Presentation qa


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Presentation qa

  2. 2.  Kaizen  Ongoing improvement involves everyone  Top management  Managers  Workers  A culture of supporting quality improvement  more important than the use of any specific tools
  3. 3. KAIZEN  •KAIZEN Means change for better KAI-Change ZEN-Better  •KAIZEN movement in an organization signifies small improvements made in the status –quo as a result of on going efforts  •Once KAIZEN process sets in an organization, it leads to empowerment and creativity starts functioning through every individual  •An organization using KAIZEN signals that the organization is committed to encouraging improvements made by its personnel as an “ongoing organizational process”
  4. 4. 4 A definition: Destroy, in our minds, the concepts and techniques of manufacturing that we practice today. Create a vision of what our production system and manufacturing techniques should be. Carry out that Vision by breaking through the status quo.
  5. 5.  Climate favors Kaizen  Sharp increase in the costs of material, energy, and labor  Overcapacity of production facilities  Increasing competitions  Need to introduce new products more rapidly  Need to lower the breakeven point
  6. 6.  Kaizen Culture  A corporate culture in which everyone can freely admit these problems  A systematic and collaborative approach to cross-functional problem-solving  Internal, Next process is customer  External, suppliers
  7. 7.  Kaizen Culture  A customer-driven strategy for improvement  Quality, cost, schedule, and delivery requirements  Emphasis on process  Result is not the only thing and everything  Support and acknowledge people’s process-oriented efforts for improvement
  8. 8. KAIZEN AND MANAGEMENT Innovation Kaizen Maintenance Top Mgnt Middle Mgnt Supervisor Worker
  9. 9. Hierarchy of KAIZEN involvement Top Management Be determined to introduce KAIZEN as a corporate strategy Provide support and direction for KAIZEN by allocating resources Establish policy for KAIZEN and cross- functional goals Realize KAIZEN goals through policy deployment and audits Build systems, procedures, and structure conducive to KAIZEN Middle Management and Staff Deploy and implement KAIZEN goals as directed by top management through policy deployment and cross-functional management Use KAIZEN in functional capabilities Establish, maintain, and upgrade standards Make employees KAIZEN- conscious through intensive training programs Help employees develop skills and tools for problem solving Supervisors Use KAIZEN in functional roles Formulate plans for KAIZEN and provide guidance to workers Improve communication with workers and sustain high morale Support small-group activities (such as quality circles) and the individual suggestion system Introduce discipline in the workshop Provide KAIZEN suggestions Workers Engage in KAIZEN through the suggestion system and small-group activities Practice discipline in the workshop Engage in continuous self- development to become better problem solvers Enhance skills and job- performance expertise with
  10. 10. THE KAIZEN UMBRELLA  Customer orientation  TQC (total quality control)  Robotics  QC circles  Suggestion system  Automation  Discipline in the workplace  TPM (total productive maintenance)  Kamban  Quality improvement  Just-in-time  Zero defects  Small-group activities  Cooperative labor- management relations  Productivity improvement  New-product development
  11. 11. HOW IS KAIZEN SYSTEM ORGANISED  Awareness  Status assessment  Planning for KAIZEN system  A) organizational structure (CEO, KAIZEN committee, facilitator, evaluators and the team)  B) KAIZEN meetings  C) KAIZEN board/bulletin  D) KAIZEN implementation  1) Motivation  2) Human resources development  3) Improvement  4) Institutionalization
  12. 12. Japanese perceptions of job functions (1) Top Management Middle ManagementSupervisors Workers Improvement Maintenance Innovatio n Japanese perceptions of job functions (2) Top Management Middle ManagementSupervisors Workers KAIZEN Maintenance
  13. 13. Innovation-centered job functions Maintenance Western perceptions of job functions Top Management Middle ManagementSupervisors Workers Innovation Maintenance Innovation
  14. 14. DEMING WHEEL Design ProductionResearch Sales
  15. 15. FEATURES OF KAIZEN AND INNOVATION KAIZEN Innovation 1. Effect Long-term and long-lasting but undramatic Short-term but dramatic 2. Pace Small steps Big steps 3. Timeframe Continuous and incremental Intermittent and non- incremental 4. Change Gradual and constant Abrupt and volatile 5. Involvement Everybody Select few “champions” 6. Approach Collectivism, group efforts, systems approach Rugged individualism, individual ideas and efforts 7. Mode Maintenance and improvement Scrap and rebuild 8. Spark Conventional know-how and state of the art Technological break-throughs, new inventions, new theories 9. Practical requirements Requires little investment but great effort to maintain it Requires large investment but little effort to maintain it 10. Effort orientation People Technology 11. Evaluation criteria Process and efforts for better results Results for profits 12. Advantage Works well in slow-growth economy Better suited to fast-growth economy KAIZEN Innovation Japan Strong Weak West Weak Strong
  16. 16. Ideal pattern from innovation Time Actual pattern from innovation Time
  17. 17. Innovation plus KAIZEN Time Innovation alone Time What should be (standard) Innovatio n Maintenance What actually is What actually is Maintenance What should be (standard) KAIZEN Innovation KAIZEN Innovation
  18. 18. TOTAL MANUFACTURING CHAIN Science Technology Design Production Market Innovatio n KAIZEN
  19. 19. Another comparison of Innovation and KAIZEN Innovation KAIZEN Creativity Individualism Specialist-oriented Attention to great leaps Technology-oriented Information: closed, proprietary Functional (specialist) orientation Seek new technology Line + staff Limited feedback Adaptability Teamwork (systems approach) Generalist-oriented Attention to details people-oriented Information: open, shared Cross-functional orientation Build on existing technology Cross-functional organization Comprehensive feedback
  20. 20. WESTERN AND JAPANESE PRODUCT PERCEPTIONS Technolog y Level Preferred Process Product Western perceptions Japanese perceptions High technology Technology- oriented innovation Innovative product KAIZEN-oriented product People- oriented + KAIZEN Low technology + KAIZEN
  21. 21. UPCOMING JAPANESE PRODUCT PERCEPTIONS Technology Level Preferred Process Product High technology Technology-oriented innovation Technology-oriented KAIZEN Technology-oriented innovation Technology-oriented innovation Technology-oriented innovation Low technology
  22. 22. KAIZEN SYSTEM WORKS ON THE PRINCIPLES OF  Empowerment  •Zero (negligible) investment  •Self-development  •Listening  •Waste elimination  •Organizational support
  23. 23. EFFECTIVE KAIZENS  Eliminateany work that is dirty or dangerous  •Modifyor simplifyany work that consumes significant time or resources  •Find anefficient wayof doing any work which is frequent or common  •Eliminate wastein any area –do not believe that waste does not exist  •Eliminate(at least reduce) waiting time.  •Make the work better, easier, faster and safer using MISERconcept (merge, improve, simplify, eliminate and reduce)  •Improvethe work place by 5 S’s  •Copyeffective KAIZEN