© Operational Excellence Consulting. All rights reserved.
Kaizen
© Operational Excellence Consulting. All rights reserved. 2
Learning Objectives
1. Understand the key concepts of Kaizen
2...
© Operational Excellence Consulting. All rights reserved. 3
Outline
1. Introduction to Kaizen
2. Kaizen & Waste
3. Key Con...
© Operational Excellence Consulting. All rights reserved. 4
What is Kaizen?
• The Japanese word “Kaizen” (改 善) means
chang...
© Operational Excellence Consulting. All rights reserved. 5
What is Kaizen?
• Kaizen means improvement. Improvements
witho...
© Operational Excellence Consulting. All rights reserved.
"Continuous effort
- not strength or
intelligence - is the
key t...
© Operational Excellence Consulting. All rights reserved. 7
Kaizen & Lean
Stability
Heijunka Standardized Work Kaizen
Just...
© Operational Excellence Consulting. All rights reserved. 8
The Kaizen Umbrella
K A I Z E N
• Customer Orientation
• QC Ci...
© Operational Excellence Consulting. All rights reserved. 9
Kaizen is a Continuous Process
Standardize
Standardize
Standar...
© Operational Excellence Consulting. All rights reserved. 10
Kaizen versus Innovation
Kaizen Innovation
Un-dramatic Dramat...
© Operational Excellence Consulting. All rights reserved. 11
Kaizen Philosophy
Implement good housekeeping and workplace o...
© Operational Excellence Consulting. All rights reserved. 12
3 Criteria of Kaizen
1. Does the idea reduce
waste, improve q...
© Operational Excellence Consulting. All rights reserved. 13
Key Kaizen Approaches
Good Housekeeping (“5S”)
Waste (“Muda”)...
© Operational Excellence Consulting. All rights reserved. 14
Methods to Increase Productivity
How to
Increase
Productivity...
© Operational Excellence Consulting. All rights reserved. 15
Cost Reduction Principle
Cost Plus Principle
COST 1
SALES
PRI...
© Operational Excellence Consulting. All rights reserved. 16
Activities that do
Not add value
Workload that is
not balance...
© Operational Excellence Consulting. All rights reserved. 17
Eight Types of Waste
Over-production
Producing more than what...
© Operational Excellence Consulting. All rights reserved. 18
Key Kaizen Concepts
Kaizen &
Management
Follow
SDCA / PDCA
Cy...
© Operational Excellence Consulting. All rights reserved. 19
Kaizen & Management
Maintenance
• Follow current
Standard Ope...
© Operational Excellence Consulting. All rights reserved. 20
Modern Perception of Kaizen & Job
Functions
Top Management
Mi...
© Operational Excellence Consulting. All rights reserved. 21
SDCA / PDCA Cycle
Kaizen
Maintenance
S
DC
A
P
DC
A
Kaizen
Mai...
© Operational Excellence Consulting. All rights reserved. 22
Gemba House
© Operational Excellence Consulting. All rights reserved. 23
Kaizen Event Process
1. Set the Scene
2. Understand
Current P...
© Operational Excellence Consulting. All rights reserved. 24
Kaizen Example – Office Desk
An office desk before and after ...
© Operational Excellence Consulting. All rights reserved. 25
Kaizen Example – Tooling Management
Organized tools and mater...
© Operational Excellence Consulting. All rights reserved. 26
Kaizen Summary Sheet
Project type: 5S Area: Sales & Marketing...
© Operational Excellence Consulting. All rights reserved. 27
Kaizen Story (a.k.a. QC Story)
• The kaizen story is a
standa...
© Operational Excellence Consulting. All rights reserved. 28
The 5W & 1H of Kaizen
Who? What? Where?
1. Who does it?
2. Wh...
© Operational Excellence Consulting. All rights reserved. 29
There Are Eight Standardized Steps in the
Kaizen Story
Select...
© Operational Excellence Consulting. All rights reserved. 30
The Seven QC tools
QC Tool Objective
Stratification
To separa...
© Operational Excellence Consulting. All rights reserved. 31
What Are “Kaizen Eyes”?
• Kaizen is continual improvement for...
© Operational Excellence Consulting. All rights reserved. 32
Management’s Role in Kaizen
Implementation
• Communicate the ...
© Operational Excellence Consulting. All rights reserved.
“A leader is best when
people barely know he
exists, when his wo...
© Operational Excellence Consulting. All rights reserved.
About
Operational
Excellence Consulting
© Operational Excellence Consulting. All rights reserved. 35
About Operational Excellence
Consulting
• Operational Excelle...
© Operational Excellence Consulting. All rights reserved.
To download this presentation,
please visit us at:
www.oeconsult...
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Kaizen by Operational Excellence Consulting

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Kaizen strategy is the single most important concept in Japanese management - the key to successful Japanese companies such as Toyota. Kaizen, which simply means continuous improvement, is the foundation for all Lean improvements. Kaizen events are opportunities to make focused changes in the workplace.

This training presentation is specially designed for managers, supervisors, facilitators and continuous improvement steering committees who want to kick-start and implement Kaizen activities in their work areas to improve productivity and customer value. This presentation includes:
- the principles and key concepts of Kaizen
- tools and techniques for running daily Kaizen activities
- overcoming the barriers to successful implementation.

LEARNING OBJECTIVES

1. Explain the key concepts of Kaizen
2. Manage Kaizen activities as a means to eliminate waste and provide increased value to customers
3. Learn the key tools and techniques in the Kaizen approach to problem solving
4. Define the key steps in conducting a Kaizen event
5. Explain the role of management in managing Kaizen activities
6. Understand the critical success factors in sustaining Kaizen activities

CONTENTS

Introduction to Kaizen
- What is Kaizen
- Kaizen & Lean
- Kaizen versus Innovation
- Key Elements of Kaizen
- Kaizen Philosophy
- Key Kaizen Approaches
- Benefits of Kaizen

Kaizen & Waste
- Methods to Increase Productivity
- Waste & Value
- The 3Ms – Muda, Mura & Muri
- Eight Types of Waste
- Examples of Waste

Key Concepts of Kaizen
- Kaizen & Management
- Follow SDCA / PDCA Cycles
- Speak with Data
- Next Process is Customer
- Quality First
- Process versus Results

Kaizen Management
- Cross-functional Management
- Hoshin Kanri
- TQC/TQM
- TPM
- Suggestion System

Kaizen Practices
- Management-oriented Kaizen
- Group-oriented Kaizen
- Individual-oriented Kaizen

Kaizen Implementation
- Gemba House
- Gemba Process
- Ten Rules of Kaizen
- Kaizen Event

Problem Solving
- PDCA Problem Solving Technique
- Basic Problem Solving Tools
- A3 Storyboard

Developing “Kaizen Eyes”
- Ways to develop “Kaizen Eyes”

Role of Management
​- Management's Role in Kaizen
- Kotter’s Change Management Model

Critical Success Factors

To download this complete presentation, please go to: http://www.oeconsulting.com.sg

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Kaizen by Operational Excellence Consulting

  1. 1. © Operational Excellence Consulting. All rights reserved. Kaizen
  2. 2. © Operational Excellence Consulting. All rights reserved. 2 Learning Objectives 1. Understand the key concepts of Kaizen 2. Manage Kaizen activities as a means to eliminate waste 3. Learn the essential tools and techniques for problem solving 4. Define the key steps in conducting a Kaizen event 5. Explain the role of management in Kaizen implementation 6. Understand the critical success factors in sustaining Kaizen activities Copyrights of all the pictures used in this presentation are held by their respective owners.
  3. 3. © Operational Excellence Consulting. All rights reserved. 3 Outline 1. Introduction to Kaizen 2. Kaizen & Waste 3. Key Concepts of Kaizen 4. Kaizen Management 5. Kaizen Practices 6. Kaizen Implementation 7. Kaizen Story 8. Developing “Kaizen Eyes” 9. Role of Management 10. Critical Success Factors NOTE: As this is a PREVIEW, only selected slides are shown. To download the complete presentation, please visit: http://www.oeconsulting.com.sg
  4. 4. © Operational Excellence Consulting. All rights reserved. 4 What is Kaizen? • The Japanese word “Kaizen” (改 善) means change (KAI) to become good (ZEN). 改 善 Change Good Kai Zen
  5. 5. © Operational Excellence Consulting. All rights reserved. 5 What is Kaizen? • Kaizen means improvement. Improvements without spending much money, involving everyone from managers to employees, and using much common sense. • The aspect of Kaizen is that it is on-going and never-ending improvement process.
  6. 6. © Operational Excellence Consulting. All rights reserved. "Continuous effort - not strength or intelligence - is the key to unlocking our potential." Sir Winston Churchill
  7. 7. © Operational Excellence Consulting. All rights reserved. 7 Kaizen & Lean Stability Heijunka Standardized Work Kaizen Just-In-Time • Continuous flow • Takt time • Pull system • Flexible workforce Jidoka • Separate man & machine work • Abnormality Identification • Poka yoke • Visual Control Goals: highest quality, lowest cost, shortest lead times Involvement Kaizen is the foundation for all Lean improvements
  8. 8. © Operational Excellence Consulting. All rights reserved. 8 The Kaizen Umbrella K A I Z E N • Customer Orientation • QC Circles • Suggestion System • 5S • TPM • Automation • Robotics • TQC • Quality Improvement • Just-In-Time • Kanban • Zero Defects • Small Group Activities • Cooperative Labor- Management Relations • Productivity Improvement • New Product Development
  9. 9. © Operational Excellence Consulting. All rights reserved. 9 Kaizen is a Continuous Process Standardize Standardize StandardizeKaizen Kaizen Kaizen P DC A Kaizen (改 善) = Continuous Improvement Plan DoCheck Act
  10. 10. © Operational Excellence Consulting. All rights reserved. 10 Kaizen versus Innovation Kaizen Innovation Un-dramatic Dramatic Low Cost High Cost Low Risk High Risk Human Effort Technology No Brainer More Thought
  11. 11. © Operational Excellence Consulting. All rights reserved. 11 Kaizen Philosophy Implement good housekeeping and workplace organization. Identify and eliminate all activities that are waste. Implement standardization. Current State Future State Solve Problems Expose Problems “True North” Value Added Time = Lead Time Full of Waste, Variation, and Constraints
  12. 12. © Operational Excellence Consulting. All rights reserved. 12 3 Criteria of Kaizen 1. Does the idea reduce waste, improve quality or increase safety? 3. Is it standardized? 2. Does it address the root cause? ideas ideas KAIZEN
  13. 13. © Operational Excellence Consulting. All rights reserved. 13 Key Kaizen Approaches Good Housekeeping (“5S”) Waste (“Muda”) Elimination Standardization Kaizen
  14. 14. © Operational Excellence Consulting. All rights reserved. 14 Methods to Increase Productivity How to Increase Productivity? Quantitative Approach More Workers More Machines Work Longer Qualitative Approach Work Harder Eliminate Waste & Simplify Current 1 Man 1 Machine 100 Units 1 Hour Future 1 Man 1 Machine 120 Units 1 Hour TPS Goal
  15. 15. © Operational Excellence Consulting. All rights reserved. 15 Cost Reduction Principle Cost Plus Principle COST 1 SALES PRICE 1 PROFIT 1 Present COST 2 PROFIT 2 Future SALES PRICE 2 Cost Reduction Principle COST 1 SALES PRICE 1 PROFIT 1 Present COST 2 PROFIT 2 Future SALES PRICE 2 Higher profit is achieved by increasing sales price Higher profit is achieved by reducing cost (waste) while maintaining sales price
  16. 16. © Operational Excellence Consulting. All rights reserved. 16 Activities that do Not add value Workload that is not balanced Work that creates burden for the team members or processes Source: Toyota Motor Company Three MU’s: Muda, Mura, Muri
  17. 17. © Operational Excellence Consulting. All rights reserved. 17 Eight Types of Waste Over-production Producing more than what the customer needs Inventory Building and storing extra services/products the customer has not ordered Transportation Moving product from one place to another Rework Reprocessing, or correcting work Over-processing Adding excess value when the customer does not require it Motion Extra physical/mental motion that doesn’t add value Intellect Not using employees full intellectual contribution Waiting Employees waiting for another process or a machine/tool Waste
  18. 18. © Operational Excellence Consulting. All rights reserved. 18 Key Kaizen Concepts Kaizen & Management Follow SDCA / PDCA Cycles Speak with Data Next Process Is Customer Quality First Process Vs Results
  19. 19. © Operational Excellence Consulting. All rights reserved. 19 Kaizen & Management Maintenance • Follow current Standard Operating Procedures (SOP) • SDCA Improvement • Upgrade existing Standard Operating Procedures (SOP) • PDCA
  20. 20. © Operational Excellence Consulting. All rights reserved. 20 Modern Perception of Kaizen & Job Functions Top Management Middle Management Supervisors Workers Innovation Maintenance Kaizen
  21. 21. © Operational Excellence Consulting. All rights reserved. 21 SDCA / PDCA Cycle Kaizen Maintenance S DC A P DC A Kaizen Maintenance S DC A P DC A
  22. 22. © Operational Excellence Consulting. All rights reserved. 22 Gemba House
  23. 23. © Operational Excellence Consulting. All rights reserved. 23 Kaizen Event Process 1. Set the Scene 2. Understand Current Process 3. Develop Future State Design 4. Implement Solutions 5. Report & Celebrate
  24. 24. © Operational Excellence Consulting. All rights reserved. 24 Kaizen Example – Office Desk An office desk before and after conducting 5S Sort and Set In Order. Clutter and unused items have been removed leaving only what is needed. Before After
  25. 25. © Operational Excellence Consulting. All rights reserved. 25 Kaizen Example – Tooling Management Organized tools and materials for better shopfloor productivity and safety
  26. 26. © Operational Excellence Consulting. All rights reserved. 26 Kaizen Summary Sheet Project type: 5S Area: Sales & Marketing Office Team Leader: John Smith Before After Reasons project chosen: • Difficult to move around a cluttered office • Difficult to find information and supplies Tools used on project: • Cleaning equipment and tools • 5S principles Results: • Unwanted materials were discarded • Less waste – e.g. transportation, motion, waiting, etc. • Improved staff morale Next steps: • Conduct monthly 5S audits • 5S for other common areas
  27. 27. © Operational Excellence Consulting. All rights reserved. 27 Kaizen Story (a.k.a. QC Story) • The kaizen story is a standardized format to record kaizen activities conducted by small-group activities as quality circles • The kaizen story follows the Plan-Do-Check-Act (PDCA) cycle • PDCA provides a framework for a team to carry out improvement Plan DoCheck Act
  28. 28. © Operational Excellence Consulting. All rights reserved. 28 The 5W & 1H of Kaizen Who? What? Where? 1. Who does it? 2. Who is doing it? 3. Who should be doing it? 4. Who else can do it? 5. Who else should do it? 6. Who is doing 3-Mu’s? 1. What to do? 2. What is being done? 3. What should be done? 4. What else can be done? 5. What else should be done? 6. What 3-Mu’s are being done? 1. Where to do it? 2. Where is it done? 3. Where should it be done? 4. Where else can it be done? 5. Where else should it be done? 6. Where are 3-Mus’ being done? When? Why? How? 1. When to do it? 2. When is it done? 3. When should it be done? 4. What other time can it be done? 5. What other time should it be done? 6. Are there any time 3-Mu’s? 1. Why does he do it? 2. Why do it? 3. Why do it there? 4. When do it then? 5. Why do it that way? 6. Are there 3-Mu’s in the way of thinking? 1. How to do it? 2. How is it done? 3. How should it be done? 4. Can this method be used in other areas? 5. Is there any other way to do it? 6. Are there any 3-Mu’s in the method? Source: Masaaki Imai
  29. 29. © Operational Excellence Consulting. All rights reserved. 29 There Are Eight Standardized Steps in the Kaizen Story Select the Theme Plan the Schedule Grasp the Present Situation Establish the Target Analyze the Cause & Identify Corrective Action Implement Corrective Action Evaluate the Result Standardize & Follow-up PLAN ACT CHECK DO 1 2 3 4 5 6 7 8
  30. 30. © Operational Excellence Consulting. All rights reserved. 30 The Seven QC tools QC Tool Objective Stratification To separate data gathered from a variety of sources so that patterns can be seen. Check Sheet To collect and analyze data using a structured form. Control Chart To see if a process is stable. Pareto Diagram To pick up the important few problems from the trivial many. Cause and Effect Diagram To recognize the factors (causes) which are influencing the problem. Histogram To see the distribution pattern compared against standard values. Scatter Diagram To see the relationship between two sets of data.
  31. 31. © Operational Excellence Consulting. All rights reserved. 31 What Are “Kaizen Eyes”? • Kaizen is continual improvement for the better. • "Kaizen Eyes" see opportunities to improve. These eyes are a skill that can be developed through technique and practice. • The following slides are ways (techniques) to be practiced. They will help to widen the ability to recognize opportunity that may not be in full view.
  32. 32. © Operational Excellence Consulting. All rights reserved. 32 Management’s Role in Kaizen Implementation • Communicate the need to change • Demonstrate personal commitment to process improvement • Educate and train staff in Kaizen • Plan and manage the improvement process
  33. 33. © Operational Excellence Consulting. All rights reserved. “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” Lao Tzu
  34. 34. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
  35. 35. © Operational Excellence Consulting. All rights reserved. 35 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that takes a human-centered approach to helping organizations in the public and private sectors to work smarter and grow faster. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg
  36. 36. © Operational Excellence Consulting. All rights reserved. To download this presentation, please visit us at: www.oeconsulting.com.sg END OF PREVIEW

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