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Kaizen philosopy


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  • why is there with most presentations just a focus on muda? fundamental change only can come when muda, mura and muri are addressed yet 2M's are consistently ignored in most discussions
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Kaizen philosopy

  2. 2. KAIZEN sounds like a war call and concentrates in this single word the dynamism of ongoing improvement. Global competition requires innovation, cost control, quality improvement and fast delivery. The KAIZEN PHILISOPHY is just one of the many management concepts for Total Quality Control (TQC).
  3. 3. The Japanese word “KAIZEN” means change (KAI) to become good (ZEN). <ul><li>KAIZEN means improvement. Improvements without spending much money, involving everyone from managers to employees, and using much common sense. </li></ul><ul><li>The aspect of KAIZEN is that it is on-going and never-ending improvement process. </li></ul>
  4. 4. KEY ELEMENTS OF KAIZEN ARE: <ul><ul><li>QUALITY </li></ul></ul><ul><ul><li>EFFORT </li></ul></ul><ul><ul><li>INVOLVEMENT OF ALL EMPLOYEES </li></ul></ul><ul><ul><li>WILLINGNESS TO CHANGE, AND </li></ul></ul><ul><ul><li>COMMUNICATION </li></ul></ul>
  5. 5. Benefits of KAIZEN <ul><li>Empowers employees, enriches the work experience and brings out the best in every person. </li></ul><ul><li>Promotes personal growth of employees and the company. </li></ul><ul><li>Improves quality, safety, cost structures, delivery, environments, throughput and customer service. </li></ul><ul><li>Provides guidance from employees, and serves as a barometer for leadership. </li></ul>
  6. 6. The foundation of the KAIZEN method consists of 5 founding elements <ul><ul><li>Teamwork, </li></ul></ul><ul><ul><li>Personal discipline, </li></ul></ul><ul><ul><li>Improve morale, </li></ul></ul><ul><ul><li>Quality circles, </li></ul></ul><ul><ul><li>Suggestions for improvement , </li></ul></ul>
  7. 7. KAIZEN 5S framework for good housekeeping <ul><li>Seiri – Sorting Out </li></ul><ul><li>Seiton – Systematic Arrangement </li></ul><ul><li>Seiso – Spic and Span </li></ul><ul><li>Seiketsu – Standardizing </li></ul><ul><li>Shitsuke – Self-discipline </li></ul>
  8. 8. Principle of 5S <ul><li>The 5S are pre-requisites for any improvement program. </li></ul><ul><li>5 S Philosophy focuses on effective work place organization, simplifies work environment, reduces waste while improving quality and safety. </li></ul><ul><li>Efficient work and quality require clean environment, safety and discipline. 5S are simple and effective rules for tidiness. </li></ul>
  9. 9. What are these 5S? <ul><li>Seiri </li></ul><ul><ul><li>Sorting, keep the necessary in work area, dispose or place in a distant storge items that are not in use and throw away unneeded items. </li></ul></ul><ul><li>Seiton </li></ul><ul><ul><li>Systematic arrangement for the most efficient and effective retrieval. </li></ul></ul><ul><ul><ul><li>“ A place for everything and everything on its place” </li></ul></ul></ul><ul><li>Seiso </li></ul><ul><ul><li>Cleaning. After the thorough cleaning during the 5S implementation. A daily follow-up cleaning is necessary in order to sustain this. </li></ul></ul><ul><li>Seiketsu </li></ul><ul><ul><li>Standardizing. Having successfully implemented the first three S. An easy-to-follow standard must be made to support this improvement. </li></ul></ul><ul><li>Shitsuke </li></ul><ul><ul><li>To keep these 4 S alive. It is necessary to educate employees in maintaining these standards. </li></ul></ul>
  10. 10. Constantly eliminating “MUDA” which means waste. <ul><li>The word “MUDA” carries a deeper connotation. Any non-value adding activities are considered “MUDA”. </li></ul><ul><li>“ MUDA” results in direct loss of money or at least failure to increase efficiency and achieve customer satisfaction. </li></ul><ul><li>Turning loss into profit by “MUDA” elimination is one of the easiest ways for a company to improve its operations. </li></ul><ul><li>To eliminate waste, it is important to understand exactly what waste is and where it exists. </li></ul>
  11. 11. The eight wastes is a tool to further categorize “MUDA” <ul><li>Overproduction </li></ul><ul><ul><li>Produce items that are not yet needed. </li></ul></ul><ul><li>Waiting </li></ul><ul><ul><li>Wrong set-up or equipment breakdown. Failure to synchronize system. </li></ul></ul><ul><li>Transporting </li></ul><ul><ul><li>Poor timing. Excessive movement and handling which can damage and chance for quality to deteriorate. </li></ul></ul><ul><li>Inappropriate Processing </li></ul><ul><ul><li>Process which leads ro inefficiency and/or unnecessary tasks. </li></ul></ul><ul><li>Unnecessary Inventory </li></ul><ul><ul><li>Work In Progress is a direct result of overproduction and waiting. Purchased of items not immediately needed. </li></ul></ul><ul><li>Unnecessary/Excess Motion </li></ul><ul><ul><li>This waste is related to ergonomics. Unnecessary movement and energy used to perform tasks. </li></ul></ul><ul><li>Defects </li></ul><ul><ul><li>Defective products which require repair or scraping. </li></ul></ul><ul><li>Underutilization of Employees </li></ul><ul><ul><li>It is only by capitalizing on employee’s creativity that organizations can eliminate the other seven wastes and continuously improve their performance. </li></ul></ul>
  12. 12. Go to “GEMBA”, observe, recognize “muda” and take steps to eliminate it. <ul><li>“ GEMBA” means the place where the real actions take place. </li></ul><ul><li>It usually refers to place where employees have direct contact with customers. </li></ul><ul><li>“ GEMBA” is where the value-adding activities to satisfy the customer are taken place. </li></ul><ul><li>One place that is not “GEMBA” is a manager’s desk. </li></ul>
  13. 13. KAIZEN activities can be conducted in several ways. <ul><ul><li>First and most common is to change employee’s operations to make his/her job more productive, less tiring, more efficient or safer. </li></ul></ul><ul><ul><li>Second way is to improve equipment, like installing fool-proof devices (POKA-YOKE) and/or changing the machine lay-out. </li></ul></ul><ul><ul><li>Third is to improve procedures. </li></ul></ul>
  14. 14. KAIZEN process works as follows: <ul><li>The employee identifies a problem, waste, or an opportunity for improvement and writes it down. </li></ul><ul><li>The employee develops an improvement idea and discuss it with his or her manager. </li></ul><ul><li>The manager reviews the idea within 24 hours and encourages immediate action. </li></ul><ul><li>The employee implements the idea. If a larger improvement idea is approved, the employee should take leadership to implement the idea. </li></ul><ul><li>The idea is written up on a simple form in less than three minutes. </li></ul><ul><li>Manager posts the form to share with and stimulate others and recognizes the accomplishment. </li></ul>
  15. 15. Important reminders: <ul><li>When defining “KAIZEN” action plan, go to “GEMBA” first. Get a sense of reality at gemba and talk with gemba people. </li></ul><ul><li>‘ KAIZEN” is controlled. Suggestion is encouraged through “TEIAN” – suggestion submitting system. </li></ul><ul><li>“ You can’t do “KAIZEN” just once or twice and expect immediate results. You have to be in it for the long haul.” – Masaaki Imai </li></ul><ul><li>The only companies that will survive into the next millennium will be the ones that have the flexibility to produce according to fluctuating demand. </li></ul><ul><li>The competition for quality and cost is intensifying. Thus, improving quality while reducing costs is the only option for survival. </li></ul>
  16. 16. Thank you.