Kaizen is a Japanese philosophy of continuous incremental improvement. It means making small, continual changes for the better. The roles in kaizen include top management establishing it as a strategy, middle management implementing policies, supervisors applying it functionally, and employees participating through suggestions. Kaizen reduces waste, improves quality and space utilization, and boosts morale. It can be used widely in manufacturing and non-manufacturing. A case study showed a printing company used kaizen to identify issues with their estimating process. They generated and selected solutions, reducing overruns from 700 to 310 copies daily and eliminating overruns on some editions, saving over £14,000 annually.
Presentation on Kaizen, continuous Improvement which includes Introduction, benefits, 5"s" about Kaizen and its implementation on Toyota with 7 Principles in Production system. with Meaningful Conclusion in brief.
An unconventional b-school presentation introducing kaizen to my Six Sigma certification class. This is also my first attempt to create a personalized presentation style.
Presentation on Kaizen, continuous Improvement which includes Introduction, benefits, 5"s" about Kaizen and its implementation on Toyota with 7 Principles in Production system. with Meaningful Conclusion in brief.
An unconventional b-school presentation introducing kaizen to my Six Sigma certification class. This is also my first attempt to create a personalized presentation style.
Kaizen = continous improvement
Best ppt on kaizen
Enough to understand this topic
It includes features of kaizen 5 S, types of Waste and images to understand kaizen better.
Hope you like it
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
Kaizen is a Japanese term meaning "change for the better" or "continuous improvement." It is a Japanese business philosophy regarding the processes that continuously improve operations and involve all employees. Kaizen sees improvement in productivity as a gradual and methodical process.
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http://sandymillin.wordpress.com/iateflwebinar2024
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Digital Tools and AI for Teaching Learning and Research
Introduction of kaizen.pptx 222222222222
1. Introduction of kaizen
Kaizen is the name given by the Japanese to
continuous improvement. Continuous improvement
really means “continuous incremental improvement.”
改 ('kai') KAI- change
善 ('zen') ZEN- good
Kaizen means making changes for the better on a
continual, never-ending basis.
2. Objective of kaizen
Role of top management --- top management is
responsible for establishing Kaizen as the overriding
corporate strategy and communicating this commitment to
all levels of the organization and allocating the resources
necessary for Kaizen to work.
Role of middle management --- responsible for
implementing the Kaizen policies established by top
management; establishing, maintaining and improving
work standards; ensuring that employees receive the
training necessary to understand and implement Kaizen,
and ensuring that employees learn how to use problem
solving and improvement tools.
3. Role of supervisors --- responsible for applying the Kaizen approach
in their functional roles; developing plans for carrying out the Kaizen
approach at the functional level; improving communication at the
workplace; maintaining morale; providing coaching for teamwork
activities; soliciting Kaizen suggestions from employees and making
Kaizen suggestions.
Role of employees --- responsible for participating in Kaizen through
teamwork activities, making Kaizen suggestions, engaging in
continuous self-improvement activities, continually enhancing job
skills through education and training, and continually broadening job
skills through cross-functional training.
Eg. Toyota is well-known as one of the leaders in using Kaizen. In 1999
at one U.S. plant, 7,000 Toyota employees submitted over 75,000
suggestions, of which 99% were implemented.
4. Scope of kaizen
Reduces waste- like inventory waste, time waste, workers motion.
Improves space utilization, product quality
Results in higher employee morale and job satisfaction, lower
turn-over.
Widely acceptable-can be used in both manufacturing and non-
manufacturing environments, for processes as well as people.
Highly effective and success-oriented-Kaizen events will generate
quick results, measurable results, establish the baseline and
measure the change.
A learning experience-every member of a Kaizen Team will walk
away from the event learning something new
7. Business: Printing
Methodology: Kaizen
Issue: Overrun of 700 copies a day
delivered to mail room for dispatch.
At 10p/copy, this equates to an annual cost of
£25,410.
10. Recommendations
Result: Overrun reduced from 700 copies to 310
copies per night on final editions and eliminated
on 2nd, 3rd and 4th editions
Impact: Process and raw material cost savings.
11. Conclusion
Reduction in overrun from 700 copies to 310 copies
per night resulted in annualised savings of £14,150
and reduction of newspaper reel usage by 64 reels,
equating to a cost saving of £25,600.