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Kaizen
The document discusses Kaizen and its implementation at a national bank through a 5-day Kaizen event. It describes the Kaizen schedule and methodology used which involved identifying problems, creating value stream maps, brainstorming solutions, testing solutions, and presenting findings. Results of the event included reducing cycle times by 30-95%, reducing an administrative process time from 20 to 12 minutes, and reducing complaint resolution time from 30 to 8 days. The Kaizen event was considered a powerful improvement tool as it allowed focused problem solving and creativity to generate immediate productivity and quality gains.
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Kaizen
- 1. By PADIGAAKHILESH GO6155 SACHIN PATIL GO6157 PEKETI PADMAKANTH GO6159
- 2. KAIZEN meanscontinuous improvement Focus on gradual and continuous improvement Never ending efforts for improvement involving everyone in the organization
- 5. KAIZEN FACTORS • Great attention paid to customer •Efficient stock control requirements and needs methods help reduce costs •Flexible working practices and improve cash-flow and empowerment – help increase efficiency, reduce •Leadership seen as vital. costs and improve Ability to communicate a motivation clear vision, take people •Fundamental principles – often with the vision and alongcharacterised as ‘lean production’ – reducing waste, to think about where the •Punctuality in high qualitydelivery, zero defects, all aspects –in company needs to be supply, manufacture, etc. stages control measures at all 5, 10, 15 and 20 years
- 6. TOP MANAGEMENT MIDDLE MANAGEMENT SUPERVISOR WORKER
- 7. • Get ridof all old assumptions. • Don't look for excuses, look for ways to make things happen. • Say "NO" to the status quo. • Don't worry about being perfect - even if you only get it half right " start NOW! • It does not cost money to do KAIZEN. • If something is wrong "Fix it NOW. • Good ideas flow when the going gets tough. • Ask "WHY" five times - get to the root cause. • Look for wisdom from Ten people rather than one. • Never stop doing KAIZEN.
- 8. CONDITIONS FOR SUCCESSFUL IMPLEMENTATION OF KAIZEN • Top management commitment • Top management commitment • Top management commitment • Setting up an organization dedicated to promote it • Appointing the best available personnel to manage the kaizen process • Conducting training and education • Establishing A step by step process
- 9. • 3M’S CONSIDEREDWITH 4M’S 3M’S METHODOLOGY • MURA-UNEVENESS • MURI-OVERBURDEN • MUDA-WASTEFUL 4M’S • MAN,MONEY,METHOD, MACHINERY
- 10. • Its reduceswaste • Immediate results • Kaizen improves – Space utilization – Product quality – Use of capita – Communications – Production capacity – Employee retention
- 11.
- 12. • A nationalbank uses a five day kaizen approach to attack process speed and efficiency problems • A cross functional team is selected for the event. • Project is well defined in the beginning itself KAIZEN DAY 1 FULL OF PROBLEMS DAY 5 SOLUTIONS FOR PROBLEMS
- 13. KAIZEN SCHEDULE DAY 1:(discussionon goals to be achieved) • Training participants on topics that cover basic concepts related to the GOAL • Teaching relevant lean or six sigma concepts and reviewing relevant data
- 14. KAIZEN SCHEDULE DAY 2:(unit walk) • Discussion on the problems and situations being studied • Group visits each portion of process-cross functional representation may find insights of the area.
- 15. KAIZEN SCHEDULE DAY 2:VALUE STREAM MAP: It captures the basic process steps such as • Cycle time • Number of steps • Rework loops • Queuing delays • Work in progress • Transportation time
- 16. KAIZEN SCHEDULE DAY 3:identifying solutions • Designed for clarifying problems and brainstorming solutions. • The team reorganized and create a SHOULD map to solve the identified problems • Developing action plans for implementing solution
- 17. KAIZEN SCHEDULE DAY 4(applyingthe solutions) • Used to test the solutions • The group quantifies the improvement if the proposed changes are implemented to reduce the specified problems
- 18. KAIZEN SCHEDULE DAY 5:(preparefindings in formal report) The participants prepare and present their findings to the sponsor in a formal report out session.
- 19. Internal consultantwill MAKING IT WORK assist the team Group are expected only to get through the simulation and piloting of solution Problems are solved based on priority for the business as a whole
- 20. • Cycle time– 30% faster to 95% faster RESULTS • One administrative process-20 min to 12 min • Complaint resolution-30days to 8days • Fiscal indicators +ve • New revenue-USD 6million to USD 9million • Other projects led to cost reduction saving hundreds of thousand of dollars
- 21. • CONCLUSION Power full improvement tool as people are isolated from their day to day activity and allowed to concentrate all their creativity and time on problem solving and improvement. • Gains immediate productivity and quality.
- 22. DISCUSSION 1. What arethe characteristics of the bank kaizen event 2. Discuss the kaizen model followed by the bank 3. What are the Results achieved by the bank by this Kaizen event? 4. Why do you consider the kaizen event to be powerful?
- 23. CHARACTERISTICS • Permanent changein method • Continuous idea generation • Easy process • Immediate application • Huge benefits and wealth generation • TOTOAL QUALITY in terms of Working procedure • Improving cycle times, process, wealth, resolution solvation • Cross functional representation. • Coordination
- 24. Type of KEIZEN-CUBE •As the given model is a cross functional KEIZEN type of CASE it needs improvements form all the sides and all the people from different groups. • A cube kaizen would be to make improvements “up and down” from the plane, or upstream and downstream by including each and every aspects • Other types are point, line, plane
- 25. • Cycle time– 30% faster to 95% faster RESULTS • One administrative process-20 min to 12 min • Complaint resolution-30days to 8days • Fiscal indicators +ve • New revenue-USD 6million to USD 9million • Other projects led to cost reduction saving hundreds of thousand of dollars
- 26. KAIZEN EVENT TOBE POWERFUL • Immediate effect and results • Fast problem resolution • Very cheap tool yet, the most powerful for wealth creation • Quick and continuous improvement in the process • People allowed to concentrate all their creativity and time on problem solving and improvement. • Generate energy among those who work in area being improved and produce immediate gains.