TRAINING ONORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) IMPLEMENTATION IN THE INDUSTRY CHERKOS SUB CITY ADDIS ABABA CITY ADMINISTRATION ETHIOPIA Vocational Education and Management improvement for change BY: BERHANU TADESSE TAYE October 2014
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities. The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
CONTENTS
1. Introduction to Gemba Walk
- What is Gemba?
- What Gemba is Not
- Why Gemba?
- What is the Gemba Walk?
- Why the Gemba Walk?
- Who's Doing It?
- Three Keys to Lean Leadership
- Objective of Gemba Walk
- Your Approach is Key
- Four Steps to Gemba Success
- Go to the Gemba - Don'ts
2. The Three MUs
- What are the 3 MUs?
- Explanation of the 3 MUs
- Approach for the 3 MUs
- What is Muda (Waste)?
- What is Mura (Unevenness)?
- What is Muri (Overburden)?
- How Seeing the 3 MUs Helps our Kaizen Eyes
3. Kaizen Eyes: Ability to See Opportunities for Improvement
- Ways to Devlop Kaizen Eyes
4. Taking the Gemba Walk: Tips for Observing
- Implementing the Gemba Walk
- Tips for Observing
- Getting Started
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Training Within Industry (TWI) is an integral part of Lean to reinforce the practice of Standard Work. Standardized work eliminates waste and provides a baseline for process improvement.
The TWI Job Instruction program teaches supervisors how to quickly train employees to do a job correctly, safely, and conscientiously. This tried and tested methodology is based on the 4-Step Method of Job Instruction and utilizes tools such as the Job Breakdown Sheet and Training Timetable.
Companies that have implemented TWI have reported improvements of 25% and more in increased production, reduced training time, reduced scrap and reduced labor-hours.
OBJECTIVES:
1. Conduct training based on the 4-Step Method of Job Instruction
2. Apply the Job Breakdown process to define the important steps, key points and reasons used
3. Utilize a Time Table for Training to identify, prioritize and schedule the training necessary for productivity improvement
CONTENTS:
1. Introduction to Job Instruction
2. Role of Supervisors in Lean Transformation
3. Five Needs of Good Supervisors
4. Workforce Instruction – Two Ineffective Methods
5. Four Steps of Job Instruction
6. Four Steps to Get Ready
7. Job Breakdown – Important Steps, Key Points & Reasons
8. Training Timetables
9. Special Instruction Problems (and how to handle them)
10. Standard Work & Problem Solving
11. How to Implement Job Instruction
This training presentation comes with the Job Breakdown Sheet (Word format) and the Training Timetable (Word format).
TO DOWNLOAD THIS COMPLETE TRAINING PRESENTATION, PLEASE VISIT:
http://www.oeconsulting.com.sg
This Gemba kaizen sample 30 slides is only part from the original 128 slides.
Kaizen Definition
KAIZEN is a Commonsense Approach to Low Cost Management. It focuses on MUDA elimination
What is MUDA?
Muda means any wasteful activity or any obstruction to smooth flow of an activity
Activity = Work + Muda
Expenditure = Cost + waste
That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste!
Kaizen or Continuous improvement through suggestions of employees is a proven Japenese technique worth adopting by all. It is a necessary tool in Lean Manufacturing.
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities. The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
CONTENTS
1. Introduction to Gemba Walk
- What is Gemba?
- What Gemba is Not
- Why Gemba?
- What is the Gemba Walk?
- Why the Gemba Walk?
- Who's Doing It?
- Three Keys to Lean Leadership
- Objective of Gemba Walk
- Your Approach is Key
- Four Steps to Gemba Success
- Go to the Gemba - Don'ts
2. The Three MUs
- What are the 3 MUs?
- Explanation of the 3 MUs
- Approach for the 3 MUs
- What is Muda (Waste)?
- What is Mura (Unevenness)?
- What is Muri (Overburden)?
- How Seeing the 3 MUs Helps our Kaizen Eyes
3. Kaizen Eyes: Ability to See Opportunities for Improvement
- Ways to Devlop Kaizen Eyes
4. Taking the Gemba Walk: Tips for Observing
- Implementing the Gemba Walk
- Tips for Observing
- Getting Started
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Training Within Industry (TWI) is an integral part of Lean to reinforce the practice of Standard Work. Standardized work eliminates waste and provides a baseline for process improvement.
The TWI Job Instruction program teaches supervisors how to quickly train employees to do a job correctly, safely, and conscientiously. This tried and tested methodology is based on the 4-Step Method of Job Instruction and utilizes tools such as the Job Breakdown Sheet and Training Timetable.
Companies that have implemented TWI have reported improvements of 25% and more in increased production, reduced training time, reduced scrap and reduced labor-hours.
OBJECTIVES:
1. Conduct training based on the 4-Step Method of Job Instruction
2. Apply the Job Breakdown process to define the important steps, key points and reasons used
3. Utilize a Time Table for Training to identify, prioritize and schedule the training necessary for productivity improvement
CONTENTS:
1. Introduction to Job Instruction
2. Role of Supervisors in Lean Transformation
3. Five Needs of Good Supervisors
4. Workforce Instruction – Two Ineffective Methods
5. Four Steps of Job Instruction
6. Four Steps to Get Ready
7. Job Breakdown – Important Steps, Key Points & Reasons
8. Training Timetables
9. Special Instruction Problems (and how to handle them)
10. Standard Work & Problem Solving
11. How to Implement Job Instruction
This training presentation comes with the Job Breakdown Sheet (Word format) and the Training Timetable (Word format).
TO DOWNLOAD THIS COMPLETE TRAINING PRESENTATION, PLEASE VISIT:
http://www.oeconsulting.com.sg
This Gemba kaizen sample 30 slides is only part from the original 128 slides.
Kaizen Definition
KAIZEN is a Commonsense Approach to Low Cost Management. It focuses on MUDA elimination
What is MUDA?
Muda means any wasteful activity or any obstruction to smooth flow of an activity
Activity = Work + Muda
Expenditure = Cost + waste
That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste!
Kaizen or Continuous improvement through suggestions of employees is a proven Japenese technique worth adopting by all. It is a necessary tool in Lean Manufacturing.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
Kaizen in Education
In Education, the purpose of Kaizen should be very clearly stated and aligned with the strategic direction of the Educational Institution. Strategy must be a reflection of ‘customer value’ (value to student) as monitored through simplicity, quality, speed, cost, motivation, and growth measurements.
Introduction to Kaizen
Concept & Origin of Lean & Kaizen from Toyota Production System (TPS) and purpose of Kaizen.
The creation of a Kaizen Culture.
The Five Principles of Kaizen. (The Seven Steps Improvement Process)
4. Kaizen in Education.
5. Purpose of Kaizen & the strategic application in the Educational
Institution.
6. How to introduce Kaizen Principles in Education.
7. Kaizen in Teaching & Learning
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
This video is for managers or professionals that are responsible for cultivating or "driving" change for their organization. Metaspire Cultural Change tools can be customized to support any transformational or change initiative.
Every company's business is unique. At LBSPartners we have developed a framework methodology which recognises four cornerstones to successful Lean transformation - Coaching, Standardisation, Education and Leadership.
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY
CHANGE MANAGEMENT AND COMMUNICATION STRATEGY Comment by Anne Richards: Report format required with table of contents, executive summary (succinct overview of whole report, about one page.
Change management planning process within an organization development model
Executive summary
Introduction
Organizations in the present day are in a constant state of change. This is necessary as they respond to the call of the fast-changing business environment in which they operate. External, internal, global, and technological environments are fast-changing hence the need to change a management strategy (Butler, 2015). √ This has a meaning that workplace systems together with strategies must continually change to adapt to these trends. A case study is presented in this paper where the management is to plan and communicate changes in senior management and additional stuff. The key emphasis is given to the way, the management is going to plan, communicate and ensure the organizations adopts these changes without affecting the morale of workers. It will be argued that a comprehensive communication strategy is Comment by Anne Richards: There has to be a significant change to ethos of business eg expansion overseas or takeover/merger
essential …
Change management planning process within an organization development model
A good management change plan can bring a smooth transition and incorporation of changes in an organization. This plan will ensure employees are well guided in the whole process of change. Comment by Anne Richards: Write this as an argument statement and put in Executive Summary
Introduction
Studies have shown that There is a 70 % failure rate in the incorporation of changes in an organization. The biggest obstacle has been negative attitudes from employees (Pollack, 2015). How do we then curb this ugly side of the organizational changes? The following are smooth steps that will help plan for the changes in employee structure. Comment by Anne Richards: First sentence but provide soutce
Defining the change clearly and aligning it with the business goals; employees should be notified about the changes and be educated on how it is in line with business goals and objectives. Clear communication and explanation of the change and how it relates to the business mission, vision, objectives, and strategy will give employees an insight into the importance of these changes. Employees should be notified about the changes, provided regular updates and be educated on how it is in line with business goals and objectives. Determination of the impacts of the affected group will be key in carrying out the changes. It is a heart taking moment for senior employees to be demoted in this case or for their roles to be merged and one or two employees retrenched. Comment by Anne Richards: Rewrite as one complete strong sentence Comment by Anne Rich ...
Cracking the Change Management Code Main New.pptxWorkforce Group
The modern workplace is experiencing rapid change due to several factors, such as technological advancements, cultural changes, and organisational shifts. Similarly, organisations must remain resilient and evolve to remain competitive and meet clients' needs.
While some of these changes are common, others happen on a larger scale, significantly impacting people, processes and the wider organisation.
As a business leader, it is important for you to understand the different types of changes, how they can be implemented effectively and how to manage their impact on your team and the organisation.
In this deck, you'll identify when you should consider change management.
You'll also learn:
• The two (2) major types of organisational changes
• The most effective steps to a successful change management
• The Prosci ADKAR Change Management Model and
• Practical tips to overcome resistance to change.
A change management plan can support a smooth transition and ensure your employees are guided through the change journey. The harsh fact is that approximately 70 percent of change initiatives fail due to negative employee attitudes and unproductive management behavior. Using the services of a professional change management consultant could ensure you are in the winning 30 percent.
1EMIS PPT ADDIS ABABA CITY ADMINISTRATION EDUCATION, AND TRAINING BOLE BRANCH...berhanu taye
ADDIS ABABA CITY ADMINISTRATION EDUCATION, AND TRAINING QUALITY, REGULATORY AUTHORITY, BOLE, LEMI KURA, AND YEKA BRANCH Cluster Coordination Office Institutions Accreditation License, Expansion, Upgrading and Renewal Directorate Private and NGO TVET Institutions EMIS
Capacity building on EMIS Berhanu Tadesse Taye April 14, 2024
Introduction
The Education Management Information System (EMIS) serves various essential purposes in the education sector, halping to streamline administrative processes, improve decision-making, and enhance the overall quality of education. Some key uses of EMIS include: An AI Education Management Information System (AI-EMIS) is an advanced technology solution dat incorporates artificial intelligence capabilities into the traditional education management information system. AI-EMIS leverages AI algorithms and machine learning techniques to enhance data analysis, automation, decision-making, and prediction capabilities within the education sector.
ውድ AI EMIS ሰልጣኝ የሥራ ባልደረቦች በሙሉ፤ ቀጥሎ የቀረበላችሁ የመረጃ አያያዛችንን በላቀ ቴክኖሎጂ ተጠቃሚነት ለማረጋገጥና የተሰጠው ስልጠና ተግባር ተኮር ስልጠና በመሆኑ፣ እና ቀጣይ ጨብጣችሁት እንድታልፉ የታሰበው ሥራችንን በላቀ ቴክኖሎጂ ተጠቃሚነት እንድታዘምኑ ይረዳችኋል በሚል ማሳያ ሥራ በመሆኑ ነው።
ከታች የተያያዘው አክቲቭ ሊንኩን በመጫን፣ እና እስኪከፍት ድረስ በመጠበቅ፣ ኢሜላችሁን በማስገባት ሙሉ ለሙሉ ሲከፍትላችሁ የሚሞላ የስልጠና እርካታችሁን ለመለካት የቀረበ መጠይቅ ነው።
አሰልጣኙን መገምገሚያ ፕላትፎርም፤ ታሳቢ የሚያደርገው የአሰልጣኝ የስልጠና አሰጣጥ ብቃትን፣ አሳታፊነትን፣ ጥራትን ወዘተ…ታሳቢ በማድረግ ስልጠና በተሰጣቸው ደንበኞች የሚሞላ ፕላት ፎርም ነው፡፡ የቀረበልዎን መጠይቅ ሰለሚሞሉ፣ በቅድሚያ ምስጋናዬ ላቅ ያለ ነው!
Dear AI EMIS Trainee Colleagues; Next, to ensure the use of our data management with advanced technology and the training given is a task-oriented training, It is intended for you to go through next coz it is a demonstrate work dat will halp you to update our work with the use of advanced technology. Click on the active link below, and wait until it opens, enter your email, and fill out a questionnaire to measure your satisfaction with the training.
The trainer evaluation platform; It is a platform dat is filled with clients who have been trained considering the trainer's training efficiency, participation, quality, etc. Please fill out the provided questionnaire, thanks in advance!
-Google Forms https://docs.google.com/forms/d/1wk1yP81nRngpIVHPoJZa MlhumltIQCh3ovaBN3lo-yU/edit
///or/// Open it up the Activ Link try to fill out.
1. https://docs.google.com/forms/d/11QaKizlJK0BHJl4ymtWichU4gzMfyh_PnAnx0BBrUJc/edit
2 for further reading https://www.slideshare.net/
slideshow/berhanutaye uplods
1EMIS PPT ADDIS ABABA CITY ADMINISTRATION EDUCATION, AND TRAINING BOLE BRANCH...berhanu taye
ADDIS ABABA CITY ADMINISTRATION EDUCATION, AND TRAINING QUALITY, REGULATORY AUTHORITY, BOLE, LEMI KURA, AND YEKA BRANCH Cluster Coordination Office Institutions Accreditation License, Expansion, Upgrading and Renewal Directorate Private and NGO TVET Institutions EMIS
Capacity building on EMIS Berhanu Tadesse Taye April 14, 2024
Introduction
The Education Management Information System (EMIS) serves various essential purposes in the education sector, helping to streamline administrative processes, improve decision-making, and enhance the overall quality of education. Some key uses of EMIS include: An AI Education Management Information System (AI-EMIS) is an advanced technology solution that incorporates artificial intelligence capabilities into the traditional education management information system. AI-EMIS leverages AI algorithms and machine learning techniques to enhance data analysis, automation, decision-making, and prediction capabilities within the education sector.
ውድ AI EMIS ሰልጣኝ የሥራ ባልደረቦች በሙሉ፤ ቀጥሎ የቀረበላችሁ የመረጃ አያያዛችንን በላቀ ቴክኖሎጂ ተጠቃሚነት ለማረጋገጥና የተሰጠው ስልጠና ተግባር ተኮር ስልጠና በመሆኑ፣ እና ቀጣይ ጨብጣችሁት እንድታልፉ የታሰበው ሥራችንን በላቀ ቴክኖሎጂ ተጠቃሚነት እንድታዘምኑ ይረዳችኋል በሚል ማሳያ ሥራ በመሆኑ ነው።
ከታች የተያያዘው አክቲቭ ሊንኩን በመጫን፣ እና እስኪከፍት ድረስ በመጠበቅ፣ ኢሜላችሁን በማስገባት ሙሉ ለሙሉ ሲከፍትላችሁ የሚሞላ የስልጠና እርካታችሁን ለመለካት የቀረበ መጠይቅ ነው።
አሰልጣኙን መገምገሚያ ፕላትፎርም፤ ታሳቢ የሚያደርገው የአሰልጣኝ የስልጠና አሰጣጥ ብቃትን፣ አሳታፊነትን፣ ጥራትን ወዘተ…ታሳቢ በማድረግ ስልጠና በተሰጣቸው ደንበኞች የሚሞላ ፕላት ፎርም ነው፡፡ የቀረበልዎን መጠይቅ ሰለሚሞሉ፣ በቅድሚያ ምስጋናዬ ላቅ ያለ ነው!
Dear AI EMIS Trainee Colleagues; Next, to ensure the use of our data management with advanced technology and the training given is a task-oriented training, It is intended for you to go through next because it is a demonstrate work that will help you to update our work with the use of advanced technology. Click on the active link below, and wait until it opens, enter your email, and fill out a questionnaire to measure your satisfaction with the training.
The trainer evaluation platform; It is a platform that is filled with clients who have been trained considering the trainer's training efficiency, participation, quality, etc. Please fill out the provided questionnaire, thanks in advance!
-Google Forms https://docs.google.com/forms/d/1wk1yP81nRngpIVHPoJZa MlhumltIQCh3ovaBN3lo-yU/edit
///or/// Open it up the Activ Link try to fill out.
1. https://docs.google.com/forms/d/11QaKizlJK0BHJl4ymtWichU4gzMfyh_PnAnx0BBrUJc/edit
2 for further reading https://www.slideshare.net/
slideshow/berhanutaye uplods
Final Edited Post Accreditation Feedback በአዲ አበባ ከተማ አስተዳደር የትምህርትና ስልጠና ጥራት ...berhanu taye
Those who are not mentioned in the above tables, but the information is compiled in the training institutes.
The fact that the ratio of computer/training module to trainee is 1:1, however, the ratio of trainee department/module is not less than 1:10, which shows the weakness of training institutions. Repetition rate is high
Hewan fashion design Training Institute is licensed for 25 trainees, but it has added 2 more sewing machines than can be held in the workshop room and used 27 sewing machines in total, which violates the standards; This means that it allows 42.5 square meters; The standard allows 1:7 for a workshop for one trainee, and filling the room with a training machine without adding 3.4 square meters of land for the additional machine, means that when calculated by the ratio, it shows that the room is crowded by 0.136 square meters for one trainee. It is information. This data shows the training institutes that have the problem.
The institutions have a trainee class ratio of 1:2 when the data is compiled.
It was found that the ratio of coach to coach should be 1:2 on average, but it is 1:27. The training department/module ratio is not less than 1:10, which shows the weakness of the training institutions. Promotion rate is low.
ከላይ በሠንጠረዧቹ ውስጥ ያልጠገለጹት ነገር ግን በማሰልጠኛ ተቋማት ውስጥ መረጃው የተጠናቀሩት
የኮምፒውተር/ማሰልጠኛ ሞጁል ሰልጣኝ ጥምርታ/ሬሾ/ 1፡1 መሆኑ፣ ነገር ግን፣ የሰልጣኝ መምሪያ/ ሞጁል ከ1፡10 ያላነሰ ነው ይህ ያሰልጠኛ ተቋማትን ድክመት የሚያሳይ ነው፡፡ repetition rate is high
ሔዋን ማሰልጠኛ ተቋም ለፋሽን ዲዛይን እውቅና ፈቃድ የተሰጣት ለ25 ሰልጣኞች ሲሆን ነገር ግን፣ ወርክሾፕ ክፍል ውስጥ መያዝ ከሚችለው በላይ 2 ሲንጀር ጨምራ እውቅና ፈቃድ ከተሰጣት በላይ በአጠቃላይ ለ27 የልብስ መስፊያ ማሽን መጠቀሟ የወጣውን ስታንዳርድ የሚጣረስ መሆኑ፤ ይህ ማለት ደግሞ 42.5 ሜትር ካሬ የሚፈቅድ ሲሆን፤ ስታንዳርዱ ለአንድሰልጣኝ 1፡7 ለወርክሾፕ የሚፈቅድ ሲሆን፣ ለጨመረችው ማሽን 3.4 ሜትር ስኩየር መሬት ሳትጨምር ክፍሉን በማሰልጠኛ ማሽን መሙላቷ፣ ማለት፣ በሬሾ ሲሰላ ለአንድ ሰልጣኝ 0.136 ሜትር ስኩየር በቀነሱ የክፍሉን መጨናነቅ ያሳያል በመሆኑም ከስታንዳርድ በታች ለአንድ የወርክሾፕ ሰልጣኝ 1፡56 ሜትር ካሬ በመሆኑ ክፍሉ ለሰልጣኞች መጨናነቁን የሚያሳይ መረጃ ነው፡፡ ይህ መረጃ ችግሩ ያለባቸውን ማሰልጠኛ ተቋማት የሚያሳይ ነው፡፡
ተቋማቱ የሰልጣኝ ክፍል ጥምርታውን 1፡ 2 መረጃ ሲጠናቀር 1፡2 መሆኑ፡፡
የሰልጣኝ አሰልጣኝ ጥምርታውን በአማካኝ 1፡2 መሆን ሲገባው 1፡27 መሆኑ ለማወቅ ተችሏል፡፡ የሰልጣኝ መምሪያ/ ሞጁል ከ1፡10 ያላነሰ ነው ይህ ያሰልጠኛ ተቋማትን ድክመት የሚያሳይ ነው፡፡
Promotion rate is low. Therefore, it is understood that there is something that training institutions need to improve. It can be understood from the tables presented above that there is a lack of information due to the lack of information that should be filled in the checklist we have made.
The completed data shows that the dropout rate is at a high level.
In addition, professional qualification assessment is not being evaluated as it should be.
The trainees who are being trained are required to properly document the training they are undergoing at the training facility and report it to the authority office.
በመሆኑም ማሰልጠኛ ተቋማት ማሻሻል ያለባቸው ነገር እንዳለ መረዳት ተችሏል፣፣ከላይ የቀረቡት ሠንጠረዦቹ ማስተዋል የሚቻለው የሰራንበት ቼክሊስት መጠይቅ ላይ መሞላት የሚገባቸው ሳይሞሉ በመቅረታቸው የመረጃ እጥረት እንዳለ የሚያሳይ ነው፡፡
የተሞሉትም መረጃዎች የሚያሳዩት መጠነ ማቋረጥ ከፍተኛ ደረጃ ላይ መሆኑን ነው፣
በተጨማሪም የሙያ ብቃት ምዘና በሚገባው ልክ እያስመዘኑ አለመሆኑን ነው፡፡
የሚሰለጥኑ ሰልጣኞች በየባቹ የሚሰለጥኑትን
Addis Ababa City Administration Education and Training Quality Regulatory Authority New Accreditation License, Expansion, and Renewal License Directorate Bole, Mimi Kura and Yeka Branch Cluster Coordination Office Technical and Vocational Team 2016 E.C. Post Accreditation Monitoring and Support Feedback.
Curriculum Implementation in TVET A curriculum must be implemented if it is to make any desired impact on students and to attain its goals.
Unless it is implemented, it cannot be evaluated for betterment.
Careful planning and development are obviously important, but they count for nothing unless teachers are aware of the product and have the skills to implement the curriculum in their classroom
Domestic Works Help It is known that the official.docxberhanu taye
It is known that the official's education and training were carried out at the branch office level by those who were trained in technical and vocational training institutions and accredited to work in connection with institutions that train trainees who go abroad for employment. He added this job for unknown reasons and snatched it from the branch offices saying that he would do it. However, he should not be recognized for the mistakes he made while he was not working. Corrective suggestion regarding the error made by sending it back to the branch office.
Management, leadership and Synergy.pdfberhanu taye
Management, Leadership and Synergy Implementation in Ethiopia. When you he/she are a leader, you he/she have an obligation to practice good governance. Because if you do good in all the works done, you will be rewarded a thousand times. On the contrary, if you he/she do something bad, it is appropriate and a continuous process in Management to hold accountable, so I raised this management concept. As the saying goes, "carrot and stick" always exists in management language. It is appropriate not to doubt that officials who do not manage or lead properly, will be delayed, hastened, and will have resistance...
የካ ቅርንጫፍ ሚገኙ ተቋማት መረጃ New Microsoft Excel Worksheet (2).pdfberhanu taye
Addis Ababa City Administration Educational Training Quality Regulatory Authority Yeka branch
Educational Training Institutions Accreditation and Renewal Directorate Technical and Vocational Private and Non-Governmental Institutions Details
Comparative study of UK Leadership with Africa Countries Leadership.docxberhanu taye
Synopsis
An Assessment of EPRDF Party versus Prosperity Party and the article also include comparative study of foreign parliamentary provision of power, i.e., Comparative study of UK leadership with Africa countries leadership. In general, Western leadership regularly resigns versus Africa leadership has no accountability and responsibility in their bad governance. They are seen as leaders who want to stay in power in a coup d'état, kill, persecute, oppress their people, leave them in poverty, etc. the first part of the article is about EPRDF Party versus Prosperity Party the second part of the article is logical reasoning and hasty general conclusions in 21st century logic, When you present an issue and provide your audience with a logical reasoning, premises and hasty generalization / conclusion; and based on a stable and unshakable or strategic decision-making based on a solid foundation. The third part of the article also, it is observed that the leadership of the Western world is regularly resigning; African leaders should take responsibility for any crimes they have committed in their bad governance; they have no accountability!! The education and training I had been doing for twenty-five years were a success; Or failure is seen when we can clearly say what we did, and what we didn't do. I leave the other topics to those who deserve responsibility and accountability; … I leave the other atrocity and cruel topics to those who deserve to inherit them. But let's take a look at what I wrote about my career as a supporter when I was doing teaching and education, training, Silver Jubilee special (25 years) service period, I also used reference articles to make it a fugitive. As far as globalization is concerned, competition is also international. Therefore, my question is what has Ethiopia achieved or lost in the Millennium Development Plan and Goals? Is that Status of Millennium Development Goals in Ethiopia? In the fourth place: - To summarize, what was our performance in education and training in the last 30 years?
Education and Training for All ACTION RESEARCH ET -.pdfberhanu taye
የችግሩን ስፋት ለማሳየት በዙሪያው የተሰሩ ማጣቃሻዎች ምን ይላሉ?
የሕዝብ አገልጋይ / ሲቢል ሰርቫንት ስትሆን አሰራርህ ግጭት ውስጥ የማያስገባህ ከሆነ አትራፊ አመራር ያስብልሃል፡፡ ነገር ግን፣ በራስ ጊዜ የሚፈጠር የተዛባ ውሳኔ ሀገርን ከማክሰር አንጻር ሲታይ የገንዘብ ኪሳራ ብቻ ሳይሆን፤ በህይወትም ዋጋ ሊያሰከፍል ይችላል፡፡ ስለዚህ መሪ ስትሆን በየቀኑ የምትወስነው ውሳኔ ወደፊት ትክክለኛ የሆነ፣ በህግ የማያሰጠይቅህ እና ፀፀት ውስጥ የማያስገባህን ፍትሃዊ ፍርድ መስጠት ግዴታህ ነው፡፡ 6 conflict resolution techniques and strategies for the workplace By Ben Madden በሚል ቤን ማደን እንደጻፈው ከሆነ ብዙውን ጊዜ ከግጭት ጋር የተያያዘው የስራ ቦታ ውጥረት የአውስትራሊያን ኢኮኖሚ በዓመት 15 ቢሊዮን ዶላር እንደሚያስከፍል ይገመታል፣ ስለዚህ ለንግድዎ ዋና መስመር አስከፊ መዘዝ ሊያስከትል ይችላል። እንደ ሥራ አስኪያጅ/መሪ፣ የግጭት አፈታት የእርሶ ሚና ቁልፍ አካል ነው። ምንም እንኳን ደስ የማይል ሊሆን ቢችልም, በየቀኑ ከሚያደርጉት በጣም አስፈላጊ ነገሮች አንዱ ነው፡፡
“Workplace stress, which is often associated with conflict, is estimated to cost the Australian economy nearly $15 billion a year, so it can have disastrous consequences for your business’ bottom line. As a manager/leader, conflict resolution is a key part of your role. While it may be unpleasant, it is one of the most important things you’ll do day-to-day.”
According to Mullins (2010) It is important that staff themselves should also feel a sense of involvement and know how they can play their part in achieving the goals and objectives of the organisation. They should be given ‘ownership and partnership’ in the training process.
There should be a clear set of objectives and a defined policy for training. This will enable the design of a carefully planned programme of training. The programme should address such questions as: Who is to be trained and why? What should they be taught? How and where should the training be undertaken, and by whom? How will the training be assessed and evaluated? The expected results of training should be understood clearly and realistically and be seen as reasonably attainable. Wherever possible, desired object-ives should be stated in behavioural terms such as: Exactly what, after training, should the trainee now be able to do?
Group work is your organization fulfill the above questions? As worker what is your role in the selection of training? Is training according to workers skill gap in your organization?
The debate over jonas and the debate over his acceptance of the article on hi...berhanu taye
Finally I want to tell you and advise you that you are better not only in age but also in knowledge. This is not to say that I did not graduate from Ababa University without knowledge; Learn from this article that I have learned to challenge you with knowledge. Not as if you were saying, 'I have learned,' I want you to think and act like an educated man, but I do not want to be like Plato. or knowledge; concerned only with what is obvious / sketchy or lacking completeness). For this demonstration, I will link you to the following article. Here is Plato, a student of Socrates, who was opposed to the death of Socrates and was deeply saddened. Here is the story: Socrates: 427-347 BC the student Plato began to flourish in Greece. Plato was deeply saddened by the death sentence of his beloved teacher (Socrates) and could not believe it.
Belaye zeleke new tvet ngo capital budget berhanu tadesse taye berhanu taye
ACKNOWLAGEMENT
Most importantly, Mulugeta Haile Selassie, Head of the Gulele Sub-City Technical and Vocational Office, who has been with me from the beginning to the end to ensure that the project proposal, strategy plan and action plan will be responsible for the project. I offer my respect and gratitude.
Next, I would like to express my sincere gratitude to the trainers of both the technical and vocational training institutes who assisted me in completing this research project and strategy plan by filling out a questionnaire for finance and relevant departments and providing comments during the meetings and consultations! I would like to express my sincere gratitude to my colleague Mahlet Fisseha and Ms. Tesfanesh Kebede for the Gulele TV Office.
Last but not least, thanks to the staff of the Belaye Zeleke High School department hears and principals for their cooperation to:-
1. Mr. GebreAmlak Zekarias
2. Mr. Tilahun Yirga
3. Mr. Mehari Fanta
Sifa skills initiative for africa project and meeting minutesberhanu taye
SIFA Skills Initiative for Africa
EMD Private Construction Finishing Works Training Institute and EMD Private Construction Finishing Works PLC
Manager Director: Ato Mikyas Eshetu leader of the institutions
Mr. Berhanu Tadesse Taye Senior TVET Curriculum Professional from Yeka Branch TVET has been coordinator and author of the agenda of the Project
Mr. Suba Subagadis, from Ethiopia Federal Technical and Vocational Agency member
Mr. Zumenu Aynadise from Eagle business and research development Company/ firm member
Toyota Production System (TPS) History Sakichi Toyoda founded the Toyoda Spinning and Weaving
Company in 1918. He developed the first steam-powered loom that could detect a broken thread and
stop itself automatically. This innovation led to the wider principle of jidoka, or automation with a
human touch – later to become one of the two pillars of TPS.
Some years later in 1937, Sakichi’s son Kiichiro founded the Toyota.....
Book review and bast practice in tvet institution yeka branch amharic edited ...berhanu taye
Congratulations to the institutions that have passed the assessment process and received the highest marks!
My recommendation
• It is important to believe in the leadership, education and training policy makers and senior professionals that the development and distribution of training curricula, TTLM and reference books will greatly enhance the skills, knowledge and attitudes of trainees.
• Therefore, although we have decided to work at our branch office with these evaluation criteria, However, we have excluded it from the review due to the fact that the standard of the book is not included in the comparison format. Therefore, I think this practice should be considered as it has a negative impact on the quality of education and training.
• Although there is no one who encourages us to implement our system in a research-based manner, I have tried to present such problems in the slightest, by resisting the pressures that make it work. Therefore, instead of working on research projects with stakeholders only, the research work done by the staff should be designed to encourage them.
• A standardized workshop manual will be developed for training; the main training manual will be provided with books and reference books that can help with the curriculum.
• Therefore, at the institutional level, textbook evaluation and evaluation at TTLM and reference books should be included in the evaluation criteria in the future as the training institutions will be the main beneficiaries.
• At the institutional level, it is appropriate to encourage and reward the supply of textbooks at the institutional level, and it is important to believe that the result will increase the quality of training and save generations.
• Recognizing that the main culprits are those whose professionalism and political affiliation are at stake; It is important to identify these components and deploy them to their appropriate functions.
• Therefore, I say that these unskilled leaders, policymakers and senior professionals should be assigned to the right job.
2013 berhanu training need assessment presentationiberhanu taye
"Modern education glorifies learning and makes the country proud too!" The statement shows that Emperor Menelik II's vision and mission were to educate, research, innovate, etc., with respect, not with the current and former leaders of our country. They have shown us many ways; As a scholar, he glorifies learning, not for siding with liars for personal gain, but for harming innocent people; The international standard of scholar is only to show the practical principles of morality and conscience.
And when done right, it will be presented in this way without compromising the language of education and training!
"Modern education makes learning proud and makes the country proud!" Only King Menelik II Learning is glorified, not by lies, but by deeds."
"ዘመናዊ ትምህርት መማር ያስከብራል ሀገርንም ጭምር ያኮራል!" የሚለው አባባል የሚያሳየው የእምየ ንጉስ ሚኒሊክ ሁለተኛ የዜጎቻቸው መማር፣ መመራመር፣ የፈጠራ ስራ የሚያስደስታቸው፣ ወዘተ ራአይና ተልኮ ከበሬታ ጋር ብቻ እንጂ የሊሎች የአሁኑና የቀድሞ የሀገራችን መሪዎች አለመሆኑን፤ በብዙ መልኩ አሳይተውናል፤ መማር የሚያስከብረው ምሁር ሆኖ ለግል ጥቅሙ ሲል ከሀሰተኞች ጋር በመወገን፣ መጎዳኘት ንጹሃንን በመጉዳት ሳይሆን፤ ምሁርነቱን አለምአቀፍ መስፈርት የሚያሳየው የስነምግባርና የህሌና መርህ በተገባር ማሳየት ብቻ ነው፡፡
እናም በትክክል ሲተገበር የትምህርት እና ስከልጠና ቋንቋ ሳይሸራረፍ በዙህ መልክ ይቀርባል!
2021 Annual Performance Report. Because the report contains both legal and illegal institutions; It is designed so that you do not enter into any agreement with the illegal institutions.
የ 2013 ዓ.ም አጠቃላይ የአመቱ የስራ አፈጻጸም ሪፖርት፡፡ ሪፖርቱ በውስጡ ህጋዊና ህገወጥ ተቋማትን የያዘ ስለሆነ፤ ህገወጦቹን ተቋማት እንድትለዩዋቸው ምንም አይነት ስምምነት እንዳትፈጽሙ ታስቦ የተዘጋጀ ነው፡፡
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
ORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN)
1. TRAINING ON
ORGANIZATIONAL PERFORMANCE AND
EFFECTIVENESS (KAIZEN)
IMPLEMENTATION IN THE INDUSTRY
CHERKOS SUB CITY ADDIS ABABA CITY
ADMINISTRATION ETHIOPIA
Vocational Education and Management
improvement for change
BY: BERHANU TADESSE TAYE
October 2014
2. ü Training duration 15 days
ü Methods of presentation, short lecture,
individual exercises, group activities and
discussions, project work, using energizer
between the session and question and answer
ü Target group executives, managers,
supervisors, company and enterprises owners
and also employees
BY: Berhanu Tadesse Taye
3. Outline of Presentation
ü Kaizen
ü 5s and visual management
ü Training within industry TWI
ü Value streaming mapping
ü Perceptual difference between western nations and Japan regarding job function:
ü Western Approach
ü Japanese Approach
ü Top Management
ü The roles of various level under KAIZEN
ü Supervisors
ü Middle Management
ü Workers
ü Organizational performance and effectiveness
ü Problem solving
ü Total productivity maintenance (TPM)
ü Hoshin Kanri
ü Cost of Quality (COQ)
ü Benchmarking
ü Suggestion system
ü Lean six sigma overview
ü Research investigation
v BY: Berhanu Tadesse Taye
4. 1. Kaizen
Kaizen strategy is the single most important concept in Japanese
management the key to successful Japanese companies such as
Toyota and other corporations. Based on Masaaki Imai's
teachings on 'Kaizen' and 'Gemba Kaizen', this training prepared
for managers and supervisors who are interested in developing a
Kaizen culture in their workplace, offices etc, facilitating Kaizen
events as a mechanism to improve operational efficiency.
Concepts and benefits of Kaizen and how to manage Kaizen in
the organization work areas to improve productivity and customer
value. The key tools and techniques for running Kaizen activities
on a daily basis, problem solving, conducting a Kaizen event as
well as overcoming barriers to successful implementation.
BY: Berhanu Tadesse Taye
5. 1.1. Kaizen mean
•An 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.
•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.
Kaizen was introduced in several Japanese
organizations after the Second World War and is
particularly associated with Toyota.
BY: Berhanu Tadesse Taye
6. Cont’d
According to Masaaki Imai, Kaizen is a
Japanese term meaning ‘change for the better’.
Applied to business organizations, it implies
continuing improvement involving everyone
that does not cost much. Kaizen organization
culture is based on three super-ordinate
principles: process and results; systematic
thinking; and non-judgmental, non-blaming
(Mullins, 2010). Kaizen strategy begins with
customers’ needs concerning quality, cost and
delivery and is founded on a people-oriented
culture.
BY: Berhanu Tadesse Taye
7. KAIZEN is based on the simple principle that, whatever the field in our
lives, be it social life, working life, domestic life or even leisure life, we
need continuous improvement in order to progress and advance as
opposed to status quo and stagnancy. For such an effort we must have
participation and involvement of one and all whether it is society or an
enterprise.
In industry, to stay there and compete, there should be an unending
improvement and progress to provide leverage against other
competitors.
Management Function in KAIZEN, Management has two major functions
in KAIZEN
I) Create a conducive environment and encourages continuous
improvement (technological, managerial and operative) and establishes
standards.
ii) Maintain the standards established
BY: Berhanu Tadesse Taye
8. 2. 5S and Visual Management
It is the first part of kaizen implementation, 5S workplace
organization and good housekeeping is a set of basic management
principles that are widely adopted in industries, trade, service
providers and even in the office. As a foundation of Lean
management, the key targets of 5S are improved workplace
efficiency, morale and safety. At the end of this lesson trainees will
be able know how to mobilize and align your management team to
launch or improve a 5S and Visual Management implementation in
your organization. The training covers 5S and Visual Management
best practices, step by step implementation guidance, and the best
ways to integrate 5S into the organization’s culture to achieve
sustainable quality on customer satisfaction and staff self esteem. It
includes the principles of 5S and Visual Management and the
benefits, initial implementation, future refinement, self assessment as
well as the infrastructure necessary to start and sustain a 5S initiative
for your organization
BY: Berhanu Tadesse Taye
9. 3. Training Within Industry (TWI)
The application of kaizen takes place in the industry, Within Industry (TWI)
is an integral part of Lean to reinforce the practice of Standard Work.
Standardized work eliminates waste, improves process stability and provides
a baseline for process improvement Program Objectives Job Relations (JR):
To lead people by effectively and positively dealing with relationship
problems between the supervisor and the employee, and preventing these
problems from developing in the first place by maintaining positive
employee relationships. Job Instruction (JI): To provide proper training and
assuring this training is effective in helping people do their jobs correctly
and efficiently. Job Methods (JM): To improve processes and the workplace
by developing improvement proposals and implementing them to get
improved results. Benefits Get more done with less machines and manpower
Improve quality, reduce scrap by achieving standard work across workers
and shifts, Reduce safety incidents, Decrease training time, especially for
temporary workers Reduce labor hours Reduce grievances Transfer
knowledge from a skilled workforce to an unskilled or green workforce
BY: Berhanu Tadesse Taye
10. 4. Value Stream Mapping
It is a lean management method for analyzing the
current state and designing a future state for the
series of events that take a product or services of
events that take a product or service from its
beginning through to the customer (Rother, Mike,
Shook, John, 2003). Current state and future state
value stream maps, and to identify opportunities to
achieve the future state that have the greatest
impacts on the business as well as customer value.
The critical tool of value stream mapping and
analysis helps your organization see waste and
opportunities, and envision a Lean future state
BY: Berhanu Tadesse Taye
11. PERCEPTUAL Difference between western nations
and Japan regarding job function:
Western Approach:
* Importance to systems and procedures
* Through systems an organizational level and functions
are established. Focus is on control i.e. function within
chance cause variation level. Take action when
assignable causes creep in.
* Changes are mainly through innovations. They are top
and middle management responsibilities. This leads to
two types of organizations.
BY: Berhanu Tadesse Taye
12. cont’d
a. Status quo organization: No attempt to improvement or innovation till market
condition forces.
b. Innovation centered organization: High technology industry. Eventually disappear
after sometime.
:
Table 1. Western Approach
BY: Berhanu Tadesse Taye
13. cont’d
Japanese Approach:
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.
Table 2. Japanese Approach
BY: Berhanu Tadesse Taye
14. Cont’d
6. The roles of various level under KAIZEN
1. Top Management:
a. Establish Kaizen as a corporate policy. Workout strategies
for implementation.
b. Allocate resources, extend, support guidance and provide
direction.
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.
BY: Berhanu Tadesse Taye
15. Cont’d
2. Middle Management:
a. Deploy and implement Kaizen goals directed by Top
Management. Use KAIZEN in cross functional management
activities.
b. Effect improvements (KAIZEN) in functional capacity.
c. Maintain and up grade existing standards through
improvements.
d. Provide assistance to workers to develop skills and acquire
knowledge on problem solving tools.
BY: Berhanu Tadesse Taye
16. Cont’d
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.
BY: Berhanu Tadesse Taye
17. Cont’d
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.
BY: Berhanu Tadesse Taye
18. Cont’d
Table 3. Perception of the below function category
wise. As can be seen from the picture, 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.
BY: Berhanu Tadesse Taye
19. Organizational performance and
effectiveness, Kaizen (continuous
improvement) for small- and medium-sized
enterprises, industry and companies select
from the alternatives
better allow to implement appropriate
forms of organizational performance and
effectiveness mandatory for their growth
20. A. Total Quality Management (TQM)
After the end of this training trainees will learn and designed to help you,
as a key manager, to understand how to approach quality as a company
wide effort. You will learn how to make a commitment, plan and begin to
implement systems for managing quality that integrates all the people,
processes and continuous improvement initiatives together. Based on
Philip Crosby's methodology, this training introduces participants to the
Five Quality Principles and the Four Key Activities for Quality
Management. Finally, the role of the manager will be examined so as to
identify what you, personally, can do to plan the improvement process
and communicate the need to change. To manage and improve quality, a
long term commitment of time and effort will be required. For these
efforts to succeed, every employee in the company must get involved.
TQM is designed to involve every employee in your company in quality
improvement efforts.
21. Cont’d
one practical approach to improved organizational
performance and effectiveness is the concept of the
Japanese inspired total quality management (TQM).
There are numerous definitions of 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).
Laurie J. Mullins is lecturer in Portsmouth University he
wrote a book Management and organizational Behavior,
the TQM information can get in the themes of
organizational performance and effectiveness.
22. Cont’d
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.
23. B. Six Sigma
Another quality initiative programme for change and continuous
improvement is the concept of Six Sigma, based on the use of statistical
analysis and computer simulation for the definition, measurement and
reduction of defects and waste (Sigma is the Greek letter used as a
statistical term to denote standard deviation or variations from the
mean). The principle of Six Sigma is the establishment of optimum
specifications for processes and products, and an improvement in
quality through a continuous reduction of variations that result in
defects. If you can measure the number of defects in a process you can
then attempt systematically to eliminate them. Each level of sigma (six
being the highest) indicates a reduction in the extent of defects. A true
Six Sigma quality organization implies a defect rate of only 3.4 defects
per million opportunities for each process or product. The aim is not
only to reduce existing variations but also to design new processes and
products so that there is as little variation as possible.
24. C. Business Process Re-Engineering (BPR)
Another concept to have received much
attention in recent years is that of business
process re-engineering (BPR). The pioneers of
BPR are generally acknowledged as Hammer
and Champy, who define it as:
The fundamental rethinking and radical redesign
of business processes to achieve dramatic
improvements in critical, contemporary
measures of performance, such as cost, quality,
service and speed.
25. Cont’d
Their approach has two principal features: (i) a
completely fresh start, or blank sheet of paper
approach, to organizational redesign, ignoring past
history or present structure or practices, and (ii) a
process-orientation approach to organizational analysis
centered around a horizontal review of all activities
involved in the process, or set of activities, in the
delivery of a product or service to the customer. BPR
is concerned wit the total restructuring of the
organization. It starts from how one would like the
organization to be and works backward in an effort to
achieve real gains in organizational performance and
delivery of products or services.
26. Cont’d
Relationship with TQM
What is the relationship between BPR and TQM? Both are
concerned with organizational processes that lead to customer
satisfaction. However, while TQM tends to seek continuous
incremental improvement within a specific framework, BPR
seeks major advances in performance from a horizontal, cross-
functional anatomy of performance perspective. It involves a
challenge to traditional structure, relationships, boundaries or
barriers. TQM requires a supportive environment and relies on
teamwork, participation and commitment BPR takes a more
strategic approach and needs to be driven, at least initially, by
top management. Some commentators appear to suggest that
TQM has been taken over by BPR although others argue that
it can be seen as complementary to and/or a forerunner for
BPR.
27. Decline of Re-Engineering
In a discussion on outdated motivational patterns
utilized to maintain role performance in organizations.
Risk and Pena link this with what they maintain is a
failure in re-engineering. Although the originators of
re-engineering insisted it was about rethinking work
not eliminating jobs, managers equated re-engineering
with downsizing. Despite early successes, with each
passing year fewer and fewer projects appeared to be
producing the desired results and doubts have surfaced
about the effectiveness of re-engineering.
28. Cont’d
Reis and Pena suggest that theories of motivation
might offer an important observation and point to the
decline in re-engineering based on its lack of concern
for people and its takeover by managers wishing to
downsize.
In a subsequent publication, Hammer restates that
BPR is just as valid today but acknowledges that in the
light of experience re-engineering needs to be
complemented with a range of other changes, a focus
on corporate objectives and building collaborative
partnership with suppliers.
29. Cont’d
Stern, however suggests that downsizing and restructurings of
immense size were justified by BPR and:
The internet-inspired, emotionally intelligent ‘new economy’
of the late 1990s was the great reaction against BPR’s
brutalism. All pool tables and skateboards, the new economy
was great fun while it lasted-which was not very long.
Someone forgot to tell the geeks about the iron laws of
business-those boring old things such as profits and cash.
Critical Reflection
“Effective organizational performance is about a shared vision, inspired
leadership and the quality of its managers. Concepts such as total quality
management or techniques such as business process re-engineering are
just passing fads that offer little real long-term value to the business
organization.” according to (Mullins, 2010)
30. D. Lean Thinking for Transformational Leadership
Toyota Production System) is an organization wide continuous
improvement initiative that is gaining popularity in the
manufacturing, process and service industries today. At the end of
this lesson trainees will gain an understanding of productivity loss
from the three major sources of waste:
•value added work,
•Process variability and Process/System inflexibility (bottlenecks) In
addition,
•Lean principles and tools can be applied to eliminate non value
added work,
create stable processes and mistake proof operations so as to
significantly improve productivity and increase value to customers.
As a senior executive,
31. Cont’d
Lean Leader and create the right
conditions to start and sustain a
successful Lean program. Recommended
audience senior executives, managers,
project champions or project sponsors of
manufacturing and service industries who
are interested in getting a “big picture”
perspective of Lean before embarking
on the detailed planning and
implementation’
32. Cont’d
The important role for management in
maintenance function is to establish the
standards, policies and procedures so that they
are followed by everybody and they could be
monitored and reviewed. Management also
has the responsibility to educate and train the
people to enable them to follow the standards.
Thus, in the Japanese perception, one action
follows the other in succession.
33. cont’d.
Table, 4. The point to be noted here is that the
workmen, though most of the time are expected
to maintain established standards by religiously
following them, can also suggest improvements.
34. Cont’d
The important role for management in
maintenance function is to establish the
standards, policies and procedures so that
they are followed by everybody and they
could be monitored and reviewed.
Management also has the responsibility to
educate and train the people to enable them
to follow the standards. Thus, in the
Japanese perception, one action follows the
other in succession.
35. ?á Customer
orientation
?£ TQC (total quality
control)
?= Robotics
? QC circles
?- Suggestion
system
?á Automation
?z Discipline in the
workplace
?-TPM (total
productive
maintenance)
?á Kamban
?_ Quality
improvement
?ù Zero defects
?Æ Small-group
activities
?¿ Cooperative
labor- management
relations
?Œ Productivity
improvement
?¿ New-product
development
Figure 1. The Kaizen Umbrella
KAIZEN
Source: Kaizen Umbrella courtesy of (Imai, 1986)
36. v PDCA Problem Solving
How do you solve business problems that are cross-functional and there
is not a single subject matter expert who has sufficient knowledge about
the real causes of the problem? How do you break through the functional
silos to obtain a detailed understanding of the current processes and then
develop a future state process that involves all departments and gives you
the true nature of the problem to be solved? In this training, you will
learn the structured Plan-Do-Check-Act (PDCA) approach to problem
solving. The PDCA problem solving process is a technique that is used
by Toyota to identify problems, analyze root causes and generate
solutions. When combined with the basic quality ("QC") tools, real
causes to business problems can be identified and effective solutions can
be put in place to prevent similar problems from recurring in the future.
For all enterprises which want to facilitating, leading or participating
in a problem solving project.
37. v A3 Problem Solving
After the end of these training trainees will learn the structured
problem solving approach that uses a tool called the A3
Problem Solving Report. For example the A3 report is a tool
that Toyota uses to propose solutions to problems, give status
reports on ongoing projects, and report results of information
gathering activity. The term "A3" is derived from the paper
size used for the report, which is the metric equivalent to the
11" x 17" paper. You will learn the steps to proceed from
problem identification to resolution in a fashion that fosters
learning, collaboration, and personal development. The
problem solving team records the results of investigation and
planning in a concise, two page document (the A3 Report) that
facilitates knowledge sharing and collaboration.
39. E. Total Productive Maintenance (TPM)
Total Productive Maintenance (TPM), is a company wide initiative for
maximizing the effectiveness of equipment. The goal of the TPM
program is to significantly increase labor and capital productivity while,
at the same time, increasing employee morale and job satisfaction. TPM
brings maintenance into focus as a necessary and vitally important part
of the business. Targeted at all levels of the organization, TPM and its 8
pillars provide the necessary process and tools to achieve zero defects,
zero breakdowns and zero accidents.
•Understand the concept and management philosophy of TPM as a
foundation for Lean Transformation Learn the 8 pillars of TPM
activities, TPM implementation strategy, roadmap and step by step
approach, Learn the TPM tools and be able to identify and eliminate loss
through TPM implementation. Understand the Autonomous Maintenance
process and how to improve equipment reliability. Understand the roles
of a TPM implementation organization and the critical success factors.
40. F. Hoshin Kanri
Hoshin Kanri. is a powerful, systematic Strategic Planning
methodology that uses a Plan- Do-Check-Act cycle to create
goals, choose control measures and link daily control activities
to the enterprises strategy. It involves a "catch ball" as the
driving force of alignment, clarification and employee
involvement. The methodology has been used by some of the
world’s most successful companies such as Toyota, Hewlett-
Packard and Bank of America as a systematic approach to
capture and strengthen strategic goals and develop the means
to bring these into reality. The successful achievement of the
company shared goal
41. G, Cost of Quality (COQ)
As a key factor of competitiveness, cost has to be
managed all the time, not only in times of economic
downturn. The Cost of Quality (COQ) program fits
well into any operational excellence initiative,
including Lean, Six Sigma and TQM. The COQ
methodology approach to quantifying the financial
impact of the Cost of Non - Conformance (CONC)
and Cost of Conformance (COC), lifting the problem
solving focus from quick fix to prevention, and
prioritizing quality improvement opportunities based
on the expected financial return
42. H, Benchmarking
Benchmarking is the process of continually searching for the best
methods, practices and processes, and either adopting or adapting their
good features and implementing them to become the “best of the
best.”To become the best in class, organizations need to implement the
right processes to get there. benchmarking, various types of
benchmarking, identification of what to benchmark, and provides a
detailed step by step guidance on how to systematically carry out a
benchmarking project based on the world renowned benchmarking
model. It also includes practical tips on the benchmarking process,
benchmarking etiquettes and the critical success factors today's
competitive environment, organizations must delight their customers and
relentlessly look for new ways to exceed their expectations. To
accomplish this, Kaizen and Six Sigma Quality has to become a part of
an organization’s culture.
43. Cont’d
Six sigma provides a rigorous and structured approach
to help organizations improve their performance in
meeting their customers' requirements. This training
introduces you to the Kaizen and Six Sigma
philosophy, methodology and tools and the
infrastructure for successful Six Sigma deployment
without too much of statistical jargon. It includes
applications of Six Sigma in manufacturing, process
and service industries, step by step DMAIC
improvement approach, phase description and
deliverables, and roles of the Leadership team,
Champion, Process Owner,
44. I, Suggestion System
Employees have lots of ideas, but how do you listen to them? How do you harvest their
ideas formally and informally, and bubble up the good ones? How do you generate
good quality ideas and sustain the flow of employee's suggestions to increase customer
satisfaction, improve bottom line and enhance employee motivation and enthusiasm? At
the end of this training the trainees will be able to know about the characteristics of a
successful staff suggestion system and establish an infrastructure to implement and
sustain an employee suggestion system that provides a constant flow of quality ideas.
individual exercises, group activities and discussions, plan and launch a suggestion
system Acquire skills in setting up a management infrastructure to generate ideas,
capture quality ideas, evaluate ideas and sustain a constant flow of ideas. Learn how to
develop employees to identify opportunities for improvement and write good quality
ideas. Develop supervisors and managers to guide employees in writing suggestions.
Learn how to recognize and reward participation Program, Outline Introduction &
Basic Concepts• Scope of Suggestions• Goals of a Suggestion System• Planning &
Launching a Suggestion System•
45. Cont’d
Roles & Responsibilities of the Suggestions Committee, Suggestions
Office & Department Representatives• The Suggestions Process•
Evaluation & Award Systems• How to Develop Good Quality
Suggestions• How to Sustain a Suggestion System Description In
today's competitive environment, organizations must delight their
customers and relentlessly look for new ways to exceed their
expectations. To accomplish this, Six Sigma Quality has to become a part
of an organization’s culture. Six Sigma provides a rigorous and
structured approach to help organizations improve their performance in
meeting their customers' requirements. The training introduces you to the
Kaizen and Six Sigma philosophy, methodology and tools and the
infrastructure for successful Six Sigma deployment without too much of
statistical jargon. It includes applications of Kaizen and Six Sigma in
manufacturing, process and service industries, step by step DMAIC
improvement approach, phase description and deliverables, and roles of
the Leadership team, Champion, Process Owner.
46. 14. Kaizen Lean Six Sigma Overview
Lean Six Sigma provides a rigorous and structured approach to help
organizations improve their performance in meeting their customers'
requirements. This training introduces you to the Kaizen, Lean, Six
Sigma philosophy, tools, DMAIC structured problem solving and the
infrastructure for successful Lean Six Sigma deployment. It emphasizes
how to lead a Successful Kaizen and Lean Six Sigma deployment.
47. 15. Delivering Service Excellence
After the end of this training the trainees will be able
to know the approachs of customer satisfaction,
manage your own emotions and deliver professional
and personalized service, and treat customers as
unique individuals with different needs and
expectations. It includes the techniques and skills to
find out and respond to each customer's needs and
expectations, reduce customer's negative feelings and
heighten customer's positive feelings towards your
organization. Finally, you will learn how to satisfy
customers in comfortable and difficult conditions as
well as apply the five A's of service recovery
48. 16. About Operational Excellence Consulting
Trained of consulting groups around the world their advertisement
presented as follows, who we are Operational Excellence Consulting
helps organizations to work smarter and grow faster. The objective of the
training is always evolving to respond to industry trends and
management focus, and we combine our deep technical skills in response
to our clients' changing needs. Over time, what we do remain closely
linked with helping our clients improve the way they operate; innovate
and grow; reduce costs; manage risks; leverage talent; and change the
way they do business. One of our unique strengths is going beyond a
tools focused approach to seamlessly integrate people, processes,
technology and continuous improvement initiatives to suit the specific
needs and situations of our clients What we do, we provide corporate
learning programs and management advisory services to assist our clients
to achieve breakthrough in business performance and effectiveness. The
aim of the training is to support our clients in designing, managing and
executing lasting beneficial change.
.
Website: www.oeconsulting.com.sg,
49. Term Explanation
5S 5S is a philosophy and checklist for good housekeeping to achieve greater order, efficiency and
discipline in the workplace. It is derived from the Japanese words Seiri (Sort), Seiton (Straighten), Seiso
(Shine), Seiketsu (Systematize), and Shitsuke (Standardize/Self-Discipline). There are also different
English renditions.
Suggestion
System
A Suggestion System is the method by which the ideas and suggestions of employees are
communicated upwards through the management hierarchy to achieve cost savings or improve product
quality, workplace efficiency, customer service, or working conditions. Examples range from simply
placing suggestion boxes in common areas, to implementing formal programs with committees
reviewing ideas and rewards given for successful adoption of those ideas.
Quality
Control Circle
(QCC)
QCC is a small group of workers who collectively find a problem, discuss alternative remedies, and
propose a solution. QCCs voluntarily perform improvement activities within the workplace, as part of a
company-wide pro- gram of mutual education, quality control, self-development and productivity
improvement.
Total Quality
Management
(TQM)
TQM represents a number of management practices, philosophies and methods to improve the way an
organization does business, makes its prod- ucts, and interacts with its employees and customers. QCC
activities func- tion as an integral part of TQM. Historically, statistical quality control was born in the
US, and Japan imported and developed that concept as Total Quality Control (TQC) in the 1960-70s,
which evolved as TQM in the late
80s.
Toyota
Production
System (TPS)
TPS is the philosophy which organizes manufacturing and logistics at Toy- ota, including interaction
with suppliers and customers. It focuses on the elimination of waste and defects at all points of
production including inputs, process and final output (delivery). The term “Lean Production System”
can be used interchangeably.
Just-In-Time
(JIT) System
JIT, a part of TPS, is a production system aimed at eliminating non-value- adding activities of all kinds
and achieving a lean production system flexible enough to accommodate fluctuations in customer
orders.
Kamban
System
Kamban refers to a communication tool in the JIT production and inventory control system, developed
at Toyota. A kamban (signboard) is attached to a given number of parts and products in the production
line, instructing the delivery of a given quantity. When the parts have all been used, the kamban is
returned to its origin where it becomes an order to produce more.
50. Kaizen Innovation
1. Effect Long-term and long-lasting but undra-
matic
Short-term but dramatic
2. Pace Small steps Big steps
3. Timeframe Continuous and incremental Intermittent and non-incremental
4. Change Gradual and constant Abrupt and volatile
5. Involvement Everybody Select few ìchampionsî
6. Approach Collectivism, group efforts, systems
approach
Rugged individualism, individual
ideas and efforts
7. Mode Maintenance and improvement Scrap and build
8. Spark Conventional know-how and state of
the art
Technological breakthroughs, new
inventions, new theories
9 Practical
requirements
Requires little investment but great ef-
fort to maintain it
Requires large investment but little ef-
fort to maintain it
10. Effort
orientation
People Technology
11. Evaluation
criteria
Process and efforts for better results Results and profits
12. Advantage Works well in slow-growth economy Better suited to fast-growth economy
Table 6. Features of Kaizen and InnovationSource: Imai (1986, p.25).
6 Clark et al. (2009) describes it as the difference between kaikaku (reform, big change) and kaizen (small incremental changes).
51. Organized PP implementation teams Number of team
members from JICA,
counterpart, PP tar-
get companies
Electrical &
electronic sector
team
Food processing
sector team
JICA consultant team
Team leader
Member in charge of
institution building
Member in charge of
work coordination
Electrical and
electronic
consultants: 2
Food processing
consultants: 2
7
Counter- part team UGPQ director
Member in charge of
institution building
Member in charge of
work coordination
Electrical and
electronic technical
staff: 5
Food processing
technical staff: 5
13
PP target companies
team
Top managers
Production
managers /
Quality controllers
Employees in
charge of
production
Production
managers /
Quality controllers
Employees in
charge of
production
Numbers varied
depending on the
company
Table, 7 . Pilot Project Implementation Team
75 The Japanese word “kaizen” has come to be internationally used in the area of production management.
In English, this is referred to as continuous improvement.
panies was organized. Table 4-2 shows the composition of the teams organized in the target sec-
tors.
52. ?á Improvement
Technique
Contents of Improvement Technique
1. Layout improvement PQ analysis / Transfer distance analysis / Process proximity
analysis78
2. Improvement of work
human-hours balance
Time research (stopwatch method) / Operation research
3. Shortening of setup
times
Single setup (SMED) method / Vide analysis79
4. QCCs80 Analysis using 7 tools of QC / 7 areas of waste elimination81
5. 5S82 Tag method / Color display / Visual control / Dividing lines
Table. 8, Source: Compiled from the Master Plan Study for Quality/Productivity Improvement in the Republic of Tunisia
(Final
Report, July 2008), available from JICA homepage (http://www.jica.go.jp/).
Types of Improvement (Kaizen) Techniques that were Acquired in the PP
and can be Autonomously Used by Counterparts in Future
53. - Setting of
model
?U PP implementation plan -
A/P and M/P compilation
?A Survey of all industrial
sectors
company
selection
implementation (company -
Final report (manual Nationwide
deployment (all
(20 companies) criteria diagnosis, quality/productivity completion) industries and all
regions) of
?, Survey of the PP target
sectors
improvement guidance, draft -
Preparation of video of quality/productivit
y improvement
- Electrical and electronic - Selection of
model
manual utilization) successful cases by the
counterparts
themselves
(approx. 30 companies) companies -
Around 15 electrical and - Trainers’ training
- Food processing electronic companies
(OJT/WS, etc.)
(approx. 30 companies) - Draft manual - Around 15 food processing - Training in Japan
?ì Survey of policies, measures preparation companies
and related legislation ?= Draft final report preparation
?+
?
Survey of current
conditions of support
systems and agencies
Survey of trends of other
- Draft PP
implementation
plan
preparation
(including draft A/P and M/P,
etc.)
Establishment of
dissemination setup by
the Tunisia side
(systems,
Donors organization, budget)
Table. 9. Note: -PP: Pilot Project, M/P: Master Plan, A/P: Action Plan, OJT: On the Job Training, WS: Workshop
-This figure was prepared at the start of the project (July 2006). Accordingly, the numbers of companies in each PP target
sector and companies targeted in the PP
60. Medical store materials performance before and after implementation of kaizen
Medical store materials performance
before and after implementation of
kaizen
Figure
10
61. No. Item SMEs En. TVET Stakeholders
(MTM)
office
Total
F % F % F % F %
1 Sex Male 38 87.5 26 92.9 11 91.7 75 93.8
Female 3 12.5 1 7.1 1 1 5 6.2
Total 41 100 27 100 12 100 80 100
2 Service 1 – 5 7 16.7 19 71.4 4 33.3 30 37.4
Year 6 – 10 6 12.5 8 28.6 3 25 17 21.3
11 – 15 12 29.2 0 0 5 41.7 17 21.3
16 and above 16 41.6 0 0 16 20.0
Total 41 100 27 100 12 100 80 100
3 Level of
Education
Below certificate 17 33.3 17 21.3
Certificate 10 25 10 12.5
Diploma 8 20.8 8 10.0
Degree 5 16.7 25 92.9 12 100 42 52.5
MA/MSC 1 4.2 2 7.1 3 3.7
Total 41 100 27 100 12 100 80 100.
0
Table. 10 Demographic Characteristics of the Respondents
62. Demographic Characteristics of the Respondents Research
on SMEs and stakeholders who implement kaizen
1.The first analysis of data involves profiling the background
characteristics of the respondents drawn from the six sampled small
and micro enterprises. Table 10 indicates the demographic
characteristics of the respondents. A total of 75 (93.8%) of the
respondents were males and 5 (6.2%) were females. The majority of
the respondents are males. Apart from the social/cultural influence and
restriction, the prevailing low level of technology by manufacturing
related to sectors, which involves much more physical work, might
have contributed to the less number of female workers in the study.
Notwithstanding, efforts should be made to encourage female workers,
as well as possible means need to be sought and put in place for better
technology utilization, including love of hard work.
63. Cont’d
On the other hand, more than half of the respondents, 30 (37.4%) were found to have
low level of service years (1 – 5 years), while the remaining, 34 (42.6%) had 6 up to 15
years of service. Thus, the majority of the enterprises which have been implementing
the kaizen strategy are less-experienced business firms. It is advisable for the kaizen
implementers to choose those enterprises which have been involved in the business for
at least ten years in order to counsel those firms to implement the kaizen. Regarding
their educational status, a significant proportion of the respondents, 42 (52.5%) was
found to hold first degree. However, a total of 17 (21.3%) of the respondents were
below certificate in their educational status which appeared to be below the
recommended standard proposed by the TEVT Agency Office in Addis Ababa. The
findings of the study appear to be good on the part of the participants in the study in
terms of their educational status. Moreover, the two enterprises (i.e. ATW Engineering
and Dobbe Enterprises) were exemplary Organizations which could be compared with
other enterprises in terms of the importance of education in answering the
organizational performance and effectiveness in the manufacturing sector. The
educational background of the respondents further indicates that a large number of them
about sixty-three percent) were highly trained. This significant proportion of the
respondents was diploma and/or degree holders (that is, a total of years of schooling
which ranges from 13 to 18).
65. Figure, 12, depicts most of the respondents held job
positions, like coordinators/trainers and
technicians/employees. A total of 7 (8.8%) of respondent were
top-level managers and owners of the enterprises, whereas 30
(37.5%) were coordinators and trainers, and 43 (53.7%)
respondents were technicians and employees. About three-
fourth (91.2%) of the total participants in the research were
found to be coordinators, trainers and
trainees/technicians/employees, while one-fourth (8.8%) were
members of the management staff – managers and owners.
Thus, the majority of people in the SMEs in Woreda 3
Administration of Gulele Sub-city are holding technical
positions – trainers and trainees. The job positions are
appropriate to run the manufacturing businesses.
67. Overall Success of Enterprises in Kaizen Implementation, First
phase of kaizen implementation stimulating the respondents by asking
the above questions. The above figure. 11. Indicate that there are
generally overall successes of enterprises in the implementation of
kaizen strategy. Being in the initial stage of the kaizen implementation,
only (36.0%) of the respondents felt that kaizen contributed reduced lead
time, where as six percent of to some types of quality improvement, five
percent of the respondent replied customer satisfaction, (45%) of the
respondent replied that after implementation reduction of cost and lead
time. Thirty-two percent of the respondents also felt that the involvement
of the companies in implementation of kaizen increased staffs’
contribution and involvement in decision-making also reduced work
force in terms exerting energy which mean time factor, but they were of
the opinion that top management didn’t seem to be a regular participant
in the team work. In addition, after going through the kaizen training and
implementation stage, (13%) of the respondents believed that kaizen
would likely contribute increased staff motivation.
68. Productivity: 5 nets per min. With 2 workers
Selection of Better Means to Change of Current Method for achieving your objective.
Agriculture performance before and after implementation of
kaizen
How far team
work influence the
work area
Figure
11
69. Figure 12orange Packing (1)
It is difficult to open net and put oranges in the net at the same time.
Figure
12
73. 1.Overall Success of Enterprises in Kaizen Implementation
Figure, 17. Overall Success of Enterprises in Kaizen Implementation
74. Cont’d
Figure 17 indicates that there are generally overall successes of the
Enterprises in the implementation of Kaizen Policy and Strategy.
Being in the initial stage of the kaizen implementation, only
(25.0%) of the respondents felt that kaizen contributed to reduced
lead time, whereas six percent of them were successful ones to
some types of quality improvement, and five percent of the
respondents replied that their customers were satisfied due to the
implementation of kaizen. Those findings of the study imply that
too much work is necessary creating awareness in terms of quality
since the percentage were relatively lower and also most of the
respondent not work for the purposes of customers’ satisfaction.
awareness creation on the part of the members of the management
body in the enterprises is mandatory because of customers
satisfaction is necessary for the sustainability and survival of every
enterprises and mach more explanation from the above fingers.