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KAIZEN
© Operational Excellence Consulting. All rights reserved.
1. Set the Scene
2. Understand
Current Process
3. Develop
Future State
Design
4. Implement
Solutions
5. Report &
Celebrate
Kaizen &
Management Follow
SDCA / PDCA
Cycles
Speak with
Data
Next
Process Is
Customer
Quality
First
Process
Vs
Results
The 5H & 1H of Kaizen
Kaizen Event Process
Key
Concepts of
Kaizen
Who? What? Where?
1. Who does it?
2. Who is doing it?
3. Who should be doing it?
4. Who else can do it?
5. Who else should do it?
6. Who is doing 3-Mu’s?
1. What to do?
2. What is being done?
3. What should be done?
4. What else can be
done?
5. What else should be
done?
6. What 3-Mu’s are being
done?
1. Where to do it?
2. Where is it done?
3. Where should it be
done?
4. Where else can it be
done?
5. Where else should it be
done?
6. Where are 3-Mus’ being
done?
When? Why? How?
1. When to do it?
2. When is it done?
3. When should it be
done?
4. What other time can it
be done?
5. What other time should
it be done?
6. Are there any time 3-
Mu’s?
1. Why does he do it?
2. Why do it?
3. Why do it there?
4. When do it then?
5. Why do it that way?
6. Are there 3-Mu’s in the
way of thinking?
1. How to do it?
2. How is it done?
3. How should it be done?
4. Can this method be
used in other areas?
5. Is there any other way
to do it?
6. Are there any 3-Mu’s in
the method?
Kaizen
Activities
Workplace
Organization
(“5S”)
Waste (“Muda”)
Elimination
Standardization
Three Main Types of Kaizen Activities
Kaizen Means Continuous Improvement
Plan
Do
Check
Act
Standardize
Kaizen
Standardize
Kaizen
Standardize
Kaizen
Standardize
Kaizen (改 善) =
Continuous Improvement
1. Does the idea reduce
waste, improve quality
or increase safety?
3. Is it standardized?
2. Does it address the
root cause?
ideas
ideas
ideas
I
D
E
A
S
ideas
ideas
ideas
ideas
ideas
KAIZEN
Three Criteria of Kaizen
Current
State
Future
State
Exposing & Solving
Problems
Organizational Culture
Kaizen Philosophy
Ten Basic Principles of Kaizen
Abandon fixed ideas. Reject the
current state of things.
Instead of explaining what
cannot be done, reflect about
how it can be done.
No excuses needed. Go for the simple solution, not
the perfect one.
Correct mistakes right away. Use your wit, not your wallet.
Problems are opportunities. Repeat “why?’ five times.
There is no end to
improvement.
Seek ideas from many people.
Kaizen & Job Functions
Top Management
Middle Management
Supervisors
Workers
Kaizen
Maintenance
Innovation
Everyone is responsible for Kaizen!
KAIZEN
© Operational Excellence Consulting. All rights reserved.
1. Set the Scene
2. Understand
Current Process
3. Develop
Future State
Design
4. Implement
Solutions
5. Report &
Celebrate
Kaizen &
Management Follow
SDCA / PDCA
Cycles
Speak with
Data
Next
Process Is
Customer
Quality
First
Process
Vs
Results
The 5H & 1H of Kaizen
Kaizen Event Process
Key
Concepts of
Kaizen
Who? What? Where?
1. Who does it?
2. Who is doing it?
3. Who should be doing it?
4. Who else can do it?
5. Who else should do it?
6. Who is doing 3-Mu’s?
1. What to do?
2. What is being done?
3. What should be done?
4. What else can be
done?
5. What else should be
done?
6. What 3-Mu’s are being
done?
1. Where to do it?
2. Where is it done?
3. Where should it be
done?
4. Where else can it be
done?
5. Where else should it be
done?
6. Where are 3-Mus’ being
done?
When? Why? How?
1. When to do it?
2. When is it done?
3. When should it be
done?
4. What other time can it
be done?
5. What other time should
it be done?
6. Are there any time 3-
Mu’s?
1. Why does he do it?
2. Why do it?
3. Why do it there?
4. When do it then?
5. Why do it that way?
6. Are there 3-Mu’s in the
way of thinking?
1. How to do it?
2. How is it done?
3. How should it be done?
4. Can this method be
used in other areas?
5. Is there any other way
to do it?
6. Are there any 3-Mu’s in
the method?
Kaizen
Activities
Workplace
Organization
(“5S”)
Waste (“Muda”)
Elimination
Standardization
Three Main Types of Kaizen Activities
Kaizen Means Continuous Improvement
Plan
Do
Check
Act
Standardize
Kaizen
Standardize
Kaizen
Standardize
Kaizen
Standardize
Kaizen (改 善) =
Continuous Improvement
1. Does the idea reduce
waste, improve quality
or increase safety?
3. Is it standardized?
2. Does it address the
root cause?
ideas
ideas
ideas
I
D
E
A
S
ideas
ideas
ideas
ideas
ideas
KAIZEN
Three Criteria of Kaizen
Current
State
Future
State
Exposing & Solving
Problems
Organizational Culture
Kaizen Philosophy
Ten Basic Principles of Kaizen
Abandon fixed ideas. Reject the
current state of things.
Instead of explaining what
cannot be done, reflect about
how it can be done.
No excuses needed. Go for the simple solution, not
the perfect one.
Correct mistakes right away. Use your wit, not your wallet.
Problems are opportunities. Repeat “why?’ five times.
There is no end to
improvement.
Seek ideas from many people.
Kaizen & Job Functions
Top Management
Middle Management
Supervisors
Workers
Kaizen
Maintenance
Innovation
Everyone is responsible for Kaizen!
© Operational Excellence Consulting. All rights reserved. 3
Operational Excellence Consulting is a management training and consulting
firm that assists organizations in improving business performance and
effectiveness. Based in Singapore, the firm’s mission is to create business
value for organizations through innovative design and operational excellence
management training and consulting solutions. For more information, please
visit www.oeconsulting.com.sg

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Kaizen Poster

  • 1. KAIZEN © Operational Excellence Consulting. All rights reserved. 1. Set the Scene 2. Understand Current Process 3. Develop Future State Design 4. Implement Solutions 5. Report & Celebrate Kaizen & Management Follow SDCA / PDCA Cycles Speak with Data Next Process Is Customer Quality First Process Vs Results The 5H & 1H of Kaizen Kaizen Event Process Key Concepts of Kaizen Who? What? Where? 1. Who does it? 2. Who is doing it? 3. Who should be doing it? 4. Who else can do it? 5. Who else should do it? 6. Who is doing 3-Mu’s? 1. What to do? 2. What is being done? 3. What should be done? 4. What else can be done? 5. What else should be done? 6. What 3-Mu’s are being done? 1. Where to do it? 2. Where is it done? 3. Where should it be done? 4. Where else can it be done? 5. Where else should it be done? 6. Where are 3-Mus’ being done? When? Why? How? 1. When to do it? 2. When is it done? 3. When should it be done? 4. What other time can it be done? 5. What other time should it be done? 6. Are there any time 3- Mu’s? 1. Why does he do it? 2. Why do it? 3. Why do it there? 4. When do it then? 5. Why do it that way? 6. Are there 3-Mu’s in the way of thinking? 1. How to do it? 2. How is it done? 3. How should it be done? 4. Can this method be used in other areas? 5. Is there any other way to do it? 6. Are there any 3-Mu’s in the method? Kaizen Activities Workplace Organization (“5S”) Waste (“Muda”) Elimination Standardization Three Main Types of Kaizen Activities Kaizen Means Continuous Improvement Plan Do Check Act Standardize Kaizen Standardize Kaizen Standardize Kaizen Standardize Kaizen (改 善) = Continuous Improvement 1. Does the idea reduce waste, improve quality or increase safety? 3. Is it standardized? 2. Does it address the root cause? ideas ideas ideas I D E A S ideas ideas ideas ideas ideas KAIZEN Three Criteria of Kaizen Current State Future State Exposing & Solving Problems Organizational Culture Kaizen Philosophy Ten Basic Principles of Kaizen Abandon fixed ideas. Reject the current state of things. Instead of explaining what cannot be done, reflect about how it can be done. No excuses needed. Go for the simple solution, not the perfect one. Correct mistakes right away. Use your wit, not your wallet. Problems are opportunities. Repeat “why?’ five times. There is no end to improvement. Seek ideas from many people. Kaizen & Job Functions Top Management Middle Management Supervisors Workers Kaizen Maintenance Innovation Everyone is responsible for Kaizen!
  • 2. KAIZEN © Operational Excellence Consulting. All rights reserved. 1. Set the Scene 2. Understand Current Process 3. Develop Future State Design 4. Implement Solutions 5. Report & Celebrate Kaizen & Management Follow SDCA / PDCA Cycles Speak with Data Next Process Is Customer Quality First Process Vs Results The 5H & 1H of Kaizen Kaizen Event Process Key Concepts of Kaizen Who? What? Where? 1. Who does it? 2. Who is doing it? 3. Who should be doing it? 4. Who else can do it? 5. Who else should do it? 6. Who is doing 3-Mu’s? 1. What to do? 2. What is being done? 3. What should be done? 4. What else can be done? 5. What else should be done? 6. What 3-Mu’s are being done? 1. Where to do it? 2. Where is it done? 3. Where should it be done? 4. Where else can it be done? 5. Where else should it be done? 6. Where are 3-Mus’ being done? When? Why? How? 1. When to do it? 2. When is it done? 3. When should it be done? 4. What other time can it be done? 5. What other time should it be done? 6. Are there any time 3- Mu’s? 1. Why does he do it? 2. Why do it? 3. Why do it there? 4. When do it then? 5. Why do it that way? 6. Are there 3-Mu’s in the way of thinking? 1. How to do it? 2. How is it done? 3. How should it be done? 4. Can this method be used in other areas? 5. Is there any other way to do it? 6. Are there any 3-Mu’s in the method? Kaizen Activities Workplace Organization (“5S”) Waste (“Muda”) Elimination Standardization Three Main Types of Kaizen Activities Kaizen Means Continuous Improvement Plan Do Check Act Standardize Kaizen Standardize Kaizen Standardize Kaizen Standardize Kaizen (改 善) = Continuous Improvement 1. Does the idea reduce waste, improve quality or increase safety? 3. Is it standardized? 2. Does it address the root cause? ideas ideas ideas I D E A S ideas ideas ideas ideas ideas KAIZEN Three Criteria of Kaizen Current State Future State Exposing & Solving Problems Organizational Culture Kaizen Philosophy Ten Basic Principles of Kaizen Abandon fixed ideas. Reject the current state of things. Instead of explaining what cannot be done, reflect about how it can be done. No excuses needed. Go for the simple solution, not the perfect one. Correct mistakes right away. Use your wit, not your wallet. Problems are opportunities. Repeat “why?’ five times. There is no end to improvement. Seek ideas from many people. Kaizen & Job Functions Top Management Middle Management Supervisors Workers Kaizen Maintenance Innovation Everyone is responsible for Kaizen!
  • 3. © Operational Excellence Consulting. All rights reserved. 3 Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg