A Kaizen - Continues Improvement


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A Kaizen - Continues Improvement

  1. 1. Gaurav Patel (65) Shravan Bhumkar (100) Kishore Gulhane (74) Tushar Patil (66) Kunal Banthia (75) Rakesh DhalBisoi (89) Mangesh Gade (23) POM-Prof. Krish ITM, Kharghar, EMBA, Batch-13, Group-6
  2. 2. o INTRODUCTION o Process Management o Process Control o Process improvement (KAIZEN) o KAIZEN Implementation o Benefits of KAIZEN o EXAMPLE
  3. 3. o Planning and administrating the activities necessary to achieve high quality in business processes; and also identifying opportunities for improving quality and operational performance – ultimately, customer satisfaction. o Process simplification reduces opportunities for errors and rework. o Processes are of two types – value-added processes and support processes. o Value-added processes – those essential for running the business and achieving and maintaining competitive advantage. (Design process, Production/Delivery process)
  4. 4. o Support processes – Those that are important to an organization’s value-creation processes, employees and daily operations. o Value creation processes are driven by external customer needs while support processes are driven by internal needs. o To apply the techniques of process management, a process must be repeatable and measurable. o Process owners are responsible for process performance and should have authority to manage the process. Owners could range from high-level executive to workers who run a cell. o Assigning owners ensures accountability.
  5. 5. o Control is the activity of ensuring the conformance to the requirements and taking corrective action when necessary. o Two reasons for controlling the process 1. Process control methods are the basis of effective daily management of processes. 2. Long-term improvements can not be made to a process unless the process is first brought under control. o Short-term corrective action should be taken by the process owners. Long-term remedial action should be the responsibility of the management.
  6. 6. o Japanese for gradual and orderly continuous improvement over a long period of time with minimum financial investment, and with participation by everyone in the organization. o It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work, and teaches people how to perform experiments on their work using the scientific method and how to learn to spot and eliminate waste in business processes. o Improvement in all areas of business serves to enhance quality of the firm.
  7. 7. o The five foundation elements of Kaizen o Teamwork o Personal discipline o Improved morale o Quality circles o Suggestions for improvement
  8. 8. Japanese English 5S Terms Definitions Terms Translations Seiri Tidiness SORT Throw away rubbish and unrelated materials. Seiton Orderliness SET IN ORDER Set things in proper place for quick retrieval/ storage. Seiso Cleanliness SHINE Clean the workplace. Everyone should be a janitor. Seiketsu Standardization STANDARDIZE Standardize the way of maintaining cleanliness. Shitsuke Discipline SUSTAIN Make it a way of life. This means commitment.
  9. 9. Establish the objectives and Implement the new processes necessary to processes on trial basis. deliver results in Data collected and accordance with the documented. expected output. Measure the new processes and Analyze the differences to compare the results against the determine their cause. expected results to ascertain any Revised plan differences. implementation. PDCA Cycle or PDCA Wheel
  10. 10. o Kaizen Reduces Waste in areas such as inventory, waiting times, transportation, worker motion, employee skills, over production, excess quality and in processes. o Kaizen Improves space utilization, product quality, use of capital, communications, production capacity and employee retention. o 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.
  11. 11. Example -1
  12. 12. Orange Packing 2
  13. 13. Hero Honda – Silencer Internal Assembly