TQM kaizen modified


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giving a breif overview of Kizen taking into account many aspects of the same...

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TQM kaizen modified

  1. 1. Submitted by :<br />Shadab 1020331<br />Sanghamitra 1020353<br /> Flavia 1020344<br /> Thomas 1020334<br /> Vinika 1020357<br />Sweta 1020356 Divya 1020343<br />
  2. 2. Definition <br />Kaizen is a system that involves all employees from strategic management to labourers to bring a little change by improving productivity, effectiveness and reducing waste.<br />It is the philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, and business management.<br /> In the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions, and involves all employees from the CEO to the assembly line workers.  <br />
  3. 3. KAIZEN is a culture of sustained continuous improvement focusing on eliminating waste in all systems and processes of an organization. It begins and ends with people.<br /><ul><li>It is a method that strives toward perfection by eliminating waste (MUDA) in the work place (GEMBA).
  4. 4. It eliminates waste by empowering people with tools and provides methodology for uncovering improvement opportunities and making small changes.
  5. 5. This is also a low cost approach, using simple quality control tools: Pareto, Ishikawa diagrams and PDCA cycle.</li></ul>The 5 main elements of kaizen:<br /><ul><li>Teamwork
  6. 6. Personal Discipline
  7. 7. Improved Morale
  8. 8. Quality Circle
  9. 9. Suggestions for Improvement</li></li></ul><li>Other Definitions <br />Kaizen<br />• A Japanese term meaning gradual unending <br />improvement by doing little things better and <br />setting and achieving increasingly higher <br />standards<br /> ~ Lean Lexicon, ASQ<br /> • Small improvements generated by hands-on <br />workers through the application of a variety of <br />structured, low-technology methods<br /> ~ Office Kaizen, ASQ<br />
  10. 10. History of Continuous Improvement <br />After, world war II, Japan had to rebuild<br /> Experts from US visited Japan on an advisory role, including Dr. W. Edwards Deming.<br />Problems of low morale, lack of funds, raw materials, etc prevailed in Japan. <br />Based on his recent experience in reducing waste in U.S. war manufacture, advised the country. <br />Taught Japanese businesses to concentrate their attention on processes rather than results.<br />Many companies took the advice, including Toyota, and Introduced the concept of JIT and TQM. <br />
  11. 11. Masaaki Imai<br />Known as the “Lean Guru” and the father of Continuous Improvement (CI)<br />Pioneer and leader in spreading the Kaizen philosophy all over the world <br />Authored the book  ’Kaizen: The Key to Japan’s Competitive Success’<br />Now companies around the world use kaizen for greater productivity, speed, quality and profits with minimal cost, time and effort, to get results and to become recognized industry leaders.<br />
  12. 12. Basic Kaizen concepts<br /> Kaizen typically deals with<br />• Quality assurance<br />• Cost reduction<br />• Meeting production quotas<br />• Meeting delivery schedules<br />• Safety on the job<br />• New product development<br />• Productivity improvement<br />• Supplier management<br />
  13. 13. 7 types of MUDA<br />MUDA of over-production<br />MUDA of motion<br />MUDA of waiting<br />MUDA of Inventory<br />MUDA of processing<br />MUDA of transportation<br />MUDA of production rejects<br />
  14. 14. Kaizen Cycle<br />The cycle of kaizen activity can be defined as:<br />Standardize an operation<br />Measure the standardized operation <br />Gauge measurements against requirements<br />Innovate to meet requirements and increase productivity<br />Standardize the new, improved operations<br />Continue cycle<br />
  15. 15. Kaizen Process :<br />
  16. 16. Kaizen Process :<br />Kaizen implementation allows for building of lean culture and also helps improve company performance. <br />The four processes involved in Kaizen process are : <br /><ul><li> Plan :
  17. 17. High level planning : Enterprise lean deployment strategy to the specific purpose that needs to be improvd and takes into consideration the timeline in which the improvement has to occur.
  18. 18. Answers the questions of :
  19. 19. What are the critical needs
  20. 20. How to focus on our resources
  21. 21. How to motivate and involve the team
  22. 22. How to sustain the improvements made. </li></li></ul><li><ul><li>Middle level planning : Value stream mapping :
  23. 23. Enables the company to identify and eliminate the waste.
  24. 24. Helps in stream lining the process, cutting down the waste and thus cutting lead times, increasing the quality, etc.
  25. 25. Event Level Planning :
  26. 26. Checklist and other documents to ensure that everything is in place and that each kaizen activity is conducted successfully. </li></li></ul><li>Kaizen process<br />Select a business process area in which Kaizen will be implemented.<br />Create appropriate goals for the team.<br />Ensure that relevant area personnel are informed of the Kaizen plans.<br />Ensure availability of relevant area personnel for participation on the Kaizen team.<br />Provide a suitable working area.<br />Ensure timely review and approval of the Kaizen team's recommendations.<br />Ensure timely implementation of approved recommendations. <br />
  27. 27. KAIZEN UMBRELLA<br />
  28. 28. 10 Principles of Kaizen<br />1. Say no to status quo, implement new methods and assume they will work<br />2. If something is wrong, correct it<br />3. Accept no excuses and make things happen<br />4. Improve everything continuously<br />5. Abolish old, traditional concepts<br />6. Be economical. Save money through small improvements and spend the saved money on further improvements<br />7. Empower everyone to take part in problems' solving<br />8. Before making decisions, ask „why” five times to get to the root cause. (5 Why Method)<br />9. Get information and opinions from multiple people<br />10. Remember that improvement has no limits. Never stop trying to improve<br />
  29. 29. Two kinds of Kaizen<br />
  30. 30. High Growth Economic<br />
  31. 31. Western Management Style<br />
  32. 32.
  33. 33. Japanese Management Style<br />
  34. 34.
  35. 35.
  36. 36.
  37. 37. Value: Expressed in term of how the specific <br />product/service meets the customer’s needs, at a <br />specific price, at a specific time.<br />Value Added: Activities that transform input into a customer usable output. The customer can be internal or external to the organization. The objective is to eliminate all non-value added activities in producing and providing goods or service<br />
  38. 38. Value Creation through Kaizen<br />
  39. 39.
  40. 40. Why Toyota stands Out than Big Three<br />Those company can execute better than competitors at the micro level (process improvement) will be the winner.<br />
  41. 41. Kaizen Methodology<br />Clear objectives<br />Team process<br />Tight focus on time<br />Quick & simple<br />Necessary resources immediately available<br />Immediate results (new process functioning by end of week)<br />Use of various planning tools to accomplish results<br />
  42. 42. Two common Kaizen Tools<br />1.Kaizen Teian (Suggestion System)<br />• To solicit creative ideas from all employees at <br />workplace<br />• To instill involvement and accountability<br />2.Kaizen Event<br />• To be a DNA or culture for process continual <br />improvement <br />• To utilize knowledge and know-how of people <br />at gemba.<br />
  43. 43. Kaizen Teian Objectives<br />1.Employees involvement & empowerment<br /> • Encourage employee to participate<br />2.Employee skill development for enhancing <br /> job performance (On-the-job-training)<br /> • Optimize employee capability and creative <br /> power<br />3.Achieve benefits<br /> • Emphasis the benefits from the suggestions<br />
  44. 44. Kaizen Teian Implementation<br />
  45. 45. Success Factors in Kaizen Teian & Kaizen Event Implementation<br />
  46. 46. Kaizen Event<br />• A few days, highly structured and coached intense <br />attack on waste in a process or work area by a <br />small group<br />When to use Kaizen<br />• Waste sources have been identified (Low-hanging <br />fruits)<br />• The scope of a problem is clearly defined<br />• Results are immediate and risk is minimal<br />
  47. 47. Kaizen to Toyota is the elimination of three basic things like:<br /><ul><li>Muri (Overburden on employees)
  48. 48. Mura(Unevenness in production)
  49. 49. Muda (Waste)</li>