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  1. 1. “A never-ending journey”Sources: KAIZEN InstituteThe Monk Who Sold His Ferrari
  2. 2. Kaizen is the name given by the Japanese to continuousimprovement. Continuous improvement really means“continuous incremental improvement.”改 (kai) KAI- change善 (zen) ZEN- goodKaizen means making changes for the better on acontinual, never-ending basis.
  3. 3. Overview of tools -KaizenThe Kaizen philosophy assumes that ourway of life—be it our working life, oursocial life, or our home life deserves to beconstantly improved. MaasakiImai
  4. 4. Masaaki Imai-Masaaki Imai-known as the developer ofknown as the developer of KaizenKaizen“ KAIZEN strategy is the single mostimportant concept in Japanesemanagement-the key to Japanesecompetitive success. Kaizen means“ongoing” improvement involvingeveryone-Top management, managersand workers.”“If you learn only one word of Japanese,make it KAIZEN.”
  5. 5. Some Kaizen HistorySome Kaizen History5First made popular by Toyota as part of theirproduction system (TPS or Lean Manufacturing) inthe 1970s“Discovered” and described in books in the Weststarting in the 1980sPopular in American Auto and Aerospace industriesin the 1990s (“Kaizen Blitz”)Key tool in Lean Production today
  6. 6. 6It is no longerCost + Profit = Selling PriceToday it isSelling Price - Cost = Profit
  7. 7. Kaizen vs Problem Solving TeamsKaizenProblem SolvingTeamTeam Cross-functional SameTime 2 – 10 days 3 – 6 monthsPower Make changes Recommend actionFocus Whole process Single issueGoalImprove process /eliminate wasteResolve problem7
  8. 8. Kaizen has 3 main principlesConsider the process and the results.The need to look at the entire process of the job at hand andto evaluate the job so as to find the best way to get it done.Kaizen must be approached in such a way that no one isblamed.Kaizen event steps:Select an EventPlan an EventImplement an EventFollow-up to an Event
  9. 9. CONTINUOUS IMPROVEMENT• Kaizen refers to improvement of bothprocesses and people.• In fact Kaizen philosophy aims atimproving all aspects of an organization allthe time.• Good is never good enough; kaizen is anever-ending journey to excellence.
  10. 10. Kaizen ChecklistsKaizen ChecklistsHOW CANTHIS BE IMPROVED ?Factors which may need improvement:1. personnel 9. software2. work techniques 10. tools3. work methods 11. materials4. work procedures 12. plant layout5. time 13. production levels6. facilities 14. inventory7. equipment 15. paradigms (mindset)8. systems
  11. 11. Kaizen Value and non-value added work activities Muda-seven classes of waste Principles of motion study and work-cell use Principles of materials handling and use ofone-piece flow Documentation of standard operatingprocedures The 5S’s Visual displays for communicating to factorypersonnel JIT- to produce right quantities at righttime and with right resources Poka-yoke to prevent or detect errors Team dynamics – problem solving,communication skills, conflict resolving.
  12. 12. 12Kaizen TrainingDifferent Types of ActivitiesBeing able to tell the difference between NVA and VAactivities is an important step in the Improvement Process.Value AddedActivity (VA)An activity that changes rawmaterial to meet customerexpectations.Non Value AddedActivity (NVA)Those activities that taketime, or occupy space butdo not add to the value ofthe product.You must ask yourselves “Would you as a customer bewilling to pay for any NVA activity being performed to thatNEW 4x4 Pickup you just ordered?”
  13. 13. 13Kaizen TrainingSome examples NVA Activities:WalkingWaiting onmachine cycleTransporting partsGenerating uselessreportsTHE GOAL IS TO ELIMINATE THETHE GOAL IS TO ELIMINATE THENON-VALUE ADDED ACTIVITIES.NON-VALUE ADDED ACTIVITIES.UnnecessarymotionUnnecessary stockon hand
  14. 14. Kaizen’s Basic Goal14Discover and Eliminate all Waste in a processWaste (“Muda”) – anything that the customer doesnot pay forSome waste is necessary or required by law(personnel files, financial records, meetings,maintenance)
  15. 15. THE SEVEN TYPES OF WASTE15OverproductionWaitingOver processingInventoryMotionDefectsTransportation
  16. 16. 5 ‘S’ in KAIZEN5 ‘S’ in KAIZEN• 5S is a method for organizing aworkplace, especially a sharedworkplace (like a shop floor or anoffice space), and keeping itorganized.• To take the concept of Kaizenperformance to its ultimate level ofsimplicity, it offered the following "5S"steps• Sorting keeping onlyessential items• Simplifying eliminates extramotion.• Sweeping keep theworkplace clean• Standardizing standardizedwork practices• Sustaining maintaining and reviewingstandards• .
  17. 17. BENEFITS OF KAIZANBENEFITS OF KAIZAN• Kaizen Reduces Waste- likeinventory waste, time waste,workers motion• Kaizen Improves spaceutilization, product quality• Results in higher employeemoral and job satisfaction, andlower turn-over.• Toyota is well-known as one of theleaders in using Kaizen. In 1999 atone U.S. plant, 7,000 Toyotaemployees submitted over 75,000suggestions, of which 99% wereimplemented..
  18. 18. Before Kaizen• Componentskept underworkstation
  19. 19. After Kaizen• Tooling bins areeasily traceable
  20. 20. Pitfalls in KAIZENPitfalls in KAIZENResistance to changeLack of proper procedure to implementToo much suggestion may lead to confusion andtime wastage
  21. 21. Good is never good enough, kaizen is a never-endingjourney to excellence.ARIGATO!!!
  22. 22. ,