The document discusses the concept of Kaizen, which is a Japanese philosophy of continual improvement. It was introduced by Masaaki Imai and means "change for better". The document outlines the benefits of Kaizen such as identifying waste and improving skills. It describes the seven types of waste as overproduction, waiting, transportation, excess processing, inventory, unnecessary movement, and defects. Additionally, it provides examples of Kaizen and notes that the goal is to establish continual improvement as part of daily work culture.

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BASIC AWARENANCE TRAINING ON
KAIZEN

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KAIZEN

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INTRODUCED BY “MASAAKI
IMAI”
KAI = CHANGEZEN = BETTER
KAIZEN MEANS “CHANGE FOR
BETTER”
CONTINUAL IMPROVEMENT
KAIZEN

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Kaizen is a degree of awareness in each human being for sensing
waste around us and finding good ideas in our companies to counter
these wastes.
Benefits of Kaizen are number of good ideas that we can replicate in
our company and can improve observation and creative skills
CONTINUAL IMPROVEMENT
KAIZEN

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Making a great number of continuous lasting improvements
 Discovering small problems and eliminating them.
 Attacking causes of problems, not just the symptoms.
 Kaizen leads to improving activities as against processes.
KAIZEN MEANS

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 Whatever we do can be continuously improved, be it our working
life or personal life.
 Kaizen is something that anybody can do, every operator must
devote time for making improvements.
 Kaizen means looking at everyday work in a new way, seeking
out areas, aspects of work to improve upon.
The Kaizen philosophy implies that

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Characteristics of a good Kaizen
• Solve problems effecting many activities.
• Simplifies the methods and means of use.
• Cost very little money, if any, to implement.
• Uses existing resources fully, to their best.
• Corresponds to departmental and company goals and policies.
• Does not cause any negative side effects or problems in any other
area.
WHAT IS A GOOD KAIZEN

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RESTORATIVE – TO RESTORE TO NORMAL/STANDARD
SPECIFICATIONS
RENOVATIVE – IMPROVING STANDARD/ MORE THAN
SPECIFICATIONS
CONTINUAL IMPROVEMENT
KAIZEN TYPES

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EACH EMPLOYEE SHOULD KNOW ABOUT
- MUDA ( WASTES)
- MURI (STRAIN)
- MURA ISCREPANCY)
THE SEVEN WASTES
1. OVER PRODUCTION
2. WAITING
3. TRANSPORTATION
4. EXCESSIVE PROCESS
5. STOCKS
6. MOTION (MOVEMENTS)
7. MAKING DEFECTIVE PRODUCTS
CONTINUAL IMPROVEMENT
KAIZEN APPROACH

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KAI – ZEN literally it means change for the better. It is continuous,
incremental improvement. It fits into the age old adage “Little drops
of water aggregate to make the ocean”.
Basics of Kaizen
1. Muda – Avoidance of any form of wastage – raw material, effort, or
facilities.
2. Mura – Work not conforming to standards or quality – results in
rejection & rework. Avoid poor quality of work.
3. Muri - Unnecessary strain in performing a task – productivity will be
Lowered.
“work smart not just work hard”
Effectiveness, results and not just efficiently doing without effective
results.
KAIZEN

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HOW TO PROCEED IN KAIZEN
THROUGH WHY, WHY ANALYSIS
WHAT IS WHY ,WHY ANALYSIS?
ASK QUESTIONS FROM PROBLEM, THEN ASK WHY
FROM ANSWER AND GO ON TILL YOU GET ROOT
CAUSE.
CONTINUAL IMPROVEMENT
KAIZEN APPROACH

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KAIZEN GENERATING IDEAS
ECRS APPROACH
E – Eliminate
C – Combine
R – Replace
S - Simplify

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KAIZEN

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Basic Points For Watching the Work site
1. Look into the Rejection area – Watch the work site and look
for causes of defects.
2. Watch the worker’s movements & displacements – Isn’t
there any wasted movements?
3. Watch the work flow – Isn’t there any part accumulation in
the process or line ?
4. Watch scrap – Isn’t there any room for reuse or
recirculation ?
5. Watch rubbish – No usable material ?
6. Watch stopped machines – Isn’t there any wasteful operation,
conveyer moving or engine running?

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• Kaizen improvements that can be done are easily identifiable by
people doing their tasks.
• Task performers know their work related problems and also know
how to solve them.
• There cannot be resistance to change for it is their idea.
• Adjustment to new ways become possible.
• Solutions are nearer to reality of situation.
• Easily implementable.
• Solutions are COMMON SENSE approach and are of LOW
COST.
BENEFITS OF KAIZEN

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• Work efficiency gets enhanced.
• Mind gets attuned to constant improvements and people get to
observe things more closely.
• Kaizens are implemented by the task performers themselves.
• It adds value through continuous improvement and continuous
cost reduction.
BENEFITS OF KAIZEN

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CULTURAL DIFFERENCES
KAIZEN AND TRADITIONAL ORGANIZATION

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ROAD MAP
KAIZEN IMPLEMENTATION
 TRAINING
 INITIATION OF KAIZEN ACTIVITY FROM -
- MUDA (WASTE)
- MURI (STRAIN)
- MURA(DESCREPANCY)
PROBLEM IDENTIFICATION
REGISTERATION OF THE KAIZEN
 DO KAIZEN ACTIVITY
 PRESENTATION OF KAIZEN
 HORIZONTAL DEPLOYMENT TO OTHER AREAS
 REWARD/APPRECIATION
 TARGET – TO ESTABLISH KAIZEN AS PART OF DAILY WORK CULTURE

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EXAMPLES OF KAIZEN

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KAIZEN - 1

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KAIZEN - 2

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KAIZEN - 3

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KAIZEN - 4

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KAIZEN - 5

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Any
Questions,
???
Thanks.