K A I Z E N Masaaki Imai

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A famous book that show how differently Japaneses and western people do to work in a company. But I think now most of the company in the world adopt the principal of Kaizen, not only in Japan

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K A I Z E N Masaaki Imai

  1. 1. KAIZENThe Key to Japan’s Competitive Success<br />By MASAAKI IMAI<br />// YIS//062709//<br />
  2. 2. TABLE OF CONTENTS<br />1. KAIZEN, The Concept<br />2. Improvement East and West<br />3. KAIZEN by Total Quality Control<br />4. KAIZEN, The Practice<br />5. KAIZEN Management<br />6. The KAIZEN Approach to Problem Solving<br />7. Changing the Corporate Culture<br />// YIS//062709//<br />
  3. 3. CHAPTER I<br />KAIZENThe Concept<br />// YIS//062709//<br />
  4. 4. // YIS//062709//<br />
  5. 5. KaiZeN<br /><ul><li> Kamban
  6. 6. Quality improvement
  7. 7. Just in Time
  8. 8. Zero defects
  9. 9. Small-group activities
  10. 10. Cooperative labor – management relations
  11. 11. Productivity improvement
  12. 12. New-product development
  13. 13. Customer orientation
  14. 14. TQC
  15. 15. Robotics
  16. 16. QC circles
  17. 17. Suggestion system
  18. 18. Automation
  19. 19. Discipline in the workplace
  20. 20. TPM</li></ul>// YIS//062709//<br />
  21. 21. JOBS FUNCTION PERCEPTIONS<br />// YIS//062709//<br />Japanese perceptions<br />Western perceptions<br />Top management<br />Middle management<br />Supervisors<br />Innovation<br />Innovation<br />Workers<br />KAIZEN<br />Maintenance<br />Maintenance<br />
  22. 22. // YIS//062709//<br />
  23. 23. Deming Wheel<br />// YIS//062709//<br />
  24. 24. // YIS//062709//<br />Three Award in Sumo Tournament ;<br /><ul><li> An outstanding performance award
  25. 25. A skill award
  26. 26. A fighting spirit award</li></ul>Focus more on process<br />Rather than result !!!<br />
  27. 27. CHAPTER II<br />Improvement East & West<br />// YIS//062709//<br />
  28. 28. KAIZEN<br />Continuous Improvement<br />INNOVATION<br />Breakthrough<br />KAIZEN<br />Innovation<br />
  29. 29. // YIS//062709//<br />1<br />
  30. 30. // YIS//062709//<br />2<br />
  31. 31. // YIS//062709//<br />Innovation<br />Standard<br />Actual<br />Maintenance<br />KAIZEN<br />PATTERN<br />Actual<br />Standard<br />Standard<br />Actual<br />Maintenance<br />KAIZEN<br />Innovation<br />Actual<br />Standard<br />Innovation<br />Time<br />Time<br />Innovation + Kaizen <br />
  32. 32. // YIS//062709//<br />
  33. 33. // YIS//062709//<br />Upcoming Japanese product perceptions<br />Technology Level<br />Preferred Process<br />Product<br />High Technology<br />Technology oriented innovation<br />Innovative product with Kaizen orientation<br />Technology oriented KAIZEN<br />Low Technology<br />People oriented KAIZEN<br />Kaizen oriented product<br />
  34. 34. CHAPTER III<br />KAIZEN by TOTAL QUALITY CONTROL (TQC)<br />
  35. 35. 1<br />3<br />5<br />7<br />9<br />2<br />4<br />6<br />8<br />10<br />Quality control deals with the Quality of people<br />Speaks with data<br />Quality first, not Profit first<br />Manage the previous process ( Upstream)<br />The next process is the customer<br />Customer oriented TQC, not manufacturer oriented TQC<br />TQC starts with training and ends with training<br />Cross Functional Management to Facilitate Kaizen<br />Follow PDCA cycles<br />// YIS//062709//<br />Standardize the results<br />
  36. 36. 1. Quality assurance<br />2. Cost reduction<br />TQC<br />3. Meeting production quota<br />4. Meeting delivery schedule<br />5. Safety<br />6. New-product development<br />7. Productivity improvement<br />8. Supplier management<br />TQC<br />// YIS//062709//<br />
  37. 37.
  38. 38. ACT<br />PLAN<br />CHECK<br />DO<br />// YIS//062709//<br />
  39. 39. // YIS//062709//<br />4M <br />checklist<br />
  40. 40. CHAPTER IV<br />KAIZEN the PRACTICE<br />
  41. 41. // YIS//062709//<br />MANUFACTURING OBJECTIVES<br />
  42. 42. // YIS//062709//<br />
  43. 43. // YIS//062709//<br />B<br />A<br />C<br />D<br />E<br />Seiton<br />Seiri<br />Seiso<br />5s<br />Shitsuke<br />Seiketsu<br />
  44. 44. Waste of REJECTS<br />Waste in WIP<br />Waste in DESIGN<br />delivery<br />cost<br />quality<br />NINE <br />WASTES !!<br />product<br />Waste in<br /> FIRST PHASE OF PRODUCTION<br />Method / system<br />resources<br />money<br />facilities<br />manpower<br />Waste in EXPENSES<br />Waste in FACILITIES<br />Waste in MANPOWER<br />Waste in MANAGEMENT<br />Waste in MOTION<br />// YIS//062709//<br />
  45. 45. // YIS//062709//<br />Shortened lead time<br />Reduced time spent on non-process work<br />Reduced inventory<br />JIT<br />Better balance between different processes<br />Problem clarification<br />
  46. 46. // YIS//062709//<br />Top management responsibility :<br />Strategy & Planning<br />Administration responsibility:<br />Provide support<br />
  47. 47. Time<br />100%<br />Involvement<br />50%<br />0%<br />Idea <br />Development<br />Design<br />Development<br />Model<br />Development<br />Trial runs & customer appraisal<br />Final product design<br />Tools & machinery<br />Process control<br />Production<br />PRODUCT DEVELOPMENT PHASE <br />AT IDEAL COMPANY<br />
  48. 48. CHAPTER V<br />KAIZEN MANAGEMENT<br />
  49. 49. // YIS//062709//<br />Management & Labor ; <br />Enemies or Allies?<br />Cooperation<br />Working together to bake bigger pie<br />Confrontation<br />fighting over how to divide the pie<br />
  50. 50. Manager&apos;s first job is to learn to communicate with his employees so both workers and the company can achieve their common goal <br />Union leader who cannot understand financial statement and analyze the company&apos;s performancewill not be able to negotiate with management on such labor-related subjects as technological innovation, personnel transfers, and scrapping facilities <br />
  51. 51. // YIS//062709//<br />MANAGEMENT <br />& LABOR RELATION<br />Confrontation<br />Formal & Organization oriented<br />Informal & Individual oriented<br />Cooperation<br />
  52. 52. // YIS//062709//<br />Job potential <br />If management is not flexible<br />Calls for management initiatives<br />Income potential<br />-<br />+<br />Job allocation <br />if labor is flexible<br />Calls for labor initiatives<br />Job allocation<br />If labor is not flexible<br />Job potential <br />if management is flexible<br />LABOR RESPONSE<br />
  53. 53. General statement of direction for change (qualitative )<br />Top management<br />Definition of top management statement<br />(quantitative)<br />Division Management<br />Specific goals<br />(quantitative)<br />Middle Management<br />Specific actions<br />(quantitative)<br />Supervisors<br />POLICY DEPLOYMENT<br />
  54. 54. CHAPTER VI<br />The KAIZEN APPROACHto PROBLEM SOLVING<br />
  55. 55. // YIS//062709//<br />When there is no problem , there is no potential for improvements<br />KAIZEN starts with a problem, <br />more precisely the recognition that a problem exists<br />
  56. 56. // YIS//062709//<br />
  57. 57. // YIS//062709//<br />5Ws + 1 H<br />
  58. 58. // YIS//062709//<br />VELOCITY FOR COMPETITIVE ADVANTAGE<br />Standardization <br />Process optimization <br />Elimination of waste <br />Evolution in people and technique <br />Durable training<br />
  59. 59. // YIS//062709//<br />CUTTING CHANGE OVER TIME<br />Form a team & allocate responsibilities<br />7. Set-up board for visualization & monitoring<br />2. Measure current state<br />Seven Steps<br />6. Analysis & improvement<br />3. Analysis & improvement<br />5. Set process with new scenario<br />4. Apply first improvement<br />
  60. 60. CHAPTER VI<br />CHANGING the CORPORATE CULTURE<br />
  61. 61. // YIS//062709//<br />2<br />1<br />3<br />The costumer : <br />The ultimate Judge of quality<br />The eye of the needle – struggle to enter the market<br />Supplier relations<br />“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”<br />4<br />Changing Corporate culture : Challenge to the west<br />
  62. 62. Anticipate Business Fluctuation <br />
  63. 63. // YIS//062709//<br />
  64. 64. // YIS//062709//<br />getting workers&apos; acceptance and overcoming their resistance to change. <br />Constant effort to improve industrial relations<br />Emphasis on training & education of workers<br />Developing informal leaders among the workers<br />Formation of Small Group Activities such as QC circles<br />Support & recognition for workers’ KAIZEN effort<br />“Creating a Cooperative atmosphere and corporate culture”<br />Conscious effort for making the workplace a place where <br />Workers can pursue life goals<br />Bringing social life into the workshop as much as <br />practical<br />Training supervisor so that they can communicate better<br />& create a more positive involvement with workers<br />Bringing discipline to the workshop<br />
  65. 65. // YIS//062709//<br />KAIZEN PHILOSOPHY<br />“Be it our working life, our social life, or our home life, deserves to be constantly improved”<br />

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