The Japans Success

1. ÒKvB‡RbÓ cÖwk¶Y

3. KvB‡Rb wK (What is KAIZEN)?
ÒKvBÓ - Gi AvwfavwbK/Av¶wiK A_©
ÒcwieZ©bÓ Ges Ò†RbÓ Gi A_© ÒDbœqb
ev AwaKZi fv‡jvi Rb¨ cwieZ©bÓ|
avivevwnK DbœwZi j‡¶¨ Qz‡U Pjv

4.  KvB‡Rb AcPq ev ΓwU Kg ev webvk Ki‡Z mnvqZv K‡i,
 Kg©xi wbR¯^ `¶Zv I †Kv¤úvwbi cÖe„w`a e„w`a K‡i,
 Kgx©‡`i mwVK w`K wb‡`©kbv †`q Ges †bZ…‡Z¡i gvcKvVx
(Barometer) wn‡m‡e KvR K‡i|
 KvB‡Rb Kgx©‡`i েূ যগ্িাধ I Kv‡Ri AwfÁZvi †¶Î evwo‡q
†Zv‡j Ges cÖ‡Z¨‡Ki m‡e©v”P wbR¯^ Kg©`¶Zv †ei K‡i Av‡b|
 KvB‡Rb Kv‡Ri gvb, wbivcËv, LiP mxwgZKiY, mieivn, cwienb
I weZiY e¨e¯’v, Kv‡Ri cwi‡ek Ges MÖvnK †mev DbœZ K‡i|
 GK GKwU KvB‡Rb cÖwµqv †QvU n‡jI Zvi mvgwMÖK cÖfve wekvj|
WHY KAIZEN(KvB‡Rb মকন)?

5. j¶¨ (Objective):
Z…Yg~j ch©vq n‡Z
Drcv`bkxjZv, Kv‡Ri ¸bMZ
gvb Ges Kgx©‡`i cwiZ…wß e„w`a
KivB KvB‡Rb Gi g~j j¶¨|

6. DOWNTIME-8 WASTAGE

7. MUDA ,MURA, MURI (3MU) The Three Evils of Manufacturing

8. KvB‡Rb Gi g~j Dcv`vbt
¸bMZ gvb
cÖ‡Póv
mKj
Kg©KZ©v-
Kg©Pvix‡`i
mswkóZv
cwieZ©‡bi
B”Qv Ges
†hvMv‡hvM

9. কাইবেন পদ্ধতি (Method)
g~jZt 05 wU †gŠwjK Dcv`v‡bi Dci
wfwË K‡i KvB‡Rb c`awZ MwVZt
1. `jMZ KvR (Team Work)
2. wbqgvbyewZ©Zv (Self Descipline)
3. gvbwmKZvi DbœwZ (Improved Morale)
4. gvb‡bœvqb e„Ë/Pµ (Quality Circle)
5. Dbœq‡bi Rb¨ civgk© (Suggestions
for Improvement)

10. KvB‡Rb h_vh_ Kvh©Ki fv‡e cÖ‡qvM Ki‡Z wb‡Pi wZbwU
cÖPwjZ bxwZ অেশ্যই Abymibxqt
১। ïaygvÎ djvdj we‡ePbv bv K‡i, c`awZ Ges djvdj
`y‡Uv‡KB mgvb ¸i“‡Z¡i mv‡_ we‡ePbv Kiv|
২। m¤úyb© c`awZi wbqgZvwš¿K I avibv _vK‡Z
n‡e, ïaygvÎ hv Zvr¶wbK †`Lv hvq Zv bq (†hgb †Kvb
Qwei Ask we‡kl we‡ePbvq bv G‡b cy‡iv QwewU‡K mvwe©K
we‡ePbvq wb‡Z n‡e) Ges
৩। wk¶bxq, we‡ePbvnxb bq Ges KvD‡K †`vlv‡ivc bq
[Kvib †`vlv‡ivc - GK ai‡bi AcPq] Ggb D‡Ïk¨ wb‡q
GwM‡q hvevi B”Qv|

11. D`vnib ch©‡e¶b (Case Study) - U‡qvUvt
 U‡qvUvi Drcv`b cÖwµqv (Production System) KvB‡R‡bi Rb¨ cwiwPZ|
†hLv‡b mKj jvBb Kg©x I Zv‡`i mycvifvBRviMb D™¢yZ †h‡Kvb cªKvi A¯^vfvweK
cwiw¯’wZi Rb¨ Zv‡`i ¯^ ¯^ jvB‡b Pjgvb Drcv`b eÜ K‡i †`q| Zvici Zviv Zv‡`i
mycvifvBRvimn D™y¢Z H A¯^vfvweK cwiw¯’wZi/mgm¨vi eyw`aw`ß GKwU mgvavb
mycvwik K‡i, hv KvB‡Rb cÖwµqvi m„wó K‡i|
 ‡Kv¤úvwbi mKj ¯—‡ii Kg©KZ©v I Kg©Pvix GB KvB‡Rb cÖwµqvq Ask †bq -
wmBI ‡_‡K ïi“ K‡i Aat¯—b mevB, GgbwK cÖ‡qvR‡b †Kv¤úvwbi evB‡ii
Askx`vi (External Stakeholders) ch©š—| KvB‡Rb Gi G KvVv‡gv
(Format) GKK, civgk©wfwËK, †QvU/¶y`ª `j ev eo `j wfwËK n‡Z cv‡i|

12. U‡qvUv‡Z mvavibZt GwU †h‡Kvb wbw`©ó GKwU †QvU Kv‡Ri GjvKv‡Z
(Workstation) H Kv‡Ri ¯’vbxq Dbœqb ev ¯’vbxq GjvKv Ges H KvR m¤úv`‡b
GKwU ¶y`ª `j Zv‡`i wbR¯^ Kv‡Ri cwi‡e‡ki Dbœqb Ges Drcv`‡bi Rb¨ KvR
K‡i| Gme `j cÖvqktB KvB‡Rb c`awZ Abymib K‡i _v‡K| Ges GKRb jvBb
mycvifvBRvi w`‡q cwiPvwjZ nq| GgbwK (Indeed) A‡bK mgq GwU jvBb
mycvifvBRv‡`iI cªavb KvR (Key role)|
Gfv‡e U‡qvUv‡Z KvB‡Rb mvavibZt ¶y`ª DbœwZ NUvq Ges ¶y`ª Kv‡Ri avivevwnK
DbœwZi mvs¯‹…wZ (Culture) hv mvgwMÖK DbœwZ Ges Drcv`b e„w`a‡Z D‡j¨L‡hvM¨
f~wgKv iv‡L| ZvB KvB‡Rb k‡ãi Bs‡iRx Abyev` n‡Z cv‡i-
ÒPjgvb/AbeiZ/avivevwnK DbœwZÓ|

13. KvB‡Rb wbùjv/Drcv`bnxb Drcv`‡bi (Lean Manufacturing) Gi g~j
PvwjKv kw³ (Heart) [U‡qvUv Drcv`b c`awZ wnmv‡eI cwiwPZ]| U‡qvUvi
e¨e¯’vcK‡`i g‡Z KvB‡Rb ev ÒcÖwZwbqZ/avivevwnK DbœwZÓ - GB avibvi Dci
wfwË K‡i U‡qvUvi cÖ‡Z¨K m`m¨ Zv‡`i wbR wbR Kv‡Ri cwi‡ek Dbœq‡bi ¶gZv
iv‡L| hv‡Z ¸bMZ gvb, cwi‡e‡ki wbivcËv Ges Drcv`b Aš—f©y³| `‡ji m`m¨‡`i
Øviv DbœwZ/Dbœqb Ges civgk©B U‡qvUvi mvd‡j¨i g~j wfwË (Corner Stone)|

14. U‡qvUvi Drcv`b e¨e¯’vi mvZ bxwZ (Principles)
1. Kgx©i AskMÖnb Ges ¶gZvqb (Employee
involvment and Empowerment
2. ¯’vcb mgq n«vm (Reduced Setup Times)
3. †QvU/¶y`ª jU Drcv`bt
4. Dr‡m (Source) -B gvb wbqš¿bt
5. hš¿cvwZ [Equipment] i¶bv‡e¶bt
6. wbqwš¿Z Drcv`b (Pull Production):
7. mieivnKvix‡`i mswkóZvt

15. KvB‡Rb Gi cÖwµqv (Process)t
¨
¨ ¨
¨ ¨

16. ¨
Form
¨ ¨
¨

17. The Standard Work elements of a Kaizen are:
Document
Reality
Plan
Countermeasures
Identify
Waste
Reality
Check
Make Changes Verify Change
Measure
Results
Make this
the Standard
Celebrate
Results:
A new way of work
Start
Stages of the Kaizen( কাইবেবন তেতিন্ন ধাপ)
Do It
Again

18. KvBRvb Ges e¨e¯’vcbv (KAIZEN and Management)t
e¨e¯’vcbvi Ab¨Zg eo `ywU Dcv`vb n‡”Q -
1. i¶bv‡e¶b (Maintenance)
2. DbœwZ (Improvement)
 i¶bv‡e¶b Kvh©µ‡gi g~j j¶¨ n‡”Q eZ©gvb /PjwZ cÖhyw³K e¨e¯’vcbv
m¤úwK©Z Ges Kvh©µ‡gi gvb eRvq ivLv|
 DbœwZ Kvh©µ‡gi j¶¨, Dbœq‡bi eZ©gvb/PjwZ gv‡bi DbœwZ|

19.  ¨ ¨
¨
¨

¨
 ¨
¨

20. KvB‡Rb Kvh©µ‡gi †gŠwjK wb‡`©kbvejx (Basic Tips on KAIZEN Activities)t
জিয িযয়
Root Causes

21. (Example) তনশ্ান মকাম্পাতন
 KvB‡Rb Gi g‡Z DbœwZ †QvU wKsev eo
AvKv‡ii n‡Z cv‡i| A‡bK †QvU †QvU DbœwZ
A‡bK mgq eo cwieZ©b Avb‡Z cv‡i| D`vnib
¯^iƒc, wbkvb †Kv¤úvwbi I‡qwìs †iveU Gi K_v
ejv hvq| wbkvb †Kv¤úvwb 1973 mv‡j cÖ_g
I‡qwìs †iveU Pvjy Kivi ci, GK `k‡Ki
g‡a¨ Zv‡`i cÖwZ BDwbU Kv‡Ri mgq 60%
K‡g mvwe©K Drcv`b ¶gZv 20% e„w`a cvq|
GUv m¤¢e n‡qwQj KvB‡Rb Gi KZ¸wj Kg©m~wPi
gva¨‡g, †hLv‡b D‡j¨L‡hvM¨ nv‡i Drcv`b
mgq Kwg‡q DbœwZi AbymÜvb Kiv nq| ZvB
Avgiv ch©‡e¶b KiwQ Ges eyS‡Z cviwQ †h,
KvB‡Rb cy•Lvbycy•Liƒ‡c wewfbœ ¯—‡i KvR K‡i|

22. কাইবেন ক া স ঞ্জা (TOOLS FOR KAIZEN )
TOOLS
FOR
KAIZEN
5W 1H
5W
FISHBONE
PDCA
POKA YOKE
DMAIC
Brain
Storming

24. Why? - The battery is dead. (first why)
Why? - The alternator is not functioning. (second why)
Why? - The alternator belt has broken. (third why)
Why? - The alternator belt was well beyond its useful service life and
not replaced. (fourth why)
Why? - The vehicle was not maintained according to the
recommended service schedule. (fifth why, a root cause)
Examples of 5 Whys
The vehicle will not start. (the problem)

25. Method:
1. Mechanical float
valve disconnecting
due to water Vibration
inside the tank
Machine:
Material:
1. Magnetic conductor
2. Level sensor
3. Solenoid valve
Man:
1. Lack of awareness
Main Cause:
Feed tank water level is not
controlling (over flowing)

27. Poka-yoke (ポカヨケ, [poka yoke]) is a Japanese
term that means "mistake-proofing" or "inadvertent
error prevention". A poka-yoke is any mechanism in
any process that helps an equipment operator
avoid (yokeru) mistakes (poka). Its purpose is to
eliminate product defects by preventing, correcting,
or drawing attention to human errors as they occur.
Poka-yoke (ポカヨケ)
মিাকা-ইগ্য়াক (ポ カ ヨ ケ, একটি জািাসি শব্দ যার অর্ থ"ভু -
িরুস িং" িা "অিািধািতা তরুটি প্রসতগ্রাধ" । মিাকা-ইগ্য়াক হ' ময
মকািও প্রঞ্জিয়া যা মকািও িরিাে অিাগ্রিরগ্ক (ইগ্য়াক ) ভু
(মিাকা) এড়াগ্ত িহায়তা কগ্র। এর উগ্েশয হ' িণয তরুটিগুস
মযেি ঘগ্ি র্াগ্ক তখি তাগ্দর প্রসতগ্রাধ কগ্র, িিংগ্শাধি কগ্র িা
েগ্িাগ্যাগ আকর্ থ
ণ কগ্র তা দূর করা।

28. EXAMPLE OF POKA-YOKE

29. DMAIC ROAD MAP
Define the problem
Measure the gap, listen to the
process
Analyze data to determine
root causes
Improve the process –
Implement the solution
Control the process,
standardize, and document –
Sustain the gains
Control
Improve
Analyze
Measure
Define

30. Define
Control
Improve Analyze
Measure
DMAIC ROAD MAP

32. মেইিস্টসে থ
িং কীিঃ
মেইিস্টসে থ
িং একটি িকশা িেিযা িোধাগ্ির জিয ধারণা উতরিন্ন করার একটি
িদ্ধসত। এটি িাধারণত মকািও গরুিগ্ক জসড়ত, মকািও িুসিধার্ীর সিগ্দথগ্শ।
েুক্তসিন্তার িসরগ্িগ্শ তাগ্দর ধারণাগুস র েগ্ধয অযাগ্িাসিগ্য়শি আঁকগ্ত িম্ভািয
অিংশরহণকারীগ্দর েঞ্জিগ্ে উগ্তা গ্ির শঞ্জক্ত হ' এর গ্ িোধাগ্ির স্থািটি
আরও প্রশি হয়
What is Brainstorming?
Brainstorming is a method for generating ideas to solve a design problem. It usually
involves a group, under the direction of a facilitator. The strength of brainstorming is
the potential participants have in drawing associations between their ideas in a free-
thinking environment, thereby broadening the solution space.

33. Inventory), Waiting
Time ¨
Employee Skills Over Production
Excess Quality In-process Time
¨
¨ ¨ ¨
Use of Capital Communication
¨ ¨ ¨
Large Capital ¨
¨ ¨ ¨

34. কাইবেবন আবে কাইবেবন পব

35. কাইবেনবক সফল ক বি হবল সে ব
প্রথ
দ কা সঠিক িাবে………ম বন চলা।
5+2=7S(৭ এি)

37. The Process
Store Nine
Parts Here
7S Audit
Sorted
Set Limits
Shined
Shared
Safe




Store Nine
Parts Here
Sort Storage
Shine
Standardise
Sustain
Safety &
Maint.
Sort through
& Sort out
Set limits
Shine the
workplace
Share
Information
Stick to
the rules


38. Result of 7S

39. অনুশ্ীলনঃ মেইিস্টসে থ
িং