Gemba Kaizen is a philosophy that emphasizes continuous, incremental improvement in processes, originally developed in the Toyota Motor Company. It integrates concepts from lean manufacturing, focusing on waste elimination and creating a culture that prioritizes quality and efficiency. The approach relies on the PDCA (Plan-Do-Check-Act) cycle for process improvement while ensuring management commitment and data-driven decision-making.

1. GEMBA KAIZENByIsmail Clementhttp://gembakaizenemailconsultancy.weebly.com/1Gemba Kaizen Email Consultancy

2. 2GEMBA KAIZENINTRODUCTIONGEMBA KAIZENHOW TO MANAGE QCD IN GEMBASTANDARDS5 SMUDATHE FOUNDATION OF THE HOUSE OF GEMBAVISUAL MANAGEMENTSUPERVISORS ROLE IN GEMBAGemba Kaizen Email Consultancy

3. 3CHAPTER ONEINTRODUCTIONTOGEMBA KAIZEN Gemba Kaizen Email Consultancy

4. 4What is Kaizen?Kaizen means ‘change for the better’ in Japanese. The best English equivalent is ‘improvement'. Kaizen is made up of two characters: Gemba Kaizen Email Consultancy

5. Where did kaizen originate?Kaizen as we know it in Lean Manufacturing originated at Toyota Motor Company.

6. Many of the concepts and tools of kaizen came from industrial engineering and Dr. Edward Deming's teachings. Masaaki Imai's book 'Kaizen' made it a common word outside Japan back in the 1980s. 5Gemba Kaizen Email Consultancy

7. 6DEFINITION OF LEANLean manufacturing is a strategy in remaining competitive through the endless pursuit of waste elimination.Focus on the customerWho are the external customer?

8. What is an internal customer?

9. What is the value to the customer?Gemba Kaizen Email Consultancy

10. 7CONTEliminate the 7 waste of production.What are the 7 waste?

11. What causes the waste?

12. How do we eliminate waste?Do more with lessHow can we increase value?

13. How to waste less resources?

14. How can we do both?Gemba Kaizen Email Consultancy

15. 8Is Kaizen a shop floor thing?No. Kaizen is a way to improve any process. Kaizen is about creating a company culture that does not tolerate waste. Kaizen efforts typically start on the Gemba (in production or where the value is added) and extend across the entire enterprise. Gemba Kaizen Email Consultancy

16. 9Kaizen is a Japanese word. What if I don’t want to use that word?What you call kaizen doesn’t matter so much as understanding what it is and doing it right. Most people that have a problem with the word ‘kaizen’ either haven't experienced what kaizen really is or will never be convinced anyway. Gemba Kaizen Email Consultancy

17. 10Is Kaizen against technology?No. Technology and kaizen go hand in hand. Kaizen encourages the simple, low cost solution first, but recognizes that technology may be the better kaizen. Eliminating a process will always have a greater impact than just process improvement. Gemba Kaizen Email Consultancy

18. 11KAIZENIs continuous improvement. The KAIZEN philosophy - is our way of life and should focus on constant improvement efforts.The improvements are small and incremental.KAIZEN process are based on commonsense and low cost approaches.RUSSIAN Gemba Kaizen Email Consultancy

19. 12MAJOR KAIZEN CONCEPTSKAIZEN and management.Process versus result.Following the PDCA/SDCA.Putting quality first.Speak with data.The next process is the customer.Gemba Kaizen Email Consultancy

20. 13KAIZEN AND MANAGEMENTHas two major functions: Maintenanceand Improvement.Maintenance: current technological, managerial and operating standards.Improvements: activities directed toward elevating current standards.Gemba Kaizen Email Consultancy

21. 14Japanese Perceptions Of Job FunctionsTop managementMiddle managementImprovementSupervisors MaintenanceWorkers Gemba Kaizen Email Consultancy

22. 15KAIZEN n TECHNOLOGYWhenever money is a key factor, innovation is expensive.Kaizen emphasizes human efforts, morale, communication, training, teamwork, involvement and self discipline – a commonsense low cost approach to improvement. Gemba Kaizen Email Consultancy

23. 16Improvement Broken Down Into InnovationTop managementInnovationMiddle managementKaizenSupervisors MaintenanceWorkersGemba Kaizen Email Consultancy

24. 17PROCESSVERSUS RESULTKaizen fosters process-oriented thinking.Kaizen focuses on human effortsA process-oriented approach should also be:-PDCA

25. SDCA

26. QCD

27. TQM

28. TPMKaizen strategies have failed many companies simply because they ignored process.The most crucial element in the kaizen process is the commitment and involvement of top management.Gemba Kaizen Email Consultancy

29. 18Following the PDCA/SDCA CyclesThe first step in the kaizen process establishes the PDCA cycle.Plan refers to establishing a target for improvement.Do refers to implementing the plan.Check refers to determining whether the implementation remains on track.Gemba Kaizen Email Consultancy

30. 19Cont.Act refers to performing and standardizing prevent recurrence of the original problem or to set goals for the new improvement.The PDCA cycle revolves continuously.Management must initiate PDCA by establishing continuously challenging goals.Before working on PDCA, any current process must be stabilized.Gemba Kaizen Email Consultancy

31. 20Cont.Every time an abnormality occurs in the current process, the following questions must be asked:Did it happen because we did not have a standard?

32. Did it happen because the standard was not followed?

33. Did it happen because the standard was not adequate?Gemba Kaizen Email Consultancy

34. 21Cont.SDCA standardizes and stabilizes the current process.PDCA improves the current process.SDCA refers to maintenance and PDCA refers to improvement, these become the two major responsibilities of management.Gemba Kaizen Email Consultancy

35. 22IMPROVEMENT - PDCAACTPLANPADCDOCHECKGemba Kaizen Email Consultancy

36. 23MAINTENANCE - SDCASTANDARDIZEACTsACDDOCHECKGemba Kaizen Email Consultancy

37. 24PUTTING QUALITY FIRSTOf quality, cost and delivery, which should always have the highest priority?? concept requires management commitment.Managers often face the temptation to make compromises in meeting delivery requirements or cutting cost.Gemba Kaizen Email Consultancy

38. 25SPEAK WITH DATAKAIZEN is a problem solving process.The problem must be understood and recognized.Solving a problem without data is not a very scientific or objective approach.Collecting, verifying and analyzing data for improvement is vital. Gemba Kaizen Email Consultancy

39. 26THE NEXT PROCESS IS THE CUSTOMERThe next process should always be regarded as the customer.Refers to two types of customers: internal and external.When everyone in the organization practices this the external customer will receive a high quality product or service as a result.Gemba Kaizen Email Consultancy

40. 27MAJOR KAIZEN SYSTEMThe following major systems should be in place in order to successfully achieve a Kaizen strategy.Total quality control / total quality management.

41. A just in time production system.

42. Total productive maintenance.

43. Policy deployment.

44. A suggestion system.

45. Small group activities.Gemba Kaizen Email Consultancy

46. 28TQC / TQMOne of the principles of Japanese management has been TQC in its early development.This has evolved into a system encompassing all aspects of management and is now referred to as TQM – a term used internationally.TQC / TQM should not be regarded as strictly as a quality control activity: It has developed as a strategy to aid management to be more competitive and profitable by helping it to improve in all aspect of business.Gemba Kaizen Email Consultancy

47. 29Cont.“Q” meaning quality, has priority but there other goals too – namely cost and delivery. “T” signifies total, meaning that it involves everybody in the organization.“C” refers to control or process control.In TQC/TQM key process must be identified, controlled and improved on continuously in order to improve results. Gemba Kaizen Email Consultancy

48. 30TQMQuality assuranceQuality controlinspectionAim for continuous improvement / Involve suppliers & customers / Involve all operations / Performance measurement / Team work / Employee involvementThird party approval, systems audits, advanced quality planning, involvement of non production operations, failure mode and effect analysis, statistical process controlDevelop quality manual, process performance data, self inspection, product testing, basic quality planning, use of basic statistics, paper work controlSalvage, sorting, grading, corrective actions, identify sources of non conformanceGemba Kaizen Email Consultancy