Basic overview of Kaizen.

1. KAIZEN PRIMER
Presented By: Anurag Shekhawat
GSM: 00-968-95523416
Email: anuragshekhawat@gmail.com
LinkedIn:http://om.linkedin.com/in/anuragshekhawat

2. WHAT IS KAIZEN ?
WELL, IT’S A JAPANESE TERM

3. WHAT IS KAIZEN ?
WELL, IT’S A JAPANESE TERM
FOR IMPROVEMENT

4. WHAT DOES IT MEAN?
◊ KAI = TO CHANGE, TO CORRECT
◊ ZEN = GOOD

5. MAIN USE IN ….
….CONTINUOUS IMPROVEMENT,
MAINLY USED
IN THE
MANUFACTURING SECTOR

6. HOW DOES IT ACHIEVE THIS?
ELIMINATION OF WASTE (MUDA)
AND
INCORPORATION OF EFFICIENCY

7. RESULT !!!
GENERATES
TOTAL
QUALITY
MANAGEMENT
( T. Q. M.)

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. 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. 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. WHAT IS THE BASIC PROCESS?
1. IDENTIFY AND ELIMINATE WASTE IN THE
PROCESS
2. PERFORM THE PROCESS BETTER THAN
BEFORE
3. MAKE THE PROCESS BETTER THAN BEFORE
4. IMPROVE THE PROCESS, EVEN IF IT IS NOT
WRONG
5. BECAUSE IF WE DONT, SOME ONE ELSE
WILL
6. AND WE WILL NOT BE ABLE TO COMPETE
WITH THOSE WHO DO

12. INPUTS REQUIRED!!!
1. PARTICIPATION FROM ALL EMPLOYEES OF
THE COMPANY
2. NEEDS CHANGE IN COMPANY CULTURE
3. EMPLOYEES SHOULD CONTRIBUTE BECAUSE
IT WILL RESULT IN BENEFIT FOR THE
INDIVIDUAL AND THE EMPLOYEE
4. IT CANNOT BE FORCED ON THE EMPLOYEE
5. MANAGEMENT MUST LEAD BY EXAMPLE
6. EMPLOYEE TRAINING AND COMMUNICATION
– CONSTANT FEEDBACK TOWARDS
SUGGESTIONS FOR IMPROVEMENT

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. 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. FIVE MAIN ELEMENTS OF
KAIZEN
1. TEAMWORK
2. PERSONAL DISCIPLINE
3. IMPROVED MORALE
4. QUALITY CIRCLES
5. SUGGESTIONS FOR IMPROVEMENT

16. KAIZEN 5 S FRAMEWORK
1. SEIRI – TIDINESS
2. SEITON – ORDERLINESS
3. SEISO – CLEANLINESS
4. SEIKETSU – STANDARDIZATION
5. SHITSUKE – MAINTAINING THE
DISCIPLINE

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. RESULTS….
FOR EXAMPLE, IN TOYOTA
• ONE US PLANT IN 1999
• 7,000 EMPLOYEES SUBMITTED 75,000
SUGGESTIONS
• 99% WERE IMPLEMENTED

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. ACHIEVING
EXCELLENCE / PEFECTION…

21. ……..IS A
CONTINUOUS
PROCESS!!!

22. Q&A

23. THANK YOU!!