KAIZEN PRIMERPresented By: Anurag ShekhawatGSM: 00-968-95523416Email: anuragshekhawat@gmail.comLinkedIn:http://om.linkedin...
WHAT IS KAIZEN ?WELL, IT’S A JAPANESE TERM
WHAT IS KAIZEN ?WELL, IT’S A JAPANESE TERMFOR IMPROVEMENT
WHAT DOES IT MEAN?◊ KAI = TO CHANGE, TO CORRECT◊ ZEN = GOOD
MAIN USE IN ….….CONTINUOUS IMPROVEMENT,       MAINLY USED         IN THE MANUFACTURING SECTOR
HOW DOES IT ACHIEVE THIS?  ELIMINATION OF WASTE (MUDA)             AND   INCORPORATION OF EFFICIENCY
RESULT !!! GENERATES   TOTAL  QUALITYMANAGEMENT ( T. Q. M.)
ORIGIN OF THE TERM-1• POST WORLD WAR 2 PERIOD IN JAPAN• COMPLETE DESTRUCTION IN THE  COUNTRY DUE TO WAR• REBUILDING OF INF...
ORIGIN OF THE TERM-2• HAD TO RE BUILD FACTORIES• RE BUILDING JAPAN SCHEMES• MANUFACTURING BECAME KEY FOCUS• EXCELLENCE IN ...
HOW DID THEY DO IT???• BROUGHT IN AMERICAN STATISTICAL  QUALITY CONTROL EXPERTS SUCH AS  DR W. EDWARD DEMING• DEMING PRIZE...
WHAT IS THE BASIC PROCESS?1. IDENTIFY AND ELIMINATE WASTE IN THE   PROCESS2. PERFORM THE PROCESS BETTER THAN   BEFORE3. MA...
INPUTS REQUIRED!!!1. PARTICIPATION FROM ALL EMPLOYEES OF   THE COMPANY2. NEEDS CHANGE IN COMPANY CULTURE3. EMPLOYEES SHOUL...
HOW DOES IT WORK?• PROBLEMS ARE OPPORTUNITIES FOR CHANGE  / IMPROVEMENT• FIND, REPORT & FIX PROBLEMS• MAKE SMALL CONTINOUS...
IMPLEMENTATION PROCESS• STANDARDIZE AN OPERATION• MEASURE THE STANDARDIZE  OPERATION• COMPARE MEASUREMENTS AGAINST  REQUIR...
FIVE MAIN ELEMENTS OF              KAIZEN1.   TEAMWORK2.   PERSONAL DISCIPLINE3.   IMPROVED MORALE4.   QUALITY CIRCLES5.  ...
KAIZEN 5 S FRAMEWORK1.   SEIRI – TIDINESS2.   SEITON – ORDERLINESS3.   SEISO – CLEANLINESS4.   SEIKETSU – STANDARDIZATION5...
KAIZEN•   IS PEOPLE ORIENTED•   EASY TO IMPLEMENT•   REQUIRES LONG TERM DISCIPLINE•   HAS BEEN USED BY PERSONAL    IMPROVE...
RESULTS….      FOR EXAMPLE, IN TOYOTA• ONE US PLANT IN 1999• 7,000 EMPLOYEES SUBMITTED 75,000  SUGGESTIONS• 99% WERE IMPLE...
HOW TO IMPLEMENT• FORM QUALITY CIRCLES• MEET REGULARLY, PERHAPS ONCE A  WEEK• ASK ALL EMPLOYEES TO CONTRIBUTE  IDEAS / SUG...
ACHIEVINGEXCELLENCE / PEFECTION…
……..IS ACONTINUOUSPROCESS!!!
Q&A
THANK YOU!!
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Kaizen Presentation

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Basic overview of Kaizen.

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Kaizen Presentation

  1. 1. KAIZEN PRIMERPresented By: Anurag ShekhawatGSM: 00-968-95523416Email: anuragshekhawat@gmail.comLinkedIn:http://om.linkedin.com/in/anuragshekhawat
  2. 2. WHAT IS KAIZEN ?WELL, IT’S A JAPANESE TERM
  3. 3. WHAT IS KAIZEN ?WELL, IT’S A JAPANESE TERMFOR IMPROVEMENT
  4. 4. WHAT DOES IT MEAN?◊ KAI = TO CHANGE, TO CORRECT◊ ZEN = GOOD
  5. 5. MAIN USE IN ….….CONTINUOUS IMPROVEMENT, MAINLY USED IN THE MANUFACTURING SECTOR
  6. 6. HOW DOES IT ACHIEVE THIS? ELIMINATION OF WASTE (MUDA) AND INCORPORATION OF EFFICIENCY
  7. 7. RESULT !!! GENERATES TOTAL QUALITYMANAGEMENT ( T. Q. M.)
  8. 8. ORIGIN OF THE TERM-1• POST WORLD WAR 2 PERIOD IN JAPAN• COMPLETE DESTRUCTION IN THE COUNTRY DUE TO WAR• REBUILDING OF INFRASTRUCTURE BECAME KEY FOCUS• DID NOT WANT TO RE-INVENT THE WHEEL• SCOUTED AROUND FOR NEW TECHNOLOGY
  9. 9. ORIGIN OF THE TERM-2• HAD TO RE BUILD FACTORIES• RE BUILDING JAPAN SCHEMES• MANUFACTURING BECAME KEY FOCUS• EXCELLENCE IN OPERATIONS ALREADYA KEY INGREDIENT IN JAPANESE DNA• THUS, MANUFACTURING EXCELLENCE BECAME OPERATIVE WORD
  10. 10. HOW DID THEY DO IT???• BROUGHT IN AMERICAN STATISTICAL QUALITY CONTROL EXPERTS SUCH AS DR W. EDWARD DEMING• DEMING PRIZE MOST SOUGHT AFTER QUALITY AWARD IN JAPAN• DEMING TECHNIQUES MORE IMPLEMENTED IN JAPAN THAN AMERICA• RESULT IS SEEN IN POSITION OF JAPANESE MANUFACTURING• MAJOR IMPLEMENTATION – TOYOTA
  11. 11. WHAT IS THE BASIC PROCESS?1. IDENTIFY AND ELIMINATE WASTE IN THE PROCESS2. PERFORM THE PROCESS BETTER THAN BEFORE3. MAKE THE PROCESS BETTER THAN BEFORE4. IMPROVE THE PROCESS, EVEN IF IT IS NOT WRONG5. BECAUSE IF WE DONT, SOME ONE ELSE WILL6. AND WE WILL NOT BE ABLE TO COMPETE WITH THOSE WHO DO
  12. 12. INPUTS REQUIRED!!!1. PARTICIPATION FROM ALL EMPLOYEES OF THE COMPANY2. NEEDS CHANGE IN COMPANY CULTURE3. EMPLOYEES SHOULD CONTRIBUTE BECAUSE IT WILL RESULT IN BENEFIT FOR THE INDIVIDUAL AND THE EMPLOYEE4. IT CANNOT BE FORCED ON THE EMPLOYEE5. MANAGEMENT MUST LEAD BY EXAMPLE6. EMPLOYEE TRAINING AND COMMUNICATION – CONSTANT FEEDBACK TOWARDS SUGGESTIONS FOR IMPROVEMENT
  13. 13. HOW DOES IT WORK?• PROBLEMS ARE OPPORTUNITIES FOR CHANGE / IMPROVEMENT• FIND, REPORT & FIX PROBLEMS• MAKE SMALL CONTINOUS CHANGES DAILY• THEN MONITOR RESULTS• ADJUST ACCORDINGLY• WILL RESULT IN COMPOUND IMPROVEMENT• CAN LINK PERFORMANCE APPRAISALS TO QUALITY & QUANTITY OF SUGGESTIONS
  14. 14. IMPLEMENTATION PROCESS• STANDARDIZE AN OPERATION• MEASURE THE STANDARDIZE OPERATION• COMPARE MEASUREMENTS AGAINST REQUIREMENTS• INNOVATE TO MEET REQUIREMENTS & INCREASE PRODUCTIVITY• STANDARDIZE NEW OPERATIONS• REPEAT PROCESS
  15. 15. FIVE MAIN ELEMENTS OF KAIZEN1. TEAMWORK2. PERSONAL DISCIPLINE3. IMPROVED MORALE4. QUALITY CIRCLES5. SUGGESTIONS FOR IMPROVEMENT
  16. 16. KAIZEN 5 S FRAMEWORK1. SEIRI – TIDINESS2. SEITON – ORDERLINESS3. SEISO – CLEANLINESS4. SEIKETSU – STANDARDIZATION5. SHITSUKE – MAINTAINING THE DISCIPLINE
  17. 17. KAIZEN• IS PEOPLE ORIENTED• EASY TO IMPLEMENT• REQUIRES LONG TERM DISCIPLINE• HAS BEEN USED BY PERSONAL IMPROVEMENT EXPERTS SUCH AS ANTONY ROBBINS – WWW.TONYROBBINS.COM
  18. 18. RESULTS…. FOR EXAMPLE, IN TOYOTA• ONE US PLANT IN 1999• 7,000 EMPLOYEES SUBMITTED 75,000 SUGGESTIONS• 99% WERE IMPLEMENTED
  19. 19. HOW TO IMPLEMENT• FORM QUALITY CIRCLES• MEET REGULARLY, PERHAPS ONCE A WEEK• ASK ALL EMPLOYEES TO CONTRIBUTE IDEAS / SUGGESTIONS THROUGH THE QUALITY CIRCLE• QUALITY CIRCLE EVALUATES IDEAS• APPROVED IDEAS ARE IMPLEMENTED• AND MONITORED• THE PROCESS CONTINUES
  20. 20. ACHIEVINGEXCELLENCE / PEFECTION…
  21. 21. ……..IS ACONTINUOUSPROCESS!!!
  22. 22. Q&A
  23. 23. THANK YOU!!

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