Kaizen is a continuous improvement process focused on incremental changes to processes in order to reduce waste and improve quality, productivity, safety, and morale. It involves employees identifying and implementing small, low-cost improvements on a daily basis. The goals of Kaizen include simplifying and streamlining processes, improving productivity and quality, reducing costs and waste, and creating a safer work environment through ongoing incremental changes.

2. BY:
M NAVEEN SAI ASHISH
191914089L

3.  A good kaizen problem statement serves two main purposes.
 The first is that it creates clarity and focus on the project.
 Making sure that everyone is in agreement on what the issue is goes a
long way towards developing a team that works together effectively.
 on a kaizen event, you will only have a week to assemble the group
and get them operating as a team.

4.  The second main purpose is to act as a marketing tool.
 It’s not about about selling products to customers, though.
 It’s about selling the need for the project to the people you will be
asking to support it.
 Kaizen events pull people and resources from outside of your
department.

5.  The Kaizen Method has been particularly distinguished as the best
methods of performance improvement within companies since the
implementation costs were minimal.
 It is nowadays more than ever that the relationship between
manager and employee is crucial and the Kaizen technique have
a major contribution to the reinforcement of this relationship since
the achievements of a company are the results of the mixed efforts of
each employee.

6.  These method bring together all the employees of the company
ensuring the improvement of the communication process and the
reinforcement of the feeling of membership.
 The companies that want to have a performance must keep their
leader position on market by increasing the quality level of services
provided, reducing costs and last 13 Kaizen Method in Production
Management but not least motivating the whole staff in order
to implement the concept of performance oriented organization.

7.  Kaizen is a solid strategic instrument which is used to achieve and
overcome the company’s objectives.
 The Kaizen method and technique are valuable instruments that can
be used to increase productivity obtain competitive advantage and to
rise the overall business performance on a tough competitive market
like the one in the Europe (figure 1.).

9.  We must think of the fact that the way in which we fulfill even the
daily tasks today is not the most efficient way to perform.
 Therefore, we must continuously look for new ways of achieving our
objectives in the easiest manner and of course at the lowest costs.
We will further present some definitions which will help us.

10.  The ultimate objective of manufacturing industries today is to increase
productivity through system simplification, organizational potential and
incremental improvements by using modern techniques like Kaizen.
 Most of the manufacturing industries are currently encountering a necessity
to respond to rapidly changing customer needs, desires and tastes.
 For industries, to remain competitive and retain market share in this global
market, continuous improvement of manufacturing system processes has
become necessary.
 Competition and continuously increasing standards of customer satisfaction
has proven to be the endless driver of organizations performance
improvement.

11.  Kaizen refers to continuous improvement in performance, cost and
quality.
 Kaizen strives to empower the workers, increase worker satisfaction,
facilitates a sense of accomplishment, thereby creating a pride of
work.
 It not only ensures that manufacturing processes become leaner and
fitter, but eliminate waste where value is added.
 Kaizen by now is a widely discussed, and applied manufacturing
philosophy, in a variety of industries across the globe.
 This paper discusses different articles that have been published in
this field and presents a review of literature.

12.  Kaizen simplifies the job.
By having employees, management, and other important stakeholders
constantly suggesting improvements, it simplifies everyone’s jobs
improvements should streamline all processes.
 Kaizen changes things up.
Do you like doing the same old same old every day? If not, Kaizen is a
great way to keep you on your toes and remove the boring tasks from
the radar.

13.  Kaizen keeps things from being a total pain in your rear.
If something’s not working, why continue to do it? Instead, it is far
better to suggest improvements to solve problems before costly defects
occur. Kaizen keeps your work from becoming a huge burden.
 Kaizen improves job safety records.
By constantly improving processes, you will be abreast of important
new safety standards, the latest in advances in equipment and
technology, and the safest way to do things

14.  Kaizen improves everyone’s productivity.
If you eliminate wasteful tasks, then you save time. For example, is it
necessary to create a report of reports every month? Are there less wasteful
ways to do things? Is everyone making the best use of their time? Look into
the answers to these questions to meet this Kaizen process goal
 Kaizen improves the quality of your products.
By following the Kaizen process steps, you can improve product quality. It is
important to have quality products because this will increase your customer
base, and ultimately, it will increase your bottom line.

15.  Kaizen saves you money and it saves you valuable time.
By having high quality products, few accidents, few burdons, and highly
productive employees, you will save time. When you save time, you
save money. It’s a win-win situation, all around.

16. Next cost reduction it is possible to achieve in manufacturing process
such as:
1. New manufacturing technology development;
2. Increasing of machine performance;
3. Limitation of wasting in manufacturing;
4. Increasing of employees performance.

17. The problems encountered during the current activities allow
continuous improvement of the results:
 reduce consumption and costs increase productivity;
 reduce delivery time,
 increase flexibility in meeting customer requirements, etc. all these
improvements with the effect of increasing competitiveness.

18. According to the research paper, the paper defines some models to
relative environmental profiles of :
 new material choices or packaging options.
 to reduce environmental impact at its source in the design phase.
 to serve as a communication tool between companies and consumers
 to establish from the design stage the re use of some materials,
 to identify which are the recycle materials.
 to compare existing products with planned alternatives

19.  to compare existing company products with products of competitors
 realize an internal information and training
 new strategies in marketing, advertising policies joining eco-
criteria
 environmental cost allocation
 assess the gap from eco-label criteria
 radical changes in product life cycle