Unit of competence kaizen level ii berhanu tadesse (1)

Trident Computer ICT Software Engineering and Business TVET Institution Tuesday November 21,
2017 By Berhanu Tadesse Taye Job Sheet UC Kaizen
Trident Computer ICT Software Engineering and Business TVET Institution Tuesday November
21, 2017 Job Sheet UC Kaizen
BUSINESS AND FINANCE
CLERICAL Works Support
NTQF Level II
JOB SHEET KAIZEN
UNIT OF COMPETENCE Apply
Continuous Improvement Processes (Kaizen)

Occupational Standard: Clerical Works Support Level II
Unit Title Apply Continuous Improvement Processes (Kaizen)
Unit Code BUF BCS2 13 1012
Unit Descriptor This unit of competence covers the exercise of good workplace
practice and effective participation in quality improvement teams.
Personnel are required to ensure the quality and integrity of their
own work, detect non-conformances and work with others to suggest
improvements in productivity and quality.
Elements Performance Criteria
1. Satisfy quality
system
requirements in
daily work
1.1 Access information on quality system requirements for own
job function
1.2 Record and report quality control data in accordance with
quality system
1.3 Follow quality control procedures to ensure products, or
data, are of a defined quality as an aid to acceptance or
rejection
1.4 Recognize and report non-conformances or problems
1.5 Conduct work in accordance with sustainable energy work
practices
1.6 Promote sustainable energy principles and work
practices to other workers
2. Analyze
opportunities for
corrective and/or
optimization action
2.1 Compare current work practices, procedures and process or
equipment performance with requirements and/or historical
data or records
2.2 Recognize variances that indicate abnormal or sub-optimal
performance
2.3 Collect and/or evaluate batch and/or historical records to
determine possible causes for sub-optimal performance
2.4 Use appropriate quality improvement tools and techniques

to rank the probabilities of possible causes
3. Recommend
corrective and/or
optimization
actions
3.1 Analyze causes to predict likely impacts of changes and
decide on the appropriate actions
3.2 Identify required changes to standards and procedures and
training
3.3 Report recommendations to designated personnel
4. Participate in the
implementation of
recommended
actions
4.1 Implement approved actions and monitor performance
following changes to evaluate results
4.2 Implement changes to systems and procedures to eliminate
possible causes
4.3 Document outcomes of actions and communicate them to
relevant personnel
5. Participate in the
development of
continuous
improvement
strategies
5.1 Review all relevant features of work practice to identify
possible contributing factors leading to sub-optimal
performance
5.2 Identify options for removing or controlling the risk of sub-
optimal performance
5.3 Assess the adequacy of current controls, quality methods and
systems
5.4 Identify quality improvement opportunities to continuously
improve performance
5.5 Develop recommendations for continual improvements of work
practices, methods, procedures and equipment effectiveness
5.6 Consult with appropriate personnel to refine recommendations
before implementation of approved improvement strategies
5.7 Document outcomes of strategies and communicate them to
relevant personnel
Variable Range
Quality control
procedures
Quality control procedures may include:
 standards imposed by regulatory and licensing bodies
 enterprise quality procedures
 working to a customer brief or batch card and associated
quality procedures
 checklists to monitor job progress against agreed time,
costs and quality standards

 preparation of sampling plans
 the use of hold points to evaluate conformance
 the use of inspection and test plans to check compliance
Sustainable energy
principles and work
practices
Sustainable energy principles and work practices may include:
 examining work practices that use excessive electricity
 switching off equipment when not in use
 regularly cleaning filters
 insulating rooms and buildings to reduce energy use
 recycling and reusing materials wherever practicable
 minimizing process waste
Quality improvement
tools and techniques
Quality improvement tools and techniques may include:
 run charts, control charts, histograms and scatter grams to
present routine quality control data
 plan, do, check, act (PDCA)
 Ishikawa fishbone diagrams and cause and effect diagrams
 logic tree
 similarity/difference analysis
 Pareto charts and analysis
 force field/strength weakness opportunities threats (SWOT)
analysis
Reporting Reporting may include:
 verbal responses
 data entry into laboratory or enterprise database
 brief written reports using enterprise performs
Relevant personnel Communication to relevant personnel may involve:
 supervisors, managers and quality managers
 administrative, laboratory and production personnel
 internal/external contractors, customers and suppliers
Quality
improvement
opportunities
Quality improvement opportunities could include improved:
 production processes
 hygiene and sanitation procedures
 reductions in waste and re-work
 laboratory layout and work flow
 safety procedures
 communication with customers
 methods for sampling, testing and recording data

Evidence Guide
Critical Aspects of
Competence
Assessors should ensure that candidates can:
 use the enterprise's quality systems and business goals as
a basis for decision making and action
 apply all relevant procedures and regulatory requirements
to ensure the quality and integrity of the products/services
or data provided
 apply and promote sustainable energy principles and work
practices
 detect non-conforming products or services in the work
area
 follow enterprise procedures for documenting and reporting
information about quality
 contribute effectively within a team to recognize and
recommend improvements in productivity and quality
 apply effective problem solving strategies
 implement and monitor improved practices and procedures
Underpinning
Knowledge and
Attitudes
Demonstrates knowledge of:
 specifications for laboratory products and services in the
candidate's work area
 quality requirements associated with the individual's job
function and/or work area
 scientific and technical knowledge underpinning the
processes, procedures, equipment and instrumentation
associated with the candidate's work tasks and duties
 workplace procedures associated with the candidate's
regular technical duties
 sustainable energy principles
 relevant health, safety and environment requirements
 layout of the enterprise, divisions and laboratory
 organizational structure of the enterprise
 lines of communication
 role of laboratory services to the enterprise and customers
 methods of making/recommending improvements
 Standards, procedures and/or enterprise requirements
Underpinning Skills Demonstrates skills to:
 applying problem solving techniques and strategies
 applying statistical analysis and statistical sampling procedures
 detecting non-conforming products or services in the work area

 documenting and reporting information about quality
 contributing effectively within a team to recognize and
recommend improvements in productivity and quality
 implementing and monitoring improved practices and
procedures
 organizing, prioritizing activities and items
 reading and interpreting documents describing procedures
 recording activities and results against templates and other
prescribed formats
 working with others
Resources
Implication
Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of
Assessment
Competence may be accessed through:
 Interview / Written Test
 Observation / Demonstration
Context of
Assessment
Competence may be assessed in the work place or in a simulated
work place setting.
Phase one: - Planning and preparation phase
This phase leads you thorough the steps of preparing for Kaizen event. Upper management will
have given guidelines to the event coordinator. The coordinator and the plant manager, dividing
responsibilities as appropriate, schedule the event, select the area and the problem for improvement,
and choose the team leader (or leaders, if the event will include more than one area.)
Select an area
The first step is to choose where you will conduct your first Kaizen event. You want to choose an
area that will have an impact but not pose too many difficult problems to solve in the beginning.
Each event will teach you things that will make the next event smoother and easier to run

successfully. Also, each event provides a training ground for new team leaders. As people gain
experience in running events, and as measureable results accumulate in the areas where events have
been run, it will become possible to tackle more complex lines and difficult problems. Start slowly
and build momentum as you gain confidence and experience. You will get each time you do an
event and so will your teams.
You can choose several areas where you would like to start and compare the merits of each. But
during the implementation of the Kaizen event in the selected area the enterprise can disseminate to
other work station, and finally the enterprise will have the all compound Kaizen implemented. This
will ensure that you start with the best one first, based on several criteria, and help you determine
what will be next. Each Kaizen event should be chosen in order to create a progression of results
that support the enterprise the implementation of Kaizen. There are a number of things to consider
during area selection.

KAIZEN EVENT AREA SELECTION MATRIX
Criteria Area/line A Area/line B Area/Line C
Deluged with WIP
Activities occur all over the plant
Significant bottlenecks
Frequent, major production stoppages
Everything is mess
Product is medium to high volume
Cell of no more than 12 operators
Complete, not a partial process
4-6 processes to complete the part
Visible, robust process
Process can be copied in other areas
Significant market or financial impact
Operational problems(not management
issues) to resolve
Operators have already been cross-trained
Operators have been exposed to kaizen
events
Most employees are familiar with the area
The fundamentals of TPS are visualized in the model developed by Toyota, known as Toyota
Production System House (Figure 2-2).

Figure 4 Toyota Production System House
(Source: http://www.gembutsu.com/system_files/library/15.pdf )
TPS is based on two concepts – ‘’Jidoka’’ and ‘’Just –In-Time’’, which are occupied with the
elimination of the defective products and wasteful practices. The first concept is translated as
‘’automation with a human touch’’ and referrers to the visualization of the problems during
production, i.e. the ability of the machine to recognize and stop the production in case defects
occur, which ultimately leads to improved quality in the production. The concept of JIT refers to
the consistency and reliability of production in a continuous flow with elimination of waste e.g.
extra inventory, extra material handling et cetera.

TPS lays ground on stability - through work standardization and the tools of continuous
improvement (Kaizen), and waste reduction - through production leveling (Heijunka). Toyota’s
business philosophy is based on motivation and training of the personnel, therefore central role in
Toyota Production System, Source: http://www2.toyota.co.jp/en/vision/production_system/ (07.03.2010)

Trident Computer ICT Software Engineering and Business TVET Institution Tuesday November 21, 2017
By Berhanu Tadesse Taye Job Sheet UC Kaizen
the success of the processes, the continuous improvement, and the system sustainability play the
commitment and good training of the personnel. Continuous improvement and stability can be
sustained through techniques such as 5S, Standardization, Visual control and management. Liker
(2004) suggests that Lean has four dimensions and in order to create a Lean organization, all of
them have to be applied. These four dimensions are captured in the Toyota model of successful
management style and uniqueness known as the ‘’4P’’ model (Liker 2004).
Figure 2 The Toyota Way - '4P Model'
(Liker 2004, p.6)
Liker (2004) asserts further, that despite employing variety of TPS tools, it is possible to follow
only a select few of the Toyota Way principles, which will lead to short-term, non-stable jumps

By Berhanu Tadesse Taye Job Sheet UC Kaizen
on performance measure, while truly practice of the full set of Toyota Way principles will be in
accordance with TPS and will lead to sustainable competitive advantage.

1
TPS has become well known and studied worldwide. Toyota 4P model has been applied
successfully in different types of organizations for the improvement not only of production but
also of various business processes, and despite the fact that is a relatively new philosophy it
has already been proven as efficient. The Toyota model and TPS have laid the foundation of a
completely new paradigm - Lean Thinking and Lean Production.
Select the team members
The team leader’s first responsibility is to select the team members. The team members are the
people who actually conduct the kaizen event. There should be a maximum of 15 people on the
team. Team members must be created depend on the task that each member is doing and also
chosen for their ability to work together and also because they understand and support the
potential of the kaizen event. Those who complain or belittle the potential will slow down or
even block success, especially for the first few events you implement.
Select the team leaders
After choosing the area and the problem focus for the team leader must be identified. The team
leader lead conducting event; he or she chooses the team members prepare for the event, creates
the schedules, gathers the materials and tools, and follows all event activities, reobstacles and
helping with documentation and report leader keeps the team on target, ensuring that they make
objectives of the event. Team leaders should be selected enough ahead of the event so that they
can rearrange their schedules to make leading the event their top priority.
Prepare the Team Leader
Team leaders will need to know the goals and objectives of the event, the production
requirements, and the expectations of team members. Information from past events should be
shared with the team leader, such as past problems encountered and gains achieved. The team
leader should also be given information about what to do in an emergency, safety rules related to
the area, what to do when things bog down, how to handle personality conflicts, and where to

21, 2017 By Berhanu Tadesse Taye Job Sheet UC Kaizen
access needed data. In addition to sustain the team members, the leader has a number of response
and activities before, during, and after the event.
In order to have a big impact right away choose an area:
 That is deluged with WIP
 That has activities that occur all over the plant
 That has a significant bottleneck or other major hindrance production flow
 Where everything is a mess
Train the team
Potential team members with a positive outlook may in the fundamentals of Kaizen. All team
members and the team leader need to be trained in the methods that will be used or implemented
during the event. Team leader is responsible for scheduling and coordinating required training in
advance of the event and for provision for the team members to discuss and absorb what they
learned. Training will be conducted mainly by the human resources but it can also conducted by
the training coordinator and team leader also.
Select a problem for improvement
Once the area has been selected, the focus for the kaizen event must be decided. Be sure that you
mark the boundaries of the chosen area clearly and that you set and maintain the boundaries
during the kaizen event. Talk to the people who work in the selected area about the project and
work with them in deciding on the problem to be improved.
The reasons you chose this particular area for a Kaizen event probably included some
understanding of what is needed in this area. Now it is time to check your assumptions and
examine the conditions and the process used in this area more closely. In selecting a focus for the
Kaizen event several things need to be considered. Has 5S been conducted there? Should that be
the focus of the first event in this area or do you want to implement 5S more gradually before
conducting the event?

Phase two: - Implementation phase - Implementing 5S
5s starts you off on the right foot. It is a perfect tool for bringing a team of operators together and
allowing them to focus on their own areas first. It teaches them to focus on their own operation
and identify the waste in their work without being scrutinized or criticized by others.
5S is a system of steps and procedures that can be used by individuals and teams to arrange work
areas in the best manner to optimize performance, comfort, safety and cleanliness.
Principles of 5S
 Elimination of waste
 Everybody is involved, Co-operative effort
 Attack root cause
 Human being is not infallible
Objectives
 Productivity improvement by saving time, space etc
 Reduced cycle times
 Increased floor space
 Improved working conditions
 Reduced lead times
 Established operating procedures
 Increased profitability
 Reduced search time
 Improved delivery times

 Lowered incident rates
 Reduced inventory costs
 Improved database management
 Improve housekeeping
 Beautify by simple means
 Improved working team performance
 Improved inventory management
 Improved customer satisfaction
 Reduced training cycles
 Reduced number of accidents
 Improved morale
 Enhanced communication
 Increased adherence to established standard operating procedure
 Improved access to information
 Enhanced cross-shift communication
 Enhanced levels of communication
The following steps are taken by the organization’s core implementation teams:
1. Plan a course of action
2. Educate the work group
3. Evaluate the work area
4. Initiate the 5S’s
5. Measuring results

6. Maintaining 5S activities
5S implementation
• Seiri – Sorting
• Seiton – Stabilize
• Seiso – Shine
• Seiketsu – Standardization
• Shitsuke – sustain
If we do not do 5S, you can’t do any other work efficiently. They are features which are common
to all places and are the indicators of how well an organization is functioning.
SEIRI = Sorting
Distinguish between necessary and unnecessary items and eliminate the unnecessary items.
Establish criteria for eliminating unwanted items to eliminate unwanted items either by disposing
them or by relocating them.
What is unnecessary?
1. Item is not needed
2. Item is needed however quantity in stock is more than what is needed for consumption in
near future
Contingency Parts - Critically decide the quantity of contingency parts to be retained and criteria
for such parts.
Criteria for identification of necessary equipments and parts.
Frequency Storage Method
LOW Things you have not used in the past one year
Things you have used once in the last 6-12 months
Throw them out
Store at distance OR
Keep in store
AVERAGE Things you have used only once in the last 2-6
months
Things used more than once a month
Store it in central place in
your zone
Store it in central place in
your zone

HIGH Things used once a week
Things used daily or hourly
Store near the workplace
Store near the workplace
Identifying unnecessary items
1. Parts & Work in Process (WIP)
• Things fallen back behind the machine or rolled under it
• Broken items inside the machine
• Things under the racks/ platform
• Extra WIP
• Stock of rejected items
• Items accumulated over period for rework
• Material awaiting disposal decision
• Material brought for some trial, still lying even after trial
• Small quantity of material no longer in use
2. Tools, Tooling’s, Measuring devices
• Old jigs, tools not in use are lying
• Modified tools, tooling for trial, are lying after trial
• Worn out items like bushes, liners, toggles etc. lying
• Broken tools, bits, etc. may be lying
• Measuring equipment not required for the operation being performed, is lying
3. Contingency Parts
• Many times storage place for contingency parts become a last refuge for broken parts,
surplus items and things nobody is likely to use
4. Shelves and Lockers
• Shelves and lockers tends to collect things that nobody ever uses , like surplus, broken
items etc.
5. Passages and Corners

• Dust, material not required seem to gather in corner
6. Besides Pillars and under the stairs
• These places tend to collect junk, spittoon etc.
7. Walls and Bulletin Boards
• Old out dated notices which have lost their relevance
• Posters or bulletins on wall
• Dust, remains of torn notices, cell tape pieces
8. Floor, Pits, Partitions
• Defective parts
• Protection caps, covers
• Packing material
• Hardware items , small items
• Even tools, tooling
9. Computer Hard Disk
• Many unwanted, outdated, temporary files pile up
Improvement methods
1. Flow Process Chart (Procedural Analysis) - drawing a process flow chart for the system
2. Operational Analysis - preparing the sequence of operations for system
3. Check List - a check sheet is used to decide what sort of main system and sub system are
necessary.
Dealing with papers
How to reduce papers on your Table?
 Make a single pile of papers
 Go through them and sort in following categories
a. Immediate action
b. Low priority

c. Pending
d. Reading material
e. For information
SEITION = Stabilize
To determine type of storage and layout that will ensure easy accessibility for everyone.
Activity - Functional storage
- Creating place for everything and putting everything in its place
How to achieve Systematic Arrangement?
1. Decide where things belong
 Standardize Nomenclature
 Determine an analytical method of storage
2. Decide how things should be put away
 Name & locations to everything. Label both item and location
 Store material functionally
 Prevent mistakes with coding by shapes & color
 Follow first in first out rule
 If two identical items are to be located, then store them forseparately, use color
coding.
3. Obey the Put away rules
 Put the things back to their location after their use
Use the following during stabilizing
 Signboards
 Shadow boards
 Color codes
 Outline markings

 Labels
To follow up a systematic arrangement use the following Guide.
Indicators Direction
Usage frequency Store frequently used material near the workplace and less
frequently at some distance
Weight and shape of the
material
Heavy material should be stored at lower levels/layers Place
directly on the material handling device for ease of handling
Category All items required for an operation may be stored in one
location.
E.g. Allen key, spanner etc hand tools required for setting m/c
Operation wise All items required for an operation may be stored in one
location.
E.g. Allen key, spanner etc hand tools required for setting m/c
Outlining and Placement
Marks
Mark boundaries of dept., aisles, Machines.
Follow straight line, right angle rule.
Nothing shall be kept outside the boundaries.
Stands and shelves Keep only required number of stands and shelves
Standardize height, size
Provide casters where necessary so that it can be moved
Wires and Ducts Color code.
When there are multiple connections - bundle the wires, label
them and make sure that they are in straight line /right angle and
firmly anchored.
Machine-tools & Tools Put the tools in the order you need them.
Location of the tool should be such that it can be put away with
one hand.
Try to eliminate some hand tools by permanently attaching it to
the bolt head.

Blades, Dies, Other
important consumables
Store them in the protected place.
Maintain these things regularly by applying rust.
Preventive, oiling etc.
WIP- Work In Process Designate a place for each component/part.
Decide on how much quantity to be stored.
Ensure that there is no damage to good part during transit, they
do not get rusty and they are not mislabeled.
Oils Reduce number of oils used (Standardize).
Color code for oil.
Safety aspects - fire prevention, pollution, leak and spillage.
Instrumentation &
Measuring Devices
Label them, show direction of flow.
SEISO=Shining (Cleaning)
Cleaning trash, filth, dust and other foreign matter. Cleaning as a form of Inspection
Activity - Keep workplace spotlessly clean
- Inspection while cleaning
- Finding minor problems with cleaning inspection
Here cleaning means more than just keeping things clean. Cleaning should be viewed
as a form of Visual Inspection. Preventive measures should be taken to tackle problems
of dust, grim, burrs, leakage etc. Root cause of the problem should be identified and it
should be eliminated
SEIKETSU = Standardization
Standardization is a review process that helps the work group document agreements
made during 5S activities and develop a standard operating procedure for all 5s

activities. It helps ensure that everyone uses the best practices and makes standards
visible so that variations can be easily and immediately recognized.
Setting up standards /Norms for a neat, clean, workplace and details of how to maintain
the norm (Procedure).
Regularizing 5S activities so that abnormalities are revealed
Activity - Innovative visual management
- Color coding
- Early detection of problem and early action
Condition
• For maintaining previous 3S, deploy visual management
• It has been estimated by scientific study that 60% of all human activities starts with sight
• 5S is easy to do once. It is consistency that is difficult. That is why Visual Management
is so important, so that everybody will know that there is some problem.
What visual control communicates?
It grabs one or more of our senses in order to
• Alert us to an abnormality
• Help us recover quickly
• Promote adherence and prevention
• Enable successful self management
Some methods for visual communication
 Color coding
 Use of Labels

 Danger alerts
 Indication where things should be put
 Directional arrows/ marks
 Transparent covers
 Performance indicators
Some methods for visual communication
Labels
 Precision management labels
 Inspection labels
 Temperature labels
 Responsibility labels
Points to remember in making visual control tools
 Make them easy to see from distance
 Put the display on the things
 Everyone can tell what is right and what is wrong
 Anybody can follow them and make necessary corrections easily
 Work place should look brighter & orderly
Some everyday visual management examples
 Traffic signal
 Zebra crossing

 In car - Petrol indicator
- Speed indicator
 Direction arrows
 Electric danger sign etc.
SHITSUKE = Sustain (Self Discipline)
This function helps the work group follow through on all 5S agreements made for the work area.
It helps ensure that applying the 5S’s becomes a self disciplined standard operating procedure.
Standardization involves three activities:-
1. Performing a visual assessment
 List agreements that are not being followed.
 Determine why not.
2. Developing an improvement plan
 Get consensus on solution
 Be specific:
 Identify responsibilities
 Set deadlines
 Post the plan in the 5S work area bulletin board
 File it in the 5S resource center
3. Developing individual responsibilities.
 Assemble work group members in personal work areas

 Have each individual determine the effectiveness of his or her individual
organizing methods in support of the 5S agreements.
 Have team members prepare personal 5S plan:
 Be realistic
 Be specific
 Review plan frequently, and make adjustments accordingly.
Diagrammatic Sketch of 5S implementation

Seven types of waste
The main seven types of waste are:-
1. Overproduction
2. Excess Inventory
3. Waiting
4. Transporting
5. Defect-making
6. Unnecessary Motion
7. Excess Processing
1.Overproduction
Cause
 Workforce and facilities in excess of production needs
 Big lot production
 Anticipatory production
 Machines that turn out parts too quickly
 Big and fast production machine
 Products are produced on and on
Outcome
 Disturbance of flow
 Increase in inventory(products, stock in- progress)
 Outbreak of defects

 Deterioration of turn-over ratio of funds
 Advance preparation of materials and parts
 Disturbance of flexibility in planning
How to Eliminate Overproduction
 Full work
 Line balancing
 One-piece flow
 Pull production
 Quick-change over productions
 Level production
2.Excess Inventory
Cause
 Weak inventory control awareness
 Bad facility layout
 Bottle-neck process
 Anticipation production
 Speculative production
Outcome
 Lengthened delivery time

 Nipping an improvement in the bud
 Waste of space
 Needs for inspection for transportation
 Expansion of working capital needs
How to eliminate excess inventory
 U-shaped manufacturing cells, layout of equipment by process instead of operation
 Production leveling
 Regulatory the flow of production
 Pull production using Kaizen
 Quick changeover productions
3.Waiting
Idle time caused by both human and machine waiting. The need to wait may be caused
by many things, including conveyance delays, machine failures, or some operators
working too fast or too slow. It is important to examine the causes of idle time.
Cause
 Bottle-neck process
 Obstruction of flow
 Trouble at previous process
 Capacity imbalance

Outcome
 Waste of manpower, time, and machines.
 Increase in the In-process Inventory
How to eliminate waiting (idle time)
 production leveling
 product-specific layout
 Mistake-proofing
 Human automation
 Quick changeover
 Automation maintenance
 Line balancing
4. Transporting
Cause
 Single-skilled worker (over-specialization)
 Sedentary operation
 Low morale
Outcome
 Waste of space

 Production deterioration
 Increase I transportation processing
 Expansion of transportation
 Occurrence of scratches and dents
How to eliminate transporting waste
 U-shaped manufacturing cells, layout of equipment by process instead of
operation
5. Defect-Making
Defect waste includes the defects themselves, the costs of inspecting for defects, responding to
customer complaints, and making repairs all of which increase because of the defects
themselves. Human errors create defects, as does variance in upper/lower tolerances in machine
operations. When defects occur, customer complaints increase. This is one measure of defect
rate. Stockpiles of defective products are another measure of this type of waste. When defects
occur at a significant rate, inspection staff is often increased so that the defects are not passed on
to the customer and inventory may be increased to make up for the defective part produced. In
addition, productivity decreases and the cost of materials rise.
Cause
 Emphasizing down-stream processes by inspection
 Poor methods and standards for inspection
 Excessive quality requirements
 Material handling and conveyance
 Lack of standard operation

Outcome
 Increase in material cost
 Productivity deterioration
 Increase in personnel and processes for inspection
 Increase in defects and claims
How to eliminate Defects
 Standard operations
 Mistake-proofing devices
 Full-lot inspection
 Building quality in at each process
 Flow production
 Elimination of the need to pick up and set down work pieces
 Improvement of jigs using human automation
 Promotion of value analysis and value engineering.
6. Unnecessary Motion
More inventories naturally leads to more motion. Motion refers to any transport or transference
of materials, parts, finished goods, from one place to another for any case. Material handling is
one part of motion.
Causes
 Isolated operation

 Craftsmanship traits prevail
 Bad layout
 Large lot production
 No education or training
Outcome
 Increase in manpower and processing
 Minimization of skills
 Unstable operation
 Unnecessary movement
How to eliminate unnecessary motion
 U-shaped manufacturing cells
 Flow production
 Multi-skilled operations
 Standing to perform operations
 Higher utilization rate
7. Excess Processing
Processing waste refers to operations and processes that may not be necessary. An increase in
defects may result from inappropriate or outdated operations or processes. Increased worker
hours may result in process waste and defects. Lack of training or standardization may also
produce process waste. Design changes may eliminate the need for certain operations, yet
workers may continue to do those operations because they don’t yet understand the change. For

instance, screw holes may continue to be drilled even though the fastening method has changed
to welding or glue, or too many screws may be used.
Outcome
 Unnecessary processing and operation
 Incomplete standardization
 Materials are not studied
 Increasing in manpower and processing
 Lower work efficiency
 Increase in defects
Cause
 Lack of analysis of proper order of processing
 Inadequate study of processes
 Inadequate study of operations
 Lack of analysis of contents of operation
 Improper jig and its use
 Insufficient standardization
 Lack of analysis of materials
How to eliminate excess processing
 U-shaped manufacturing cells
 Flow production
 Multi-skilled operations

 Standing to perform operations
 Higher utilization rate
Kaizen board
KAIZEN continuous improvement board
STAFF PERFORMANCE
RECORD
IMPOROVEMENT/SUCCESS
CORNER
Picture of well performing
employee...
PROBLEM/IDEA CORNER
One weeK>>>
SOLUTION CORNER
One week>>>
N.B. The size of the stand should be 2 times a flipchart paper.
Additional to the stand we need space for:
 Green;blue;red sticker
 Marker
 Idea and solutions formats
 Tape
0%
100% C
C
S
e
r
i
Idea
A
Problem
2
Idea
B
Idea
C
Problem
1
Solution
A
Solution
B

How to use the “KAIZEN continuous improvement board”?
This board is the main source of information regarding KAIZEN and the actual status of
improvement and activities leading to further improvements. For every working group or team
such a board has to be developed and kept up to date. Therefore an enterprise can be divided in
many small units which should be encouraged to work “as independent as possible”. A team has
to focus on how they can contribute to the company’s overall set of targets. As long as the team
is able to transform their ideas and small problems into solution, they should do this immediately
without asking for help from outside the team. This is real KAIZEN!!! Only if a problem is too
big, too much money needed or other departments or experts needed for realizing a solution, the
team has to transfer the idea/problem (a reason how a solution contributes to improvement
should be part) to the next higher hierarchy level.
As soon as every small unit or team is with such a KAIZEN board, it’s easy for the whole
management to be informed at any time, just be walking around and check the information given
on the KAIZEN boards. This is the 5th
s – sustain!!! Make sure that the reached improvement
level will stay in future.
The information on the board is divided into four corners:
 The “Staff performance record corner” shows the actual staff performance as well as the
gaps and need of training on the actual task of the process flow
 The “Improvement/success corner” shows the actual status of the three to five most
important improvement targets for this team. Additional you can put samples of success
(picture of best performer from this team, letter of thanks from the GM and the comment
from GM (see the format in the annex)
 The “Idea/problem corner” is the place where every team member is expected to place his
ideas or small problems(see the format in the annex)
 The “Solution corner” covers the solution actually developing by the team(see the format
in the annex)
Roles for using the board:
1. The staff performance is visible by three different colours red = newcomer; blue =
average performer with space of improvement; green = best performer able to do his
process step independent without outside help)
2. The improvement graphs have to be updated on a weekly basis. As soon as the result is
below the target, the team has to search for a reason why and find an idea or solution for
improvement
3. Everybody from the team is invited to put his ideas on the board! After maximum one
week time, the idea/problem should be transferred into a solution! So the Idea paper has
to go to the solution corner!
4. After another week, small solutions have to be put into reality! Bigger solutions/problems
have to be sent to the next hierarchy level for realisation.

SPMT (Sample Staff Performance Maintenance Tool)
Enterprise logo
Record of staff performance
Maintenance Department Electrical
Employee is able to do the job independent
Employee is able to do the job under supervision
Employee not trained on this job
/ Employee not involved in this job
Name of workers
Name of occupation /job
Managi
ng
depart
ment
Machi
ne
operat
ion
Elec
trica
l/ele
ctro
nic
mai
nten
anc
e
Buildi
ng
electr
icity
win
din
g
M
ac
hin
e
ins
tall
ati
on
Elect
rical
supe
rvisio
n
Mech
anic
supe
rvisio
n
Utility
supe
rvisio
n
Tsegazeab Mehari green / / / / / gree
n
gree
n
gree
n
Rezene Alemayehu Red Blue Red Blue / / gree
n
/ Red
Weldeyas Abraha / Blue Blue Blue Blu
e
Re
d
/ / /
Gezahegn Libanos / Blue Blue gree
n
Blu
e
Re
d
/ / /
No of trained staff 1 0 0 1 0 0 2 1 1
No of need staff 2 3 3 3 2 2 2 1 2
Date when trained staff is
needed
jan oct oct dec feb oct jan jan oct
Gap 1 3 3 2 2 2 0 0 1

The Deming improvement cycle
Plan – Kaizen Lead works with management to gather information and objectives for
improvement. This includes process area of focus, resources, management and customer
complaints about the process, and any current process performance data that is available.
Do – Kaizen Lead facilitates “Kaizen Event” with assigned resources to analyze current
process and implement improvements to meet management objectives.
Check – Kaizen Lead and team members gather data on the effects of the changes and present
results to management and organization.
Act – Kaizen Lead and team members document and standardize new process and develop a
monitoring plan to ensure improvement gains are sustained.
Plan
Do
Act
Check

Meaning and concept
According to Wikipedia, Kaizen, Japanese for "improvement", or "change for the better" refers to
philosophy or practices that focus upon continuous improvement of processes in manufacturing,
engineering, and business management. It has been applied in healthcare, psychotherapy, life-
coaching, government, banking, and other industries. When used in the business sense and
applied to the workplace, kaizen refers to activities that continually improve all functions, and
involves all employees from the chief executive to the assembly line workers. It also applies to
processes, such as purchasing and logistics, which cross organizational boundaries into the
supply chain. By improving standardized activities and processes, kaizen aims to eliminate
waste. Kaizen was first implemented in several Japanese businesses after the Second World
War, influenced in part by American business and quality management teachers who visited the
country. It has since spread throughout the world and is now being implemented in many other
venues besides just business and productivity
Kaizen is a system of continual undertaking by an enterprise to improve its business activities
and processes with the goal to always improve quality of products and services so that the
organization can meet fully customer satisfaction. KAIZEN can be built in and run with an
integrated and company-wide approach through collaboration of all the levels of the
organization that are top management, middle managers and front-line employees.
Commitment, genuine participation and motivation of all the three actors are critical factors.
KAIZEN normally places the foremost importance in improvements at the front-line workplaces
as the foundation of all the improvements efforts.
KAIZEN encompasses all the areas that are related to quality, cost, and delivery, whose
simultaneous improvements are essential in achieving customer satisfaction and success of the
organization, KAIZEN, as undertaken by an enterprise, involves continual, dynamic and self-
disciplined practice in the quest of improvements towards ever higher quality and productivity. In
this perspective, the practice of KAIZEN is conducive to creation of a corporate culture in which
the organization’s members are endogenously self-motivated to work together to continually
self-innovative and improve their organization. It also promotes the realization of human
potentials of all the members of the organization.

Kaizen is a philosophy and approach for the continuous incremental improvement of
performance.
The main thing you need to know to begin a continuous improvement program is how important
it is- how the smallest ideas can lead to the greatest results. Kaizen involves every employee in
making change—in most cases small, incremental changes. It focuses on identifying problems
at their source, solving them at their source, and changing standards to ensure the problem
stays solved.
These continual small improvements add up to major benefits. They result in improved
productivity, improved quality, better safety, faster delivery, lower costs, and greater customer
satisfaction. On top of these benefits to the company, employees working in Kaizen-based
companies generally find work to be easier and more enjoyable—resulting in higher employee
moral and job satisfaction, and lower turn-over. Kaizen is a system that involves every
employee - from upper management to the cleaning crew. Everyone is encouraged to come up
with small improvement suggestions on a regular basis. This is not a once a month or once a
year activity. It is continuous. Japanese companies, such as Toyota and Canon, a total of 60 to
70 suggestions per employee per year are written down, shared and implemented.
In most cases these are not ideas for major changes. Kaizen is based on making little changes
on a regular basis: always improving productivity, safety and effectiveness while reducing
waste.
Suggestions are not limited to a specific area such as production or marketing. Kaizen is based
on making changes anywhere that improvements can be made. Western philosophy may be
summarized as, “if it isn’t broke, don't fix it.” The Kaizen philosophy is to do it better, make it
better, and improve it even if it isn't broken, because if we don't, we can't compete with those
who do.
Kaizen involves setting standards and then continually improving those standards. To support
the higher standards Kaizen also involves providing the training, materials and supervision that
is needed for employees to achieve the higher standards and maintain their ability to meet those
standards on an on-going basis.
The ten principles for improvement shown below describe the spirit you need to have in order
to be successful in your kaizen activities.

Ten basic principles for improvement
1. Throw out all of your fixed ideas about how to do things.
2. Think of how the new method will work-not how it won’t
3. Don’t accept excuses. Totally deny the status quo.
4. Don’t seek perfection. A 50-percent implementation rate is first as long as it’s done on
the spot.
5. Correct mistakes the moment they are found.
6. Don’t spend a lot of money on improvements.
7. Problems give you a chance to use your brain.
8. Ask ‘why? ‘at least five times until you find the ultimate cause.
9. Ten people’s ideas are better than one person’s.
‘Improvement knows no limits.
Kaizen approach
The steps that we have to follow during Kaizen approach are:
1. Project selection - Projects should be selected that are important and have the right
scope to ensure success
2. Owner involvement – owners are involved in the decision making and implementation
3. Data driven – out comes are driven by facts and data, not opinions and assumptions
4. Quick wins – implement quick wins immediately to show success and generate
momentum
5. Simple calculations – always provide feedback and praise to team members
6. Celebrate success – always provide feedback and praise to team members
Importance of kaizen

1. Kaizen eliminates the hidden costs that result from the seven types of waste that can
exist in the production process.
2. Kaizen improves the value-added operations in the production process so that the
product delivered to the customer is of the high quality, lowest cost, and shortest delivery
time possible.
3. A kaizen event allows major changes to be made in practical area quickly and ‘with
minimum loss of production time.
4. ‘Kaizen Improves space utilization, product quality, use of capital, communications,
production capacity and employee retention.
5. Kaizen provides immediate results. Instead of focusing on large, capital intensive
improvements, Kaizen focuses on creative investments that continually solve large
numbers of small problems. Large, capital projects and major changes will still be
needed, and Kaizen will also improve the capital projects process, but the real power of
Kaizen is in the on-going process of continually making small improvements that
improve processes and reduce waste.
6. Kaizen Reduces Waste in areas such as inventory, waiting times, transportation, worker
motion, employee skills, over production, excess quality and in processes.
7. Employees working in Kaizen-based companies generally find work to be easier and
more enjoyable-resulting in higher employee moral and job satisfaction, and lower turn-
over
8. Kaizen provides immediate results; creative investments that continually solve large
numbers of small problems.
9. The real power of Kaizen is in the on-going process of continually making small
improvements that improve processes.

KAIZEN
EVENTS
MANAGEMENT
KAIZEN LEAD
(TEAM LEADER)
COORDINATOR
EVENT TEAM
MEMBERS

There are a number of important things to consider in determining the people who will be
involved in making Kaizen events a success. Of course, the team and the team leader are the
principal participants, but there are many others whose roles will provide the necessaries backup
and follow-through that the team will need before, during and after the event so that their efforts
take hold and bring measurable and lasting result. Everyone involved will need a general
commitment to Kaizen event to make it return optimal improvements to the plant.
Roles and responsibilities-Management
Management is comprised of executive, process owners, managers of the process being
improved.
Main responsibilities are
 The plant manager’s primary role is to communicate wholehearted support for the kaizen
teams
 Driven Kaizen or continuous improvement culture
 Work with Kaizen lead to identify the process area to be improved and objectives of
Kaizen activities
 Attend all kick-off Kaizen events and participates in Kaizen Events as needed for
approval/feedback by the team
 Identify resources and provide time and materials to execute activities
 Publicly endorse Kaizen improvements activities
 Remove barriers to Kaizen team success and empower the kaizen team
 Recognize the team for their efforts
 Keep on eye on the continues availability of employees ideas and make sure that is
implemented

 Be committed to give feedback on the implementation of Kaizen continuously and to
make the given solutions implemented according to their schedule.
 Knowing that the whole company is backing you up makes it possible for you to put your
whole attention and best thinking it in to a Kaizen event.
Roles and responsibilities-The human resource manager
Human resources should participate from the start in identifying team members and helping with
pre-training. This pre-training should occur before the event to help team members be prepared
for the changes that will take place in their work areas during and after the event. They can be
given guide lines about how to handle those changes, and how to help the co-workers do so as
well.
Roles and responsibilities – Coordinator
 He/she is the responsible person for the implementation of Kaizen event in the whole
compound of the enterprise.
 Lead the team leaders
 Has to organize the training equipment, facilities and handouts
 Is the way between team leaders and executive managers
 Participate in Kaizen Events as needed
 Team player in application of Kaizen methodology
 Provide process expertise and feedback during all Kaizen activities
 Help manage implementation of solutions and ensure transition of improved process to
the business
 Act as a change catalyst
 He she is the responsible person for the never ending P-D-C-A circle
Roles and Responsibilities – Kaizen Lead (team leader)
 Lead all Kaizen activities and facilities the Kaizen event

 Train team members in Kaizen principles and techniques
 Work with management to define process area, resources, and problem and goal
statements for Kaizen improvements efforts
 Schedule all meetings for completing Kaizen deliverables
 Clearly define desired outcomes of Kaizen activities with management and team
members
 Accountable for reporting event progress and coordinating communication to
management and stakeholders
 Manage implementation of solutions and ensure transition of improved process to the
business
 Maintain all documentation from the event, prepare and submit all deliverables
 Train the team members about the Kaizen event
 Keep the staff performance record sheet up to date permanently
 Hand over the training need information to the training coordinator
 Carry out assessment after a defined period of time
Roles and responsibilities – Team members
 Participatory in all Kaizen activities(recommended number of team members does not
exceed 15)
 Team player in application of the Kaizen methodology
 Provide process expertise and feedback during all Kaizen activities
 Are responsible for tasks within the team action plan
 Delivery regular updates to team and management on status of action steps

 Help manage implementation of solutions and ensure transition of improved process to
the business
 Act as a change catalysts
ANNEX. 1 Management comment format
no management name and position date comment signature
1
2
3
4

Annex. 2 Suggestion format
Idea/problem sheet
solution sheet
SOLUTION SHEET
Solution for the idea/problem No:……………….
……………………………………………………………
……………
……………………………………………………………
…………….
……………………………………………………………
…………….
……………………………………………………………
……………...
……………………………………………………………
……………
……………………………………………………………
…………….
Solved by:
Name:………………………..
Signature:……………………..
Date……………………………….
Annex 3. 5S checklist
IDEA/ PROBLEM
SHEET
Idea/problem No:………………………
Description of idea/problem:
……………………………………………
……………………
……………………………………………
……………………
……………………………………………
………………….
……………………………………………
………………….
……………………………………………
………………….
……………………………………………
………………….
Generated by:
Name:………………………..
Signature:……………………..
Date……………………………….

No’’ Item 0 1 2 3 4 Comment
1 Are all notices and other information available in the
work area up to date
2 Is unused equipment and machinery eliminated from
the plant
3 Is obsolete inventory and raw material eliminated from
the
plant
4 Are aisles and doorways free from material and
blockages
5 Are all tripping hazards and obstructions eliminated
6 Are all work area boundaries clearly marked
7 Are storage places for all tools and equipment
designated
and marked
8 Are storage places for all work in progress designated
and
marked
9 Are all machinery, storage equipment and columns
identified and numbered
10 Are all pipes, controls and gauges identified and
labeled
11 Is the plant free from trash and dirt
12 Is the floor and machinery free from all foreign
material
13 Are machines clean and in good repair
14 Are sources of dust, dirt and foreign material under
control
15 Are oil analysis and other techniques used to gauge

machine condition
16 Are cleaning and checking schedules available and in
documented use
17 Are up to date work instructions, including quality
checks,
available and in use at all work stations
18 Are all bins and parts properly identified and tagged
19 Are gauges and indicators labeled to clearly show the
normal operating range
20 Are all start-up safety checks carried out and
documented
21 Is everyone wearing proper safety gear
22 Are all unused tools and equipment properly stored
23 Are all raw materials and work in progress properly
stored
24 Are all personnel fully trained in the tasks they are
responsible for, and regularly tested
25 Is there a regular auditing process to verify
compliance
with all elements of the production and safety systems
total
= 100
Scoring method:
0 = ‘No’, where the only choice is ‘0’ or ‘4’, otherwise it means ‘not at all’
1 = Some evidence of a plan, but very little conformance
2 = About half the instances noted were in conformance

3 = Instances noted were mostly in conformance, but one or more problems were found
4 = ‘Yes’, where the only choice is ‘0’ or ‘4’, otherwise complete conformance with no problems
noted
Total possible score is 100.
Please see the instructions to the auditor for detailed information about how to carry out a
particular check.
Introduction
This unit of competence covers the exercise of good workplace practice and effective
participation in quality improvement teams. Personnel are required to ensure the quality and
integrity of their own work, detect non-conformances and work with others to suggest
improvements in productivity and quality.
Satisfy quality system requirements in daily work, Access information on quality system
requirements for own job function, Record and report quality control data in accordance with
quality system, Follow quality control procedures to ensure products, or data, are of a
defined quality as an aid to acceptance or rejection, Recognize and report non-conformances or
problems, Conduct work in accordance with sustainable energy work practices,
Promote sustainable energy principles and work practices to other workers,
Analyze opportunities for corrective and/or optimization action, Compare current
work practices, procedures and process or equipment performance with requirements and/or
historical data or records, Recognize variances that indicate abnormal or sub-optimal
performance, Collect and/or evaluate batch and/or historical records to determine possible causes
for sub-optimal performance, Use appropriate quality improvement tools and techniques to rank
the probabilities of possible causes, Recommend corrective and/or optimization actions,
Analyze causes to predict likely impacts of changes and decide on the appropriate
actions, Identify required changes to standards and procedures and training, Report
recommendations to designated personnel, Participate in the implementation of recommended

actions, Implement approved actions and monitor performance following changes to
evaluate results, Implement changes to systems and procedures to eliminate possible
causes,Document outcomes of actions and communicate them to relevant personnel,
Participate in the development of continuous improvement strategies, Review all
relevant features of work practice to identify possible contributing factors leading to sub-optimal
performance, Identify options for removing or controlling the risk of sub-optimal performance,
Assess the adequacy of current controls, quality methods and systems, Identify quality
improvement opportunities to continuously improve performance, Develop recommendations
for continual improvements of work practices, methods, procedures and equipment effectiveness,
Consult with appropriate personnel to refine recommendations before implementation of
approved improvement strategies, Document outcomes of strategies and communicate them to
relevant personnel
Conceptual Overview and Definitions of Kaizen
Kaizen is a Japanese word that has become common in many Western companies. Kaizen culture
an organizational culture based on the three super ordinate principles namely process and results,
systemic thinking, nonjudgmental and non-blaming (Mullins, 2010). The word indicates a
process of continuous improvement of the standard way of work. It is a compound word
involving two concepts: Kai (mean change) and Zen (mean for the better). The term also comes
from ‘Gemba Kaizen‘meaning ‗continuous improvement‘(CI). Continuous Improvement is one
of the core strategies for excellence in production, and is considered vital in today‘s competitive
environment (Robinson, 1991). It calls for endless effort for improvement involving everyone in
the organization.
Principle1: Kaizen is process oriented. Processes need to be improved before results can be
improved. Principle2: Improving and maintaining standards. Combining innovations with the on-
going effort to maintain and improve standard performance levels is the only way to achieve
permanent improvements. Here, kaizen focuses on small improvements of work standards
coming from on-going efforts. There can be no improvement if there are no standards. The

PDCA Cycle (Plan-Do-Check-Act) is used to support the desired behaviours. This cycle of
continuous improvement has become a common method in Kaizen; it is used to generate
improvement‘s habits in employees. Principle3: People Orientation. Kaizen should involve
everyone in the organization, from top management to workers. One of the strongest
mechanisms aligning with this third principle is Group-oriented Kaizen. Kaizen teams focus
primarily on improving work methods, routines and procedures usually identified by
management (Imai, 1986). Kaizen Application and Implementation Kaizen implementation is not
once in a month or once in a year activity. It is continuous. Imai (1997) expressed that the rate of
the worker participation in terms of providing important suggestion for their organization and
Japanese companies, (such as Toyota and Canon, a total of 60 to 70 suggestions per employee
per year are written down, shared and implemented). In most cases these are not ideas for major
changes. Kaizen is however, based on making little changes on a regular basis namely, always
improving productivity, safety and effectiveness while reducing waste. Suggestions are not
limited to a specific area such as production or marketing. Kaizen is generally based on making
changes anywhere that improvements can be made. A Western philosophy may be summarized
as; they say goes if it isn‘t broken, don't fix it." The Kaizen philosophy is to "do it better, make it
better, and improve it even if it isn't broken, because if we don't, we can't compete with those
who do." Kaizen in Japan is a system of improvement that includes both home and business life.
Kaizen even includes social activities. It is a concept that is applied in every aspect of a person's
life. In business Kaizen encompasses many of the components of Japanese businesses that have
been seen as a part of their success. Quality circles, automation, suggestion systems, Just-In-
Time delivery, Kanban and 5S are all included within the kaizen system of running a business.
Kaizen involves setting standards and then continually improving those standards. To support the
higher standards kaizen also involves providing the training, materials and supervision that is
needed for employees to achieve the higher standards and maintain their ability to meet those
standards on an on-going basis. Kaizen is focused on making small improvements on a
continuous basis (Imai, 1997). Many scholars in the field believe that there are certain minimal
conditions which have to be met for successful implementation of kaizen. This includes
conducive political framework, harmonious social relations, compassionate and sympathetic
attitude, and capacity to take individual, as well as collective responsibility, and ability to work

collectively or high social capital (Ohno, I., Ohno, K., Uesu, S., Ishiwata, A., Hosono, A.,
Kikuchi, T., et al., 2009)
2.4.2 Roles of Management and Employees in Implementing Kaizen
When we see bureaucratic application of the management system it has perceptual difference
between Western nations and Japan regarding job function. These includes: (1). Western
Approach: Importance to systems and procedures are, through systems in that organizational
level and functions are established. Here, the focus is on control i.e. functioning within chance
cause variation level. In order to take action when assign causes creep in the context. Changes
are mainly through innovations. They are top and middle management responsibilities. This
leads to the existence of two types of organizations. (A). Status-quo organization has attempt to
improvement or innovation till market condition forces ;(B). Innovation centred organization: is
high technology industry. Eventually it disappeared after sometime (Imai, 1986). (2). Japanese
Approach focuses on technological and process innovation fall largely in the domain of top and
middle management, but improvements are an all pervasive activity from top to bottom with
varying degrees according to (Imai,1986)3. Management has two major functions in kaizen (i)
Create a conducive environment and encourages continuous improvement (technological,
managerial and operative) and establishes standards; (ii) maintaining the standards established;
as we go from the bottom, the improvement function increases and the top and middle
management have a greater role in it. Similarly, as we come down from the top, the supervisors
and workers have a greater role in maintenance function. The important role for management in
maintenance function is to establish the standards, policies and procedures so that they can be
followed by everybody and they could be monitored and reviewed. Management also has the
responsibility to educate and train the people to
3 Masaaki Imai 1986 Kaizen: The Key to Japan’s competitive success. New York: McGraw-Hill. And Masaaki Imai,
1997
Gamba Kaizen: A commonsense, low-cost approach to management. New York McGaraw-Hill.
enable them to follow the standards. Thus, in the Japanese perception, one action follows the
other in succession (Imai 1986)4.

1. Top Management: They work as a establish kaizen as a corporate policy, and (a) to work out
strategies for implementation of kaizen management philosophy in the MSEs; (b) to allocate
resources, extend, support guidance and provide according to the came author (c) establish clear
policies on kaizen and provide cross functional management goals for achieving kaizen; (d)
Evolve systems and procedures and organizational structures for promotion of kaizen (Imai,
1986).
2. Middle Management: (a) Deploying and implementing Kaizen goals directed by top
management. Use kaizen in cross functional management activities; (b.) Improving (kaizen) in
functional capacity; (c.) Maintaining and upgrading existing standards through improvements;
(d.) Providing assistance to workers to develop skills and acquire knowledge on problem solving
tools.
3. Supervisors: (a.) Follow Kaizen in the functional role (b.) Sustain high morale of workers;
keep continuous communication links; assist in kaizen. (c.) Involve in and support SGA like QC
circles and also suggestion system. (d.) Provide assistance and involve workers in kaizen
activities (Imai, 1986).
4. Workers (a.) Through small group activities and suggestion system involve in kaizen
(b). Be disciplined to follow standards. Think of kaizen in day to day activities. (c.) Concentrate
on self-development continuously and increase capabilities for problem solving.
2.4.3. The System, Technique and Implementation of Kaizen Family
Indeed an integral part of Total Quality Management (TQM) is Kaizen therefore the term is
reciprocally related. When an organization/company want to maintain a level of quality that
satisfy their customers at the appropriate time and price then that organization must follow some
quality management techniques to fulfill those principles and planning. According to Imai (1986)
the techniques associated with Kaizen included are, total quality control (TQC)/TQM, just in
time (JIT), total productivity maintenance (TPM), five ‖s‖ (5s), Benchmarking, skill gap analysis,
six sigma the information about it found under TQM, Policy Deployment, a Suggestion System,
Small-group activity, etc. For this research only use some of them than all organizational
performance and effectiveness.

Under Organizational performance and effectiveness also it has, TQM/Kaizen, Six Sigma and
BPR are the meagre ones according to (Mullines, 2010). These are generally expressed in terms
of a way of life for an organization as a whole, committed in total customer satisfaction through
continues process of improvement or an application of radical change, and the contribution and
involvement of people. This topic also emphasize on explanation about the features of TQM and
kaizen in detail.
4 . Masaaki Imai 1986 page 7 and Thessaloniki (2006).Japanese perception of Job function currently world kaizen
leader
21
Total Quality Management (TQM)
One particular approach to improved organizational performance and effectiveness is the concept
of the Japanese inspired total quality management (TQM). There are numerous definitions about
TQM. These are generally expressed in terms of a way of life for an organization as a whole,
committed to total customer satisfaction through a continuous process of improvement and the
contribution and involvement of people according to (Mullines,2010)5. A major influence on the
establishment and development of TQM was the work of Deming, who emphasized the
importance of visionary leadership and the responsibility of top management for initiating
change. A mathematician by training, he was interested in statistical measurement of industrial
processes and attempted to persuade the American manufacturing industry to improve quality,
and to create constancy of purpose for improvement of products and service. Deming cited in,
(Ibid), drew attention to the importance of pride in work and process control, and made constant
reference to the importance of ‗good management‘ including the human side of quality
improvement and how employees should be treated. The successful organization should perform
effectively with organizational matter on policy issues it is constantly seeking opportunities to
improve the quality of its products and/or services and processes. The organization must also
couple quality with a required level of productivity. The chartered management institute gives
the following definition: (Ibid: 782.) TQM is a way of managing which gives everyone in the
organization responsibility for delivering quality to the final customer; quality being described as
‗fitness for purpose‘ or as ‗delighting the customer‘. TQM views each task in the organization
as fundamentally a process
which is in a customer/supplier relationship with the next process. The aim at each stage is to

define and meet the customer‘s requirements with the aim of maximizing the satisfaction of the
final consumer at the lowest possible cost.
Implementation of TQM and Kaizen
If TQM is to be implemented successfully it must be seen as a total process involving all
operations of the organization and the active participation including top management. It demands
a supportive organizational culture and a programme of management change. TQM places
emphasis on the involvement of people as
the key to improved quality. It involves changes to the traditional structure with greater emphasis
on natural 5 Laurie J. Mullins is lecturer in Portsmouth University of United Kingdom (UK) he wrote a book
Management and
organizational Behavior, the TQM information can get in the themes of organizational performance and
effectiveness. work groups, multi-discipline working and team-based management. Attention must
be given to effective education and training, empowerment and the motivation to take ownership
of quality, and systems of communications at all levels of the organization. A related strategy to
achieve a long-term aim, hence, management authors‘ and researchers agreed that the successor
of TQM is the balanced scorecard. According to Drummond cited in, Ibid, puts forward an
interesting debate on comparing the philosophies and ideas of Deming with Taylor‘s Scientific
Management, and questions whether Deming‘s ideas are as radical as they seem. Drummond
suggests: cited in (Mullins, 2010)
The theme Kaizen is integral part of a total quality approach is the Japanese concept of Kaizen,
which literally means ‗improvement‘ or is often interpreted as gradual progress or incremental
change. Kaizen was introduced in several Japanese organizations after the Second World War
and is particularly associated with Toyota. The approach analyses every part of a process down
to the smallest detail; Sees how every part of the process can be improved; Looks at how
employees‘ actions, equipment and materials can be improved; and Looks at ways of saving time
and reducing waste it includes social life outside the working environment according to (Mullins,
2010).
Quality Management

Quality management is a set of ‘coordinated activities that direct and control an organisation
with regard to quality’ (International Organization for Standardization 2000a, p. 8). Quality
management is a generic term used collectively to describe different philosophies, phenomena
and methodologies, such as quality planning, quality improvement (QI) and quality control (QC).
The scope of quality management extends from simple techniques such as inspection, a
suggestion system, quality circles and Kaizen, to advanced concepts such as
Lean, Six Sigma, TQM and the Balance Scorecard. Hence, managing quality is significant for
the success of businesses (Dale 1999). Quality management received immense attention in the
post-war reconstruction of Japan (Fisher & Nair 2009). Fisher and Nair (2009) state that quality
management turned out to be the most significant economic contribution for Japan. Experts such
as Dr Shewhart and Dr Deming introduced the concepts of quality and statistics (Petersen 1999;
Wilcox 2004), which later proved to be the backbone of Japan’s surprisingly improved and
developed economy (Glassop 1995). Extensive focus on quality assisted Japan not only to
recover from the devastating effects of the war, but it also facilitated the country’s emergence as
a leading world economy. This also resulted in turning the focus of the entire world to quality
and quality management (Dahlgaard & Dahlgaard-Park 2006). Quality is a relative term and no
one definition exists (Dale 1994, 1999; Van der Wiele, Dale & Williams 1997). Garvin (1984)
presented eight product quality dimensions: performance, features, reliability, conformance,
durability, serviceability, aesthetics and perceived quality. Further, it is important to note that
any product can be checked for quality against these dimensions singly or collectively. As for the
conceptual development of quality, Dale (1999) and van der Wiele, Dale and Williams (1997)
present a transitional model. According to Dale (1999) and van der Wiele, Dale and Williams
(1997), the evolutionary steps of the quality concept show a complete conceptual transition,
moving from inspection to QC to QA, and then to TQM. However, as shown in Figure 2.1,
quality evolution can also be described as starting from inspection and moving to QC, then to
QA, and then perhaps to quality management Phase I (QM Phase I), quality management Phase
II (QM Phase II) and possibly quality management Phase III (QM Phase III), thus highlighting
how all these stages are closely interrelated (Khurshid, Waddell & Glassop 2010). In other
words, the journey to measure and improve quality begins with product inspection and leads to

process control, system management, incorporating cultural change and, finally, performance
management or, perhaps, sustainable organisation, (see Figure 2.1).
Figure 2.1: Evolution of Quality as Collated by Author from Dale (1994, 1999); van der
Wiele, Dale and Williams (1997); and Khurshid, Waddell and Glassop (2010)
In examining the sequence, one can perceive that, to achieve performance enhancement
effectively, it is essential to follow the sequence. This is because all the transitional stages are
interlinked and omission of any stage could result in the development of an ineffective quality
management system. For example, at the stage of process control, QC cannot be carried out
without product inspection; similarly, QA activity includes QC and so on. Most of the time, the
industry adopts the latest version of quality management without proper execution of the prior
stages, which is why the majority of implementations turn out to be sour experiences and the
methodology is usually termed as a fad (Ponzi & Koenig 2002; Ramberg 2000; Zhivago 2007).
This seems to be true in the case of SMEs in which quality management adoption is largely the
result of push by their customers and not by choice of the SMEs themselves (Brown, van der
Wiele & Loughton 1998). Further, the absence of theoretical foundations for the implementation

of quality management in SMEs is another gap to be considered. Although Anderson,
Rungtusanatham and Schroeder (1994) tried to establish the theoretical basis for quality
management, overall the literature is silent. As a result, most often, SMEs show an absence of
proper conceptual understanding of quality management; thus, an ineffective quality
management system, without any proper strategy to improve the performance, is established and
implemented. Critical analysis suggests that, for the most part, in SMEs, there is nothing wrong
with any of the quality management techniques and much is dependent on the intention behind
its adoption along with the commitment of the top management. As discussed earlier, the term
quality management is quite broad and it includes a variety of methodologies and philosophies.
Among various quality management programs, ISO 9000, discussed in the next passage and are
overviewed in the following sections.
ISO 9000 Standard
The ISO 9000 standard series is the most implemented quality management standard in the world
(British Standards Institution [BSI] 2011), across all types of organisations, large as well as
SMEs. BSI (2011) reports that over one million organisations in 178 countries are using the ISO
9000 standard to address their quality management needs. The implementation of ISO 9000
standard is more as compared to other quality management programs in organisations belonging
to Organisation for Economic Co-Operation and Development (OECD) countries, as identified
by Mellor and Hyland (2005). The ISO 9000 standard series has also received recognition in the
literature (Antony, Kumar & Madu 2005; Wessel & Burcher 2004). ISO 9000 is helpful and
essential for understanding the basic philosophy of quality management. ISO 9000 is based on a
process approach model with the intention of implementing it with the help of the Deming Cycle
that is, Plan (P), Do (D), Check (C) and Act (A) (ISO 2008; Moosa & Sajid 2010). The
International Organization for Standardization (ISO) describes eight quality management
principles that provide a basis for establishing and implementing quality management in any
organisation, regardless of type, size and product they produce (ISO 2008; Pfeifer, Reissiger &
Canales 2004). Table 2.1 presents the eight quality management principles mentioned in the ISO
9000 standard (ISO 2000a, pp. v–vi).

Table 1: Quality Management Principles
EIGHT QUALITY MANAGEMENT PRINCIPLES
1) Customer focus: Organizations depend on their customers and therefore should
understand current and future customer needs, should meet customer
requirements and strive to exceed customer expectations.
2)Leadership: Leaders establish unity of purpose and direction of the organization.
They should create and maintain the internal environment in which
people can become fully involved in achieving the organization's
objectives.
3) Involvement
of people:
People at all levels are the essence of an organization and their full
involvement enables their abilities to be used for the organization's
benefit.
4) Process approach: A desired result is achieved more efficiently when activities and related
resources are managed as a process.
5) System approach
to Management:
Identifying, understanding and managing interrelated processes as a
system contributes to the organization's effectiveness and efficiency in
achieving its objectives.
6) Continual
improvement:
Continual improvement of the organization's overall performance
should be a permanent objective of the organization.
7) Factual approach
to decision making:
Effective decisions are based on the analysis of data and information.
8) Mutually
beneficial supplier
relationships:
An organization and its suppliers are interdependent and a mutually
beneficial relationship enhances the ability of both to create value.
Source: Adapted from “Quality Management Systems—Fundamentals & Vocabulary (ISO
9000:2000)” by International Organisation for Standardization (2000)

Abbreviations and Acronyms
AA TVET: Addis Ababa Technical and Vocational Education and Training
AOTS: Association for Overseas Technical Scholarship
APP: Annual Performance Plan
BMSE: Bureau of Micro and Small Enterprises
BTEP: Phase Training Professional Development Training in Outcomes Based Education and
Training for Curriculum Development Officers
CBT: Competency-Based Training
Co-op: Cooperative
CPD: Continuing Professional Development
CSA: Central Statistical Authority
CTE: Career Training and Education
DTVET: Department of Technical Vocational Education and Training
EKI: Ethiopia Kaizen Institute
ESDP: Education Sector Development Program
ETP: Education and Training Policy
EFQM: European Foundation for Quality Management
GIZ: The German Society of International Cooperation (Gesellschaft für Internationale
Zusammenarbeit)
GTP: Growth and Transformation Plan

ICT: Information Communication Technology
IGAs: Income Generating Activities
ILO: International Labour Organization
ISO: International Organization for Standardization
JICA: Japanese International and Cooperation Agency
JIKA: Japan International Kaizen Agency
JIT: Just in Time
JUSE: Union of Japanese Scientists and Engineers
MDGs: Millennium Development Goals
MFCSA: Micro Finance Credit and Saving Association
MSEs: Micro and Small Enterprises
KAB: Know about Business
MBE: Small Business & Enterprises
MoE: Ministry of Education
ODA: Official Development Assistance
OJT: On the Job Training
PDCA: Plan-Do-Check-Act
QA: Quality assurance
QC: Quality control
QC: Quality Circle
QCC: Quality Control Cycle
QFD: Quality function deployment
QI: Quality improvement

QM Phase I: Quality management Phase I
QM Phase II: Quality management Phase II
QM Phase III: Quality management Phase III
R&R: Reward and Recognitions
MOTI: Ministry of Trade and Industry
NGO: Non-Governmental Organization
SMED: Single-Minute Exchange of Dies
SMEs: Small and Micro Enterprises
SQC: Statistical Quality Control
SDCA: Standardization-Do-Check-Act
SDPs: sustainable development plans
SPSS: Statistical Package for the Social Sciences
TICAD: Tokyo International Conference for African Development
TPM: Total Productive Maintenance
TQC: Total Quality Control
TQM: Total Quality Management
TPM: Total Productive Maintenance
TVETA: Technical and Vocational Education and Training Agency
UC: UNIT OF COMPETENCE
UNIDO: United Nations Industrial Development Organization
UNESCO: United Nations Educational, Science and Cultural Organization
WIE: Work-Integrated Learning
WACE: World Association for Cooperative Education

ZD: Zero Defects
3Mu: three Mu, Muda (wastefulness), Muri (excessiveness), Mura (dispersion)
5S: Five S, (Sort, Set in Order, Shine, Standardize, and Sustain)
Japan’s words in to English language
On 5S
 Seiri – Sorting
• Seiton – Stabilize
• Seiso – Shine
• Seiketsu – Standardization
• Shitsuke – sustain
Japanese 5Ss terms: translation in to English words
 seiri - eliminating everything not required for the work being performed
(sort)
 seiton - efficient placement and arrangement of equipment and material (set
in order)
 seison - tidiness and cleanliness (shine)
 seiketsu - ongoing, standardized, continually improving, standardize

 seiton, continue the situation in proper manner sustain
shitsuke - discipline with leadership

21, 2017 By Operation Sheet UC Kaizen
By Berhanu Tadesse Taye Operation Sheet UC Kaizen
English words of 5Ss Amharic Translation
Sort:- የማያስፈልጉ ቁሶችን እንደሚያስፈልጉበት ጊዜ ለይቶ አርቆ ማስቀመጥ ወይም ማስወገድ
Stabilize:- እቃዎችን በስርአት ማስቀመጥ/ ለአንድ እቃ አንድ ቦታ
Shine:- አካባቢያችንና መገልገያዎቻችንን ማጽዳት
Standardize:- ከላይ የተጠቀሱትን ስራዎች እንደ አሰራር ደረጃ መመደብና መተገበር
Sustain / self discipline:- ሁሉም ሰራተኛ 4ቱን ስራዎች እንደ መደበኛ ስራ ማከናወኑን ማረጋገጥ
Waste /muda/ elimination: BKnTN ¥SwgD
Office kaizen bx-”§Y µYzN btlYM (bb!éãC y¸µÿD µYzN) mr¬êE ›§¥
qN bqN bMÂkÂWÂcW tGÆ‰T y¸f-R BKnTN ¥SwgD nWÝÝ
Waste (BKnT) SNL _‰T ÃlW xgLGlÖT ¼MRT bmS-T ydNb®C F§¯T
b¥à§T ym¼b@t$N ¼yDRJt$N¼ ‰:YÂ tL:÷Â ›§¥ l¥úµT MNM ›YnT
:s@T y¥Y=MR ¥N¾WNM XNQS”s@ ¼|‰ Ymlk¬L¼ YH BKnT btlÃ†
mLk# l!gl{ YC§LÝÝ
Glossaries of Terms
 Attitude:
A way of thinking either positive or hostility behaviours over what somebody react on
it or appraisal of impression in one‘s mind by making

 Abnormality Management
Also called Ijo-kanri. It is the process of identifying and immediately responding to
activities that are outside of the standard method of operation
 Activity Sheet
Lists the team, objectives, current situation, problems, and charts for a kaizen topic. A
summary sheet (an activity sheet) should be filled out well before the start of the kaizen.
It should carefully define the scope and breadth of the kaizen, illustrating why the topic is
important and how it fits into the scheme of goals of the company. It should be
communicated at the kick-off among all company leaders who may have processed
affected by the kaizen
 Affinity Diagram
Tool used in initial stages of brainstorming to get the most thinking out a diverse group of
people
 Agile Manufacturing
Agile manufacturing strategies — tools, techniques, and initiatives that enable a plant or
company to thrive under conditions of unpredictable change. Agile manufacturing not
only enables a plant to achieve rapid response to customer needs, but also includes the
ability to quickly reconfigure operations — and strategic alliances — to respond rapidly
to unforeseen shifts in the marketplace. In some instances, it also incorporates
"mass customisation" concepts to satisfy unique customer requirements. And, in the
broadest sense, it includes the ability to react quickly to technical or environmental
surprises
 Andon
An andon is a tool of visual management, originating from the Japanese for 'lamp' and is
a set of lights placed on machines or processes to indicate their operational status. The

lights are commonly colour-coded green for normal operations, yellow for a changeover
or planned maintenance, and red for abnormal down time. The red light is often
combined with an audible signal such as music or an alarm
 Annual Inventory Turns – Stock Turn
Annual inventory turns -- A measure of asset management that is calculated by dividing
the annual cost of goods sold (for the most recent full year) by the average on-hand total
inventory value at plant cost. Total inventory includes raw materials, work in process and
finished goods. Plant cost includes material, labour, and plant overhead
 Auto Time
The time when a machine is running on automatic cycle and a person is not needed to
operate the machine. It is commonly applied to NC machine cycles, oven cycles, wash
cycles , etc.
 Automatic Time
Same as Auto Time
 Autonomation
Also called Jidoka. autonomation is automation with 'the human touch', capable of
detecting and preventing defects, and stopping a machine or process when an abnormality
occurs. It is a pillar of the Toyota Production System
 Blast
Rapid Process Improvement following a standard format
 Bottleneck
Bottleneck -- Any point in manufacturing operations at which movement is slowed
because demand placed on a resource is equal to or more than capacity

 Brainstorming
A confirmed process to creatively and efficiently generate a high volume of ideas through
an approach that is free of criticism and judgment
 Cluster:
Is a closely organized group of peoples and sectors etc to do similar work and who work
closely together on the same purpose and nonlinear activity that generates ideas, images
and feelings around stimulus word ―Good desired information is the key to good
decisions‖.
 Cellular Manufacturing
Cellular manufacturing -- A manufacturing approach in which equipment and
workstations are arranged to facilitate small-lot, continuous-flow production -- often in a
U-shaped cell. In a manufacturing "cell," all operations necessary to produce a
component or subassembly are performed in close proximity, thus allowing for quick
feedback between operators when quality problems and other issues arise. Workers in a
manufacturing cell typically are cross-trained and, hence, able to perform multiple tasks
as needed
 Check Sheet
A deceptively simple device to accurately record easy-to-understand data, forcing
agreement on the definition of each condition — various people observing record the
same information. A complete check sheet includes complete source description (time,
date, conditions, etc.) and content in columns by categories of what is being counted. The
count itself is marked at each instance. A four-sided box with a line through the middle is
a more accurate tally than the traditional hash marks — easy to overstrike a hash mark
 Chaku-chaku line
A production line where the only human activity is to 'chaku' or 'load' the machines. The
machines eject the finished parts automatically using hanedashi

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