This document discusses Kaizen, which is a Japanese philosophy of continuous improvement involving small changes implemented gradually over time. The key points are: - Kaizen focuses on making incremental improvements to processes rather than large, innovative changes. It aims to optimize existing systems and methods. - It emphasizes identifying and eliminating waste and non-value added activities through ongoing employee participation at all levels. - Regularly visiting the workplace or "gemba" is important to understand problems, standardize solutions to prevent recurrences, and continuously refine processes. - Kaizen's goals are to maximize value for customers through higher quality, lower costs, and shorter lead times while also improving work conditions.

2. KAIZEN
INCREMENTAL BUT CONTINUOUS PROGRESS

3. It has two elements:
 Improvement / for better
 Ongoing / Continuity

4.  KAIZEN means improvement. Moreover
it means continuing improvement in
personnel life, home life, social life and
working place.
 When applied to the workplace KAIZEN
means continuing improvement
involving everyone – managers and
workers alike.

5.  It is NOT “INNOVATION” (not big changes)
 Target is “your work”, not others!
 It is small changes on your way of working
 Small changes and little by little improvement

6. Goal
Product Innovation
approach
Procedure
improvement
approach

8. Why you
made a
mistake?
I was busy
I was in a harry
misunderstood
This is not solution !
Why you made a
mistake?
I was busy
I was in a
harry
misundersto
od
Institution with no KAIZEN ---- Blame individual worker
Institution with KAIZEN----- Blame system and try to prevent same mistake
Change way
of working
and system

9. Appreciate the process, not the result
(Always appreciate “human effort”);
Encourage ‘Team Work’ for problem solving
and decision making (WIT);
Go search for the problem. Do not let it come
to you;
Identify and eliminate waste;
Deliver best service possible. Make the
workers aware of productivity and quality;
and
Clean, orderly and safe working
environment.

10. •Anything that doesn’t add value;
changing form fit or function
•Anything that doesn’t help meet
customer requirements
•Anything our customers would not
be willing to pay us to do

13. Gemba
A Japanese word meaning “real place” – now
adapted in management terminology to
mean the “workplace” – or that place where
value is added. In manufacturing, it usually
refers to the shop floor.
Gembutsu
The tangible objects found at gemba such as
work pieces, rejects, jigs and tools and
machines

14. The Japanese word meaning “waste”
which, when applied to management
of the workplace, refers to a wide
range of non-value –adding activities.

16. 1. Overproduction: Blood draws done early to
accommodate lab
2. Transportation: Moving patients to tests
3. Excessive Processing: Asking patient the same
information multiple times
4. Waiting: Inpatients waiting in ED, MDs waiting for
test results.
5. Inventories: Dictation waiting for transcription
6. Movement: Looking for missing charts or
equipment
7. Defects: medication errors

17.  Whenever a smooth flow of work is
interrupted in an operator's work, the flow
of parts and machines, or the production
schedule, there is mura.

18.  Muri means strenuous condition for
worker and machines as well as for the
work processes

19. ►Waste of Human Potential;
►Inappropriate System;
►Electricity and Water;
►Wasted Material;
►Service and Office equipments;
►Cost of Time; and
►Defecting Customers

20.  Lower Cost;
 Immediate Results;
 Less Waiting;
 Energize Employees;
 Improve Productivity; and
 Creativity and Innvation

21. Process Improvement;
Short Time;
Zero / Less Defect;
Human Resource Development;
and
Profits and Sharing.

22. Process
Name
1. OP 2.In 3.Trans 4.
Proces
sing
5.Waiting 6. Inventory 7.Motion Defects
0= No waste found to 4 =A lot of waste

23. management
 When a problem (abnormality) arises go
to gemba first;
 Check the gembutsu (relevant objects);
 Take temporary countermeasures on the
spot;
 Find the root cause; and
 Standardize to prevent recurrence.

24.  Discard conventional rigid thinking about
production / service;
 Think how to do it, and not why it cannot
be done;
 Do not make excuses. Start by
questioning current practices;
 Do not seek perfection. Do it right away
even if for only 50% of target;
 Correct mistakes at once;

25.  Do not spend money for kaizen;
 Wisdom is brought out when faced with
hardship;
 Ask ‘Why?’ five times and seek the root
cause;
 Seek the wisdom of ten people rather the
knowledge of one; and
 Remember that opportunities for Kaizen
are infinite.

26.  Encourage suggestions from employees
 Employee participation in management
 Encourage managers to visit the
workplace (GEMBA)
 Mistake proofing
 Minimize patients and Employee
accidents
 Reduce inventories in Wards / Units

27.  Productive maintenance of Hospital
equipment and furniture
 Reduce Waste
 Reduce waiting time
MINIMIZE DEATHS & COMPLICATIONS

28. For Organization
 Eliminates hidden costs
 Service to customer will be highest quality, lowest
cost and shortest time possible
 Major changes quickly and minimum loss of
production time
For You
 Can work with ease and comfort by reducing delay
and wasted motion
 You think what you do and contribute ideas
 Work as a team