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Kaizen

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Its complete details about kaizen technique for a national bank.

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Kaizen

  1. 1. By PADIGA AKHILESH GO6155 SACHIN PATIL GO6157PEKETI PADMAKANTH GO6159
  2. 2.  KAIZEN means continuous improvement Focus on gradual and continuous improvement Never ending efforts for improvement involving everyone in the organization
  3. 3. KAIZEN FACTORS • Great attention paid to customer •Efficient stock control requirements and needs methods help reduce costs •Flexible working practices and improve cash-flow and empowerment – help increase efficiency, reduce •Leadership seen as vital. costs and improve Ability to communicate a motivation clear vision, take people •Fundamental principles – often with the vision and alongcharacterised as ‘lean production’ – reducing waste, to think about where the •Punctuality in high qualitydelivery, zero defects, all aspects –in company needs to be supply, manufacture, etc. stages control measures at all 5, 10, 15 and 20 years
  4. 4. TOP MANAGEMENT MIDDLE MANAGEMENT SUPERVISOR WORKER
  5. 5. • Get rid of all old assumptions.• Dont look for excuses, look for ways to make things happen.• Say "NO" to the status quo.• Dont worry about being perfect - even if you only get it half right " start NOW!• It does not cost money to do KAIZEN.• If something is wrong "Fix it NOW.• Good ideas flow when the going gets tough.• Ask "WHY" five times - get to the root cause.• Look for wisdom from Ten people rather than one.• Never stop doing KAIZEN.
  6. 6. CONDITIONS FOR SUCCESSFUL IMPLEMENTATION OF KAIZEN• Top management commitment• Top management commitment• Top management commitment• Setting up an organization dedicated to promote it• Appointing the best available personnel to manage the kaizen process• Conducting training and education• Establishing A step by step process
  7. 7. • 3M’S CONSIDERED WITH 4M’S3M’S METHODOLOGY• MURA-UNEVENESS• MURI-OVERBURDEN• MUDA-WASTEFUL4M’S• MAN,MONEY,METHOD, MACHINERY
  8. 8. • Its reduces waste• Immediate results• Kaizen improves – Space utilization – Product quality – Use of capita – Communications – Production capacity – Employee retention
  9. 9. CASE STUDY
  10. 10. • A national bank uses a five day kaizen approach to attack process speed and efficiency problems• A cross functional team is selected for the event.• Project is well defined in the beginning itself KAIZEN DAY 1 FULL OF PROBLEMS DAY 5 SOLUTIONS FOR PROBLEMS
  11. 11. KAIZEN SCHEDULEDAY 1:(discussion on goals to beachieved)• Training participants on topics that cover basic concepts related to the GOAL• Teaching relevant lean or six sigma concepts and reviewing relevant data
  12. 12. KAIZEN SCHEDULEDAY 2: (unit walk)• Discussion on the problems and situations being studied• Group visits each portion of process-cross functional representation may find insights of the area.
  13. 13. KAIZEN SCHEDULEDAY 2: VALUE STREAM MAP:It captures the basic process steps such as• Cycle time• Number of steps• Rework loops• Queuing delays• Work in progress• Transportation time
  14. 14. KAIZEN SCHEDULEDAY 3: identifying solutions• Designed for clarifying problems and brainstorming solutions.• The team reorganized and create a SHOULD map to solve the identified problems• Developing action plans for implementing solution
  15. 15. KAIZEN SCHEDULEDAY 4(applying thesolutions)• Used to test the solutions• The group quantifies the improvement if the proposed changes are implemented to reduce the specified problems
  16. 16. KAIZEN SCHEDULEDAY 5:(prepare findings informal report)The participants prepareand present their findings tothe sponsor in a formalreport out session.
  17. 17.  Internal consultant will MAKING IT WORK assist the team Group are expected only to get through the simulation and piloting of solution Problems are solved based on priority for the business as a whole
  18. 18. • Cycle time – 30% faster to 95% faster RESULTS• One administrative process-20 min to 12 min• Complaint resolution-30days to 8days• Fiscal indicators +ve• New revenue-USD 6million to USD 9million• Other projects led to cost reduction saving hundreds of thousand of dollars
  19. 19. • CONCLUSION Power full improvement tool as people are isolated from their day to day activity and allowed to concentrate all their creativity and time on problem solving and improvement.• Gains immediate productivity and quality.
  20. 20. DISCUSSION1. What are the characteristics of the bank kaizen event2. Discuss the kaizen model followed by the bank3. What are the Results achieved by the bank by this Kaizen event?4. Why do you consider the kaizen event to be powerful?
  21. 21. CHARACTERISTICS• Permanent change in method• Continuous idea generation• Easy process• Immediate application• Huge benefits and wealth generation• TOTOAL QUALITY in terms of Working procedure• Improving cycle times, process, wealth, resolution solvation• Cross functional representation.• Coordination
  22. 22. Type of KEIZEN-CUBE• As the given model is a cross functional KEIZEN type of CASE it needs improvements form all the sides and all the people from different groups.• A cube kaizen would be to make improvements “up and down” from the plane, or upstream and downstream by including each and every aspects• Other types are point, line, plane
  23. 23. • Cycle time – 30% faster to 95% faster RESULTS• One administrative process-20 min to 12 min• Complaint resolution-30days to 8days• Fiscal indicators +ve• New revenue-USD 6million to USD 9million• Other projects led to cost reduction saving hundreds of thousand of dollars
  24. 24. KAIZEN EVENT TO BE POWERFUL• Immediate effect and results• Fast problem resolution• Very cheap tool yet, the most powerful for wealth creation• Quick and continuous improvement in the process• People allowed to concentrate all their creativity and time on problem solving and improvement.• Generate energy among those who work in area being improved and produce immediate gains.

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