K A I Z E N Masaaki Imai

KAIZENThe Key to Japan’s Competitive Success
By MASAAKI IMAI
// YIS//062709//

TABLE OF CONTENTS
1. KAIZEN, The Concept
2. Improvement East and West
3. KAIZEN by Total Quality Control
4. KAIZEN, The Practice
5. KAIZEN Management
6. The KAIZEN Approach to Problem Solving
7. Changing the Corporate Culture
// YIS//062709//

CHAPTER I
KAIZENThe Concept
// YIS//062709//

// YIS//062709//

KaiZeN

Kamban
Quality improvement
Just in Time
Zero defects
Small-group activities
Cooperative labor – management relations
Productivity improvement
New-product development
Customer orientation
TQC
Robotics
QC circles
Suggestion system
Automation
Discipline in the workplace
TPM

// YIS//062709//

JOBS FUNCTION PERCEPTIONS
// YIS//062709//
Japanese perceptions
Western perceptions
Top management
Middle management
Supervisors
Innovation
Innovation
Workers
KAIZEN
Maintenance
Maintenance

// YIS//062709//

Deming Wheel
// YIS//062709//

// YIS//062709//
Three Award in Sumo Tournament ;

An outstanding performance award
A skill award
A fighting spirit award

Focus more on process
Rather than result !!!

CHAPTER II
Improvement East & West
// YIS//062709//

KAIZEN
Continuous Improvement
INNOVATION
Breakthrough
KAIZEN
Innovation

// YIS//062709//
1

// YIS//062709//
2

// YIS//062709//
Innovation
Standard
Actual
Maintenance
KAIZEN
PATTERN
Actual
Standard
Standard
Actual
Maintenance
KAIZEN
Innovation
Actual
Standard
Innovation
Time
Time
Innovation + Kaizen

// YIS//062709//

// YIS//062709//
Upcoming Japanese product perceptions
Technology Level
Preferred Process
Product
High Technology
Technology oriented innovation
Innovative product with Kaizen orientation
Technology oriented KAIZEN
Low Technology
People oriented KAIZEN
Kaizen oriented product

CHAPTER III
KAIZEN by TOTAL QUALITY CONTROL (TQC)

1
3
5
7
9
2
4
6
8
10
Quality control deals with the Quality of people
Speaks with data
Quality first, not Profit first
Manage the previous process ( Upstream)
The next process is the customer
Customer oriented TQC, not manufacturer oriented TQC
TQC starts with training and ends with training
Cross Functional Management to Facilitate Kaizen
Follow PDCA cycles
// YIS//062709//
Standardize the results

1. Quality assurance
2. Cost reduction
TQC
3. Meeting production quota
4. Meeting delivery schedule
5. Safety
6. New-product development
7. Productivity improvement
8. Supplier management
TQC
// YIS//062709//

ACT
PLAN
CHECK
DO
// YIS//062709//

// YIS//062709//
4M
checklist

CHAPTER IV
KAIZEN the PRACTICE

// YIS//062709//
MANUFACTURING OBJECTIVES

// YIS//062709//

// YIS//062709//
B
A
C
D
E
Seiton
Seiri
Seiso
5s
Shitsuke
Seiketsu

Waste of REJECTS
Waste in WIP
Waste in DESIGN
delivery
cost
quality
NINE
WASTES !!
product
Waste in
FIRST PHASE OF PRODUCTION
Method / system
resources
money
facilities
manpower
Waste in EXPENSES
Waste in FACILITIES
Waste in MANPOWER
Waste in MANAGEMENT
Waste in MOTION
// YIS//062709//

// YIS//062709//
Shortened lead time
Reduced time spent on non-process work
Reduced inventory
JIT
Better balance between different processes
Problem clarification

// YIS//062709//
Top management responsibility :
Strategy & Planning
Administration responsibility:
Provide support

Time
100%
Involvement
50%
0%
Idea
Development
Design
Development
Model
Development
Trial runs & customer appraisal
Final product design
Tools & machinery
Process control
Production
PRODUCT DEVELOPMENT PHASE
AT IDEAL COMPANY

CHAPTER V
KAIZEN MANAGEMENT

// YIS//062709//
Management & Labor ;
Enemies or Allies?
Cooperation
Working together to bake bigger pie
Confrontation
fighting over how to divide the pie

Manager's first job is to learn to communicate with his employees so both workers and the company can achieve their common goal
Union leader who cannot understand financial statement and analyze the company's performancewill not be able to negotiate with management on such labor-related subjects as technological innovation, personnel transfers, and scrapping facilities

// YIS//062709//
MANAGEMENT
& LABOR RELATION
Confrontation
Formal & Organization oriented
Informal & Individual oriented
Cooperation

// YIS//062709//
Job potential
If management is not flexible
Calls for management initiatives
Income potential
-
+
Job allocation
if labor is flexible
Calls for labor initiatives
Job allocation
If labor is not flexible
Job potential
if management is flexible
LABOR RESPONSE

General statement of direction for change (qualitative )
Top management
Definition of top management statement
(quantitative)
Division Management
Specific goals
(quantitative)
Middle Management
Specific actions
(quantitative)
Supervisors
POLICY DEPLOYMENT

CHAPTER VI
The KAIZEN APPROACHto PROBLEM SOLVING

// YIS//062709//
When there is no problem , there is no potential for improvements
KAIZEN starts with a problem,
more precisely the recognition that a problem exists

// YIS//062709//

// YIS//062709//
5Ws + 1 H

// YIS//062709//
VELOCITY FOR COMPETITIVE ADVANTAGE
Standardization
Process optimization
Elimination of waste
Evolution in people and technique
Durable training

// YIS//062709//
CUTTING CHANGE OVER TIME
Form a team & allocate responsibilities
7. Set-up board for visualization & monitoring
2. Measure current state
Seven Steps
6. Analysis & improvement
3. Analysis & improvement
5. Set process with new scenario
4. Apply first improvement

CHAPTER VI
CHANGING the CORPORATE CULTURE

// YIS//062709//
2
1
3
The costumer :
The ultimate Judge of quality
The eye of the needle – struggle to enter the market
Supplier relations
“We call some societies primitive because of their desire to remain in the same state and in unchanging standard of living – as their gods or ancestors created them at the beginning of time”
4
Changing Corporate culture : Challenge to the west

Anticipate Business Fluctuation

// YIS//062709//

// YIS//062709//
getting workers' acceptance and overcoming their resistance to change.
Constant effort to improve industrial relations
Emphasis on training & education of workers
Developing informal leaders among the workers
Formation of Small Group Activities such as QC circles
Support & recognition for workers’ KAIZEN effort
“Creating a Cooperative atmosphere and corporate culture”
Conscious effort for making the workplace a place where
Workers can pursue life goals
Bringing social life into the workshop as much as
practical
Training supervisor so that they can communicate better
& create a more positive involvement with workers
Bringing discipline to the workshop

// YIS//062709//
KAIZEN PHILOSOPHY
“Be it our working life, our social life, or our home life, deserves to be constantly improved”