Kaizen in personal life and career ppt


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If you wanna move forward, take one step at the time, each day, and you will get there, just change your mindset.

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Kaizen in personal life and career ppt

  1. 1. You’re never dressed well unless you wear a smile.<br />
  2. 2.
  3. 3. Your face is your best packaging.<br />
  4. 4. Winning Strategies in Career and Personal <br />
  5. 5. KAIZEN: <br />Redefining Excellence through Quality<br />
  6. 6. 3 Paradigms on Quality (What’s wrong with them?):<br /> Quality is conformance to specification – rule, guidelines, etc.<br /> Quality is what the person in authority checks.<br /> Quality is satisfying the client or customer.<br />
  7. 7. IMPLICATIONS:<br /> Quality is static.<br /> Deters any further improvement and<br /> innovation.<br />
  8. 8. Paradigm shift on quality <br />What <br />Is<br /> Quality?<br />
  9. 9. Quality is …<br />not only to satisfy clients but to keep them satisfied <br />better than before <br />and better than others <br />
  10. 10. Quality is …<br />Means continuously delighting the customer<br />
  11. 11. Quality is …<br /> the goal is not to be No. 1 but to <br />stay No. 1, <br />a far No. 1 from the No. 2<br />
  12. 12. Quality is: <br />Doing the right things right the first time.<br />Doing it better and better.<br />
  13. 13. 3 P’s of Quality<br />
  14. 14. 1. Poor<br />- one of indisputable bad quality:<br /><ul><li> scrapped
  15. 15. unsold
  16. 16. rejected </li></li></ul><li> 2. Passable<br /> represents the vast gray <br /> area which makes up <br /> 60-80% of production<br /> produced incorrectly the <br /> first time by rework or repair<br />
  17. 17. 3. Perfect<br /> a perfect product or service is one done right <br /> the first time<br />
  18. 18. Perfect …<br /> a quality organization aims to produce only perfect products or services, eliminate the passable category and reclassify incorrectly produced items as rejects<br />
  19. 19. Perfect …<br />a policy is necessary to expose problems and solve them, so that the organization can reach quality excellence in the real sense - 100%<br />
  20. 20. Constraints:<br /> To err is human.<br /> There is always the <br /> next time.<br />
  21. 21. Doing the right things right the first time requires-<br />1. tremendous self-discipline<br />2. not giving yourself a second chance to redo whatever you intend to do<br />3. perfection and the belief that the objective can be achieved<br />
  22. 22. What is kaizen? <br />(Niponggo)<br />Kai- change<br />Zen- good<br />
  23. 23. KAIZEN means -<br />improvement, <br /> a non-stop improvement.<br />
  24. 24. Impact of kaizen<br />drives the organization and the individual to constantly develop new and better products or services or way of doing things<br />
  25. 25. CHALLENGE:<br />A quality organization has a constant stream of new products, services and ideas to replace its current line which may have been copied or rendered obsolete by the clientele or state of technology.<br />
  26. 26. Kaizen separates -<br />excellent organizations and individuals from mediocre and self-contained<br />product competitors and service providers. <br />
  27. 27. KAIZEN marketing motto:<br />If a product or service sells, <br /> it’s time to change it <br /> for a better one. <br />(Why fix if it ain’t broke?)<br />If it works, it’s obsolete.<br />
  28. 28. If something right is done right, there must be a way of doing it -<br />-better …<br /> -maybe safer …<br /> -maybe cheaper …<br /> -maybe simpler.<br />
  29. 29. Kaizen aim:<br />To be always ahead of others and stay there always.<br />
  30. 30. Kaizen challenge to the quality organization and individuals<br />To constantly develop newer and better products and ways of doing things (services).<br />
  31. 31. Workplace scenario under kaizen:<br />never a dull moment <br />
  32. 32. Everybody is expected to:<br />- work and think at the same time all the time<br />
  33. 33. - be in a continuous state of dissatisfaction with how you do your work- even when nobody’s complaining!<br />
  34. 34. Challenge of kaizen for the manager and subordinate alike<br />
  35. 35. On-going improvement involves everyone from top school management to individual teachers, students, parents and the community<br />
  36. 36. Improvement not just in the workplace but continuous improvement including ones’:<br /><ul><li>personal life,
  37. 37. home life, and
  38. 38. social life.</li></li></ul><li>ELEMENTS OF KAIZEN:<br />1. Participative management strategies<br />2. Skill-based pay plans<br />3. Autonomous work teams<br />4. Multi-skilled workforce<br />
  39. 39. CONTROL IN KAIZEN<br /> Control is integrated with the work.<br />
  40. 40. Total management of the organization is shared among the total work force which is thus considered during virtually all aspects of planning.<br />
  41. 41. Kaizen as specific strategy for control<br />It is a program to integrate an organization’s activities so that the pursuit of its objectives can be plotted and monitored at all levels and at all times.<br />
  42. 42. Where does Kaizen lead to?<br />In Kaizen, what is important is not the destination, for there is none but the direction is-<br />forward<br />uphill<br />
  43. 43. In Kaizen, <br /> it is a race that has a starting line but no finish line…<br />
  44. 44. R. F. Kennedy:<br />Others see things as they are and ask, why? <br />I dream of things that never were and ask, <br />why not?<br />
  45. 45. Kaizen in Practical Ways:The 5-S <br />1. Sorting out (seiri)<br />2. Systematic arrangement<br /> 3. Spic and span (seiso)<br />4. Standardizing (Seiketsu)<br />5. Self-discipline (Shitsuke)<br />