the same sequenceIntegration of JIT and ITElectronic KanbanUpstream management …involving R&D andengineeringSupplier management… supplier involvement in JIT-KAIZENLeveling… adding flexibility to to production schedulingPull system… Allowing no advance advance productionFlow production… Lead Time Reduction (MUDA of conveyance,inventory, excess manpower)Autonomous maintenanceTAKT Time… Producing only what customers orderedPhase 0 1 2 3
KAIZEN – High LevelPrinciples Management Full Commitment FLOW provides us with crucial keys for KAIZEN Forecasting = Gambling Improvement is important, but CONTINUAL improvement ismuch more (“…the DNA of Toyota…”). Setting improvements’ priorities. Do better with your EXISTING resources (Taiichi Ohno-Toyota:“…before you recruit additional people or buy additionalequipment, do KAIZEN…”) Go to GEMBA…
Go to GEMBA…GEM= RealBA = PlaceGEMBA=Real PlaceGEMBASupportFunctionsCustomerExpectationsCustomerSatisfactionAdded value processes / DATA
The 5 GEMBA Principles1. When an abnormality occurs, go to Gemba first (Colombo…)2. Check with Gembutsu (machine, material, failures, rejects.unsafe conditions, etc) – in other words - Taste…3. Take temporary countermeasures on the spot4. Remove root cause5. Standardize to prevent troubleMy Wish (Hiromi Omoto): “Managers in charge ofprocess planning, equipment layout and equipmentdesign always go to visit GEMBA, feel the breathing ofoperators and machines, with their body”
House of Gemba ManagementProfitManagementQ C DQuality& SafetyManagementCostManagementDeliveryLogisticsManagementWorkers’OperationsInformation EquipmentProducts’& MaterialsStandardization5S (Good housekeeping)Muda EliminationMoral enhancementQC circlesTeam-workSelf-disciplineSuggestions
7 - Muda List1. Muda of over-production.2. Muda of waiting.3. Muda of transport.4. Muda of processing.5. Muda of inventory.6. Muda of motion.7. Muda of repair / rejects.
5S SEIRI - Separate out all that is unnecessary andeliminate it. SEITON - Those things found to be necessary are put inorder so that they lie ready for use when needed. SEISO - Clean workplace, equipment and preventdefects. SEIKETSU - StandardizeMake cleaning and checking routine SHITSUKE - Discipline and trainingPersonal cleanlinessApply Kaizen to the previous4 steps(Sort)(Straighten)(Shine)(Standardize)(Sustain)
Few observations QUALITY comes always FIRST (Lead-Time comes after…) QUALITY and all other Kaizen principles are built into theprocess from step1, through real CONCURRENTENGINEERING KAIZEN (Continues Improvement) is part of the CULTURE Each employee knows his role – he is responsible for his domain– “It’s mine…” Total discipline and absolute commitment from all employees “100% Robotics, of which 70% are mechanical robots…” Japanese – Obedience / Loyalty / Self-Discipline / Patience Western - Creativity / Entrepreneurship / Improvisation / ImpatienceDifferent Culture…
So…What can we learn..?Few more points to think about: Can we (managers and employees) consider the way we arecurrently do our job as the worst way to do it? Do we have real and absolute management commitment forQuality and Continues Improvement and Change? Do we really “encourage” our suppliers to supply us PerfectQuality? Do we have the right suppliers base for doing so? Can we build a “Kaizen culture and atmosphere” which willencourage all employees to “flood” us with improvementsuggestions? Do we Gamble (forecast…)? Do we “Go to Gemba”? Enough? All of us? (New Ops. Org.)
So…What can we learn..?And…Few more… : Do we 5S?… 4S?… 3? Do the recent changes we have made will lead us to a realoperational “Quantum Leap” (like Yazaki)? Do we “Flow”? Have we minimized the Flow? Do we have (enough) standard processes? Have we implemented (enough) visual management (Andon)? Have we eliminated enough MUDA? Are we using the Poka-Yoke (fail-safe) approach? Do we needit? Are we using Jidohka (Autonomation)? Do we need it?