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.
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
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.
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
To become a Lean enterprise, office activities must fully support shop-floor manufacturing operations to eliminate waste. The adoption of 5S throughout all office functions is the first step to increase efficiency.
This presentation provides a blueprint for building a Lean foundation for your office. You will learn how to mobilize and align your management team to launch or improve 5S in your office. The presentation covers 5S and Visual Management key concepts, best practices, step-by-step implementation guidance, and how to kick-start 5S in your organization to achieve sustainable world-class excellence.
LEARNING OBJECTIVES:
1. Understand the benefits of working in a clean and neat environment
2. Identify waste in the office
3. Define the 5S principles, and identify visual tools
4. Explain how to apply the 5S principles and visual tools to enhance office organization
5. Learn how to kick start a 5S initiative
6. Define the critical success factors for 5S implementation
CONTENTS:
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Helps to Eliminate Waste
What is 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
Creating a Visual Office
5S Applications
5S Implementation
Starting & Launching a 5S Initiative
5S Audit System & Maturity Levels
5S & Kaizen
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Kaizen at hotel.
What is Kaizen and how it is followed in hotels?
About continuous improvement in hotels.
Maintenance at hotels ?
Kitchen utensil management ?
Zero defect room.
5'S Sort, Straighten,Shine,Standardize,Sustain.
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
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.
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
To become a Lean enterprise, office activities must fully support shop-floor manufacturing operations to eliminate waste. The adoption of 5S throughout all office functions is the first step to increase efficiency.
This presentation provides a blueprint for building a Lean foundation for your office. You will learn how to mobilize and align your management team to launch or improve 5S in your office. The presentation covers 5S and Visual Management key concepts, best practices, step-by-step implementation guidance, and how to kick-start 5S in your organization to achieve sustainable world-class excellence.
LEARNING OBJECTIVES:
1. Understand the benefits of working in a clean and neat environment
2. Identify waste in the office
3. Define the 5S principles, and identify visual tools
4. Explain how to apply the 5S principles and visual tools to enhance office organization
5. Learn how to kick start a 5S initiative
6. Define the critical success factors for 5S implementation
CONTENTS:
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Helps to Eliminate Waste
What is 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
Creating a Visual Office
5S Applications
5S Implementation
Starting & Launching a 5S Initiative
5S Audit System & Maturity Levels
5S & Kaizen
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Kaizen at hotel.
What is Kaizen and how it is followed in hotels?
About continuous improvement in hotels.
Maintenance at hotels ?
Kitchen utensil management ?
Zero defect room.
5'S Sort, Straighten,Shine,Standardize,Sustain.
What Is The Difference Between Procurement and Purchasing?Procurify.com
Procurement is a tricky term often confused with purchasing. But in reality, they are both quite different. This document is for individuals interested in learning what the difference is between procurement and purchasing.
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This presentation holds 15 Productivity improvement techniques required for effective management of employees and the organization as such, holds few slides for individual productivity improvement too for personal productivity. this ppt is prepared for Project planning and Implementation subject.
This class and topic will cover a series of continuous improvement approaches used in business.
The discussion will ensure that lessons learned during class become tools an employee or manager may use to ensure improvements.
Topics include but are not limited to Poke Yoke, Kaizen, 5S and Six Sigma.
The Agile Learning Organization - Dave Litwiller - Sept 17 2020 - PublicDave Litwiller
Adapting Organizational Capabilities in Scale-up Technology Businesses to Thrive in the Strategic Environment using the Principles of TQM
- Enhance organizational learning capacity and agility
- Build connective capacity across functions and time horizons, to counter tendencies toward silos
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Just-In-Time training sample (conducted pre-Quality/Process Improvement initiative). The goal is to prep the project team for the work ahead, introduce team members to intro level Quality Management concepts, begin to shift the team into a thoughtful, mindful approach i.e. Quality mindset!
-Overview of St Andrews and the case for change
-The wider context of improvement
Changing the business
Definitions and methods
-Daily kaizen
Kaizen theory
Daily kaizen tools
Visual management
Daily huddle
Universe of work
Webinar: Engaging Leaders and the Baldrige Framework to Advance Excellence at...KaiNexus
Presented by
Karen Kiel Rosser, MHA, CLSSGB
Vice President of Quality
Mary Greeley Medical Center
Ron Smith, MPA, CLSSGB
Process Improvement Coordinator
Mary Greeley Medical Center
Hosted by Mark Graban and KaiNexus
In this webinar, you will learn:
How MGMC combines various methodologies to improve
A high-level view of MGMC’s improvement journey
Ways in which MGMC engages leaders in Lean
Tips for increasing the sustainability of improvement work
Lessons learned through a Lean transformation
(BPR) is basically rethinking and radically redesigning an organization's existing resources to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.
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http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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2. KAIZEN means continuous improvement
Focus on gradual and continuous
improvement
Never ending efforts for improvement
involving everyone in the organization
3.
4.
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
7. • Get rid of 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 CONSIDERED WITH
4M’S
3M’S METHODOLOGY
• MURA-UNEVENESS
• MURI-OVERBURDEN
• MUDA-WASTEFUL
4M’S
• MAN,MONEY,METHOD,
MACHINERY
10. • Its reduces waste
• Immediate results
• Kaizen improves
– Space utilization
– Product quality
– Use of capita
– Communications
– Production capacity
– Employee retention
12. • A national bank 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:(discussion on 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(applying the
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:(prepare findings in
formal report)
The participants prepare
and present their findings to
the sponsor in a formal
report out session.
19. Internal consultant will 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 are the 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 change in 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 TO BE 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.