Kaizen management

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Kaizen management

  1. 1. KM 1 KA IZ E N Management Characteristics ofJapanese Production Systems
  2. 2. KM 2 KAI-ZENContinuous improvement V: Green walking
  3. 3. KM 3 What is Industry ? Input Output IndustryMan-power ProductsMachines Services Materials Methods Technology Skill (4M’s)
  4. 4. KM 4Evaluation of the output ? Q, C, D Input Output Industry Q: Quality C: Cost KAIZEN D: Delivery action
  5. 5. KM 5 KAIZEN is a feedback Input Output Industry KAIZEN actionKAIZEN is a corrective action
  6. 6. KM 6KA IZ E N is a Japanese word 改 : change 善 : better
  7. 7. KM 7Definition of KAIZEN
  8. 8. KM 8 Definitions of KAIZEN1. A selection of better means or a change of current method for achieving an objective.1. An accumulation of small changes The Japan HR Association
  9. 9. KM 9How do farmers pack oranges?
  10. 10. KM 10I need help.
  11. 11. KM 11Productivity: 1 net per min.
  12. 12. KM 12
  13. 13. KM 13Productivity: 5 nets per min. with 2 workers
  14. 14. KM 14A selection of better means or a change of current method for achieving an objective. Can you think of a better method to pack oranges?
  15. 15. KM 15Productivity: 5 nets per min. with 1 worker
  16. 16. KM 16 Definitions of KAIZEN1. A selection of better means or a change of current method for achieving an objective.1. An accumulation of small changes The Japan HR Association
  17. 17. KM 17Chopsticks
  18. 18. KM 18Children hold their chopsticks improperly
  19. 19. KM 19
  20. 20. KM 20Training … but still difficult to use
  21. 21. KM 21Soft paddings (Japanese fish paste)… for some children, balancing the chopsticks is difficult
  22. 22. KM 22
  23. 23. KM 23Training chopsticks
  24. 24. KM 24
  25. 25. KM 25 KAIZEN isa continuous improvementContinuous = again and again
  26. 26. KM 26Question
  27. 27. KM 27Where is a division between ourKAIZEN is a small change to jobs and KAIZEN? make something better.- I picked up a garbage and put it in a trashcan.- I wiped the windows and made them clean.- I used a mop to clean the gasoline left on the floor.
  28. 28. KM 28A waitress was workingat a restaurant in Tokyo
  29. 29. KM 29KAIZEN is a small changeA small change of a method (approach)Any way to pick up the mop?Any way to store the mop?Any way to carry the mop?
  30. 30. KM 30
  31. 31. KM 31
  32. 32. KM 32
  33. 33. KM 33toothbrush
  34. 34. KM 34Swatter
  35. 35. KM 35tweezers
  36. 36. KM 36
  37. 37. KM 37 Improvement by changing methodsHow do we change methods?
  38. 38. KM 38KAIZEN Steps
  39. 39. KAIZEN Steps KM 39
  40. 40. KM 40KAIZEN Steps Review
  41. 41. Remove thisKM 41Elimination sliding doorWhat is the use of the sliding doors?
  42. 42. KM 42Why are shoe box doors needed? Before After 1
  43. 43. KM 43Why is the toilet cover needed? Before After
  44. 44. CDG(Paris) Toilets KM 44 FrankfurtHong Kong Tokyo
  45. 45. KM 45No sleeves down-jacket is easy to work Before After
  46. 46. KM 46Reduce A fluorescent light bulb was removed. Reduce the number of lights
  47. 47. KM 47Before Why two bricks?
  48. 48. KM 48Parking Lot
  49. 49. KM 49One brick is enough to stop a car Before After 1
  50. 50. KM 50Zebra Zone 1
  51. 51. KM 51 Side lines of the zebra zone are removed.Before After 1
  52. 52. KM 52Long or short brush part? Before After
  53. 53. KM 53toothbrushes
  54. 54. KM 54Change Ribbon waving? Visual Management
  55. 55. KM 55
  56. 56. KM 56Pinwheelturns around Visual Management
  57. 57. KM 57The hollow about the key holesmoothes the key movement. Before After 1
  58. 58. KM 58To oil the pan, a small teapot ismore convenient than a ladle. Before After
  59. 59. KM 59
  60. 60. Stairways at the railway station KM 60should have signs of up anddown. Before After
  61. 61. KM 61At JR Kurume Station
  62. 62. KM 62
  63. 63. KM 63Rush Hour
  64. 64. KM 64Before After
  65. 65. KM 65Hanging Straps in JR trains
  66. 66. KM 66Hanging strap inHong Kong subwaysThe Japan HR Association
  67. 67. KM 67Suggestion System vs.KAIZEN Suggestion System
  68. 68. KM 68 Suggestion System You suggest your ideas, and I willexamine them and implement some of your ideas later.
  69. 69. KM 69Suggestion System Concept Reward Idea Idea
  70. 70. KM 70KAIZEN Suggestion SystemImplemented KAIZEN ideas must besubmitted EN KAI Z t e s he
  71. 71. KM 71 Suggestion System Workers’responsibility Management responsibility Idea generation Workers’ responsibility Management responsibility KAIZEN Suggestion System
  72. 72. KM 72Suggestion SystemPropose improvement ideas for any activity in the company.KAIZEN Suggestion System Propose only improvement ideas which will improve your own work.
  73. 73. KM 73KAIZEN 1 Memo
  74. 74. KM 74AOTS KAIZEN
  75. 75. KM 75AOTS KAIZEN
  76. 76. Reward KM 76 For an excellent KAIZEN, a large amount of reward is given (5000 yen, 10000 yen, 50000 yen)
  77. 77. KM 77 Award Payment for Each KAIZEN Suggestion (2008) 0 50 100 150 200 0 18 1-99 24 100-299 110Jpn Yen 300-499 109 500-999 163 1000-2999 83 3000-4999 11 5000+ 10 Average 385 yen Surveyed 528 companies
  78. 78. KM 78 2008Among (527) companies, Employees who suggested at lease one idea Total number of employees 74.4% Implemented suggestions All suggestions 88.7% 1
  79. 79. KM 79 Different styles of change1. Small change --- By individual effort, a better way of proceeding a job is (KAIZEN) considered. (Idea creation)2. Medium change --- By group effort, a better way is proposed by following (Small group predetermined steps (or rule). activities)3. Big change --- By investments in new technology or equipment, dramatic alterations are (Innovation) achieved. 2
  80. 80. KM 80 ProcessTool Change Change Tomato Juice
  81. 81. KM 81Newspaper Article Nikkei News, Nov. 22,1997
  82. 82. KM 82Hydroponics Cultivation6000 tomatoes http://www.arigat.net/kandoh.html 1
  83. 83. Tomato Juice KM 83 Process Material Tool Change Change Change Input Output Industry Man-power Machines Materials Methods KAIZEN (4M’s) action 2
  84. 84. Two Attitudes KM 84 Management Breakthrough Staff Floor people Status quo
  85. 85. KM 85 Japanese firms n ioManagement v at no In Z ENStaff AI K q uo sFloor people tu S ta Non-Japanese firms nManagement a tio ov EN Inn Z KAIStaff quo s tu StaFloor people
  86. 86. KM 86Fin

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