Kaizen is not a management tool, but a way of living. It's work everywhere and for everyone. Here some initial working on my Kiazenlogy concept inspired by Japan Kaizen concepts and Islamic teachings. in 2013

1. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KAIZENOLOGY
“He whose two days are equal, is a loser.”
[Daiylami]
The Science of Improvement

2. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
Course Content Layout
KAIZENOLOGY
KAIZEN
LEAN&KAIZAN
KAIZENTOOLS
CALCULATION
KAIZENMINDSET
KAIZENMINDSET
ORNIZATIONAL
BEHAVIOUR
MINDSCIENCES
KAIZENSYSTEM

3. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KAIZENLOGY
THE TERMINOLOGY

4. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KAIZENOLOGY
KaiZenlogy
Organizational
Behavior
KaiZen
Philosophy
KaiZen
Psychology
KaiZen
Sociology
KaiZen
Terminology

5. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KAIZEN PHILOSOPHY
“Be it our working life, our social life, or our
home life, deserves to be constantly improved”

6. QURAN & KAIZANOLOGY
Muhammad Humayun

7. POUNDERING ‫غور‬‫کر‬
POUNDERING ‫غور‬‫کر‬

8. POUNDERING ‫غور‬‫کر‬
POUNDERING ‫غور‬‫کر‬ They Will Not
Do they not consider the Qur'an (with care)? Had it
been from other Than Allah, they would surely have
found therein Much discrepancy.
‫کا‬ ‫اور‬ ‫کسی‬ ‫سوا‬ ‫کے‬ ‫خدا‬ ‫یہ‬ ‫اگر‬ ‫کرتے؟‬ ‫نہیں‬ ‫کیوں‬ ‫غور‬ ‫میں‬ ‫قرآن‬ ‫یہ‬ ‫بھال‬(‫کالم‬)‫ت‬ ‫ہوتا‬‫و‬
‫میں‬ ‫اس‬(‫سا‬ ‫بہت‬)‫پاتے‬ ‫اختالف‬

9. POUNDERING ‫غور‬‫کر‬
They Will Not
You use reason?
‫نہیں؟‬ ‫سمجھتے‬ ‫تم‬
You give thought?
‫کرتے‬ ‫نہیں‬ ‫کیوں‬ ‫غور‬
you take heed?
‫کرتے۔‬ ‫نہیں‬ ‫خیال‬ ‫تم‬You take heed?
‫نہیں؟‬ ‫کیوں‬ ‫سوچتے‬ ‫تم‬
You fear?
‫نہیں‬ ‫ڈرتے‬ ‫تم‬You hear?
‫نہیں؟‬ ‫سنتے‬ ‫تم‬
You See?
‫نہیں‬ ‫دیکھتے‬ ‫تم‬
They believe?
‫التے؟‬ ‫نہیں‬ ‫کیوں‬ ‫ایمان‬

10. 4 Quotient’s

11. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
ISLAM & KAIZEN PHILOSOPHY
•“You are the best creation produced [as an example] for
mankind…”
•[Quran 3:110]
•Rasul Allah (sal Allahu alaihi wa sallam) said:
•“He whose two days are equal, is a loser.”
•[Daiylami]

12. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
What is Process ?

13. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KAIZEN PHILOSOPHY

14. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KAIZEN PHILOSOPHY
“KAIZEN” “改善”
“KAI” “改” “ZEN”
“善”
“CHANGE” “‫کریں‬ ‫تبدیل‬” “BETTER” “‫بہتر‬”

15. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
INNOVATION
KAIZEN
Science Technology Design Production Market
Innovation KAIZEN
KAIZEN PHILOSOPHY

16. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KAIZEN PHILOSOPHY
Top Management
Determine 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 system, procedures, and
structures 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 standard
Make employees Kaizen-
concious through intensive
training programs
Help employees develop skills
and tools for problem solving
Supervisors
Use Kaizen in functional rules
Formulate plans for Kaizen and
provide guidance for 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
cross education

17. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KAIZEN PHILOSOPHY
JOBS FUNCTION PERCEPTIONS
Top
management
Middle
management
Supervisors
Workers
Japanese perceptions Western perceptions

18. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KAIZEN PHILOSOPHY
KAIZEN INNOVATION
Long term
Un-dramatic
Effect
Short term
Dramatic
Small steps Pace Big steps
Continuous & incremental
Time
frame
Intermittent &
non incremental
Gradual & consistent Change Abrupt & volatile
Everybody Involvement “Champion”
Collectivism,
group efforts, systems approach
Approach
Rugged individualism, individual
ideas & efforts
1

19. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KAIZEN PHILOSOPHY
KAIZEN INNOVATION
Maintenance &
Improvement
Mode
Scrap
& Rebuild
Conventional know-how & state of
the art
Spark
Technological breakthroughs, new
inventions, new theories
Little investment
Great effort to maintain
Practical
Requirements
Large investment
Little effort to maintain
People
Effort
orientation
Technology
Process & efforts for
better results
Evaluation
criteria
Results for profits
Slow growth economy
Economic
condition
Fast growth economy
2

20. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
INNOVATION
Creativity
Individualism
Specialist oriented
Attention to great leaps
Technology oriented
Information: closed, proprietary
Functional (specialist) orientation
Seek new technology
Line + staff
Limited feedback
KAIZEN
Adaptability
Teamwork (system approach)
Generalist-oriented
Attention to details
People oriented
Information: open, shared
Cross functional orientation
Build on existing technology
Cross functional organization
Comprehensive feedback
KAIZEN PHILOSOPHY

21. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KAIZEN PHILOSOPHY
High
Technology
Technology oriented
innovation
Technology oriented
KAIZEN
Innovative product
with Kaizen
orientation
Low
Technology
People oriented
KAIZEN
Kaizen oriented
product
Technology
Level
Preferred Process Product
Upcoming Japanese product
perceptions

22. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KAIZEN PHILOSOPHY
StricChangeModel

23. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KaiZen Tools
Kaizanology

24. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
KaiZen Umbrella
Customer orientation
TQC
Robotics
QC circles
Suggestion system
Automation
Discipline in the workplace
TPM
Kamban
Quality improvement
Just in Time
Zero defects
Small-group activities
Cooperative labor –
management relations
Productivity improvement
New-product development

25. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
LEAN & KAIZAN
Kaizanology

26. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
LEAN & KAIZAN Tools
Poka-Yoke
ICC
CTQ
SWOT
A3
Toyota Kata
SWOT
8D Report
ABC Cost
CTM
MODAPTS
SWOT
SPF
5s
TOC
Gemba
Heijunka
Kamban
Jidoka
JIT
Kaizen
KPI
Muda
PDCA
Lean
RCASMED
6 Big Losses
Standardized
Work
SMART
Goal
Takt Time
TPM
VSM
Andon
Brain Storming
SGA
COQ
Visual Factory
LCM
KM
7 QC Tool
Cell System
Beanchmarking
QCC

27. © LMS and M Huamayun (1995-2013). No part of this presentation could be copied, reproduced, or transmitted in any form to or by any other person or organization
CONTINUES
KAIZANLOGY