This document provides an overview of Kaizen and its key principles and processes. Some main points: - Kaizen focuses on continuous improvement through small, incremental changes to processes. It was first introduced at Toyota plants in Japan. - The PDCA (Plan-Do-Check-Act) cycle is used to ensure continuous improvement. It involves planning a change, implementing it, checking if it worked, and acting to standardize it if successful. - Quality is the top priority in Kaizen. Both products and processes must be of high quality. - Data collection is important for identifying problems and tracking improvements. Each worker should see the next process as their customer. - The "5 Ms

1. Kaizen = Continuous Improvement
• GOOD - CHANGE
• To improve its processes in small but meaningful ways.
• Kaizen was first introduced in the Toyota manufacturing plant
in Japan
• Kaizen is a philosophy and a workplace methodology that
allows everyone to take control of their work processes and
improve them.
• “Kaizen is the tortoise compared to the western hare. It relies
on long-term, long-lasting, and nondramatic changes.”

2. PDCA cycle
• The PDCA cycle is a system used to ensure the continuation
of the kaizen principles. It is a vital part of the process.
• Plan refers to establishing a target and a strategy for
improvement. This is a must. Without a target, how do you
know if you have achieved success?
• Do refers to the implementation of your plan.
• Check is when you determine if your plan actually improved
the process.
• Act is the process of standardizing the improved procedure
so that it can be continued and so that the problem will not
return.

3. QUALITY FIRST
• Quality is always the highest priority in a kaizen
system.
• But quality does not only refer to the finished
product, it also refers to the processes and
standards that create the product.
• It runs through all phases of company activity:
design, production, management, sales, and
service.
• It is both the goal and the method of the production
cycle.

4. • One of kaizen’s biggest strengths is that it solves
problems.
•Data is the lifeblood of the kaizen system.
• “THE NEXT PROCESS IS THE CUSTOMER.” If every
worker embraces this philosophy, the end result will be a
dramatic drop in defective products.
• 5S

5. THE 5 M’S
1. Manpower - Managers must
know if they are completing their
tasks in the right way and what
the skill level of each employee
is. Is the morale high, or is there
a lot of absenteeism or
indifference?
2. Machines -Manager must have an excellent
working knowledge of each machine and tool in his
department. He must check to see if they are being
regularly maintained and if they are in good working
order. Are they producing high quality products? If not,
is it the fault of the machine?
3. Materials -The flow of
materials is very important in
kaizen. Only those materials
that are needed should be in
the work zone. Each workstation
should have a minimum and
maximum inventory level for
each process.
4. Methods - standardized
methods. Posted
worksheets and diagrams
that show the sequence
and quality control for each
process will help achieve
proper adherence to the
standard methods.
5. Measurements - How do you
know if a process is running
smoothly? Productions,
schedules, and targets should
be displayed so everyone can
see if improvement is being
made. Gauges should be clearly
marked to show the proper
operating ranges of the
equipment.

6. The Kaizen Group
• kaizen is a group effort
• Kaizen will forever change the manager-worker
relationship
• The manager’s job is now to motivate and supervise the
workers.
• Small groups are formed to carry out various specific tasks
in the workplace such as quality control, suggestions
groups, ways to minimize movement, safety, or any other
necessary task. Together they utilize the PDCA cycle to
make small but continuous improvements to their areas.

7. CC-Zero ?
Q1- What is CC – Physical Phenomenon?
Q2-Final Inspection Doing?
NO
No
Yes
Q3 -What is Inspection Method ?
•Visual OR Gauge OR Instrument
• Manual OR Auto
•Sampling OR 100%
Q4 –Why CC From Method ?
•Sampling
•Visual – Missing / Judgment
• Gauge –Missing / Judgment / Static
•Manual – Missing / Judgment
Q5 – Final inspection method change?
Explain new Inspection
Method and DO.
Start Final Inspection ?
Yes
No
In-process
Inspection?
Yes
No
What is Kaizen idea /
Poka-Yoke at Process?
- Explain
100% Prevention
Possible?
No
No
What is change in Kaizen
Idea / Poka-Yoke at Process ?
100% Incoming
Inspection ?
CC NOT ZERO Cases
A
(Ref.Annexure 2-Page 3)
Yes
Ref.- Q3 & Q4
In-process Insp.
Method Change?
YesNo
Yes
Page -2

8. Kaizen Process

9. PDCA Cycle & Kaizen

10. 10
Kaizen Theme : 1. Idea : 10. Zone No : 3.
Line No.
Area /
Machine
4.
Problem / Present Status :
2.
Countermeasure : 11.
Before :
7.
After :
13.
Current status :
5.
Target :
6.
Kaizen Start On :
16.
Kaizen Finished On :
17.
Team Members :
18.
Result :
14.
Kaizen Sustenance :
19.
Analysis :
Why 1 :
Why 2 :
8.
Why 3 :
Why 4 :
Line /
Area /Mc
Resp Tgt. Date
Benefits ( P,Q,C,D,S,M) :
15.
20.
Root Cause : 9.
Registration No. : 21. Registration Date : Registered By : Members Sign. :
JH QM PM KK SHE E&T OTPM 1S,2S POKAYOKE EMS
Defects
A/B/CKaizen Sheet 12..

11. Kaizen Sheet Do’s & Don’t s.
Sr. No. Pillar Loss Theme
1. QM
Customer
Complaint
Happened Case : To Eliminate the Customer Complaint of ‘Horn Continuous ON’
Not Happened Case : To Prevent the Customer Complaint of ‘Horn Continuous ON’
2. QM
In -house
Defects
Happened Case : To Eliminate/Reduce the Process rejection of Short Moulding
Not Happened Case : To Prevent the Process rejection of Less Powder
3. PM Breakdown
Happened Case : To Eliminate the breakdown of Conveyor Chain.
Not Happened Case : To Prevent the Breakdown of Laddler.
MTBF : To Decrease the Maintenance Cost.
To increase the MTBF.
MTTR : To Decrease The MTTR.
4. KK.
Positive Losses : To Reduce the Setup change Loss
Negative Losses : To Eliminate the Minor Stoppages/Startup Loss/Reduced Speed Loss.
5. JH
Forced
Deterioration
To Eliminate/Reduce the cleaning time.
To Eliminate the Sources of dust/contamination/Forced deterioration.
To Eliminate/Prevent the Breakdown due to Poor JH.
6. SHE Accidents
Happened Case : To Eliminate the accidents
Not Happened Case : To Prevent the accidents
Block No.1. : Kaizen Theme

12. Block No.2.: Problem/Present Status :
Write actual description of breakdown phenomenon in case of breakdown Kaizen.
Write actual inhouse rejection phenomenon in Switch in case of defect Kaizen.
Write actual complaint as felt by customer with Rinder and Customer part no.
Block No.3: Zone No. /Cell :
Write the Zone No/ CELL.
Block No.4: Line No./ Area / M/c No:
For Assembly write Line No.
For Part production write M/c No.
For other areas write Department.
Block No.5:. Current Status
The current status of problem before kaizen being done.
For eg.:
No. of breakdowns.
No. of defectives.
No. of customer complaints.
Hours lost.
Kaizen Sheet Do’s & Don’t s.

13. Block No.6: Target:
For inhouse rejection - 0
For breakdowns - 0
For Customer complaint - 0
Block No.7.: Before:
Photograph with 2 or 3 bullet points showing undesirable
features which result into cause of failure mode (Root cause).
Block No.8: Why/Why analysis.
 The Kaizen Theme or Countermeasure (Problem solution) should not appear in
the analysis part.
Block No.9: Root Cause :
Emerging from Why,why analysis…
More interference observed between rivet OD and Hole ID
Kaizen Sheet Do’s & Don’t s.

14. Block No.10.: Kaizen Idea:
Exactly opposite of Root cause without mentioning
actual Countermeasure…..
For eg: Root cause : Sharp corners
Ides : No Sharp Corners.
Block No.11. Countermeasure:
Write ‘How’ the change is being made and in the past tense.
For eg.:
Provided 0.1 mm radius
Block No.12: TPM Pillar
The TPM Committee who has initiated the Kaizen.
Block No.13.: After:
Photograph with 2 or 3 bullet points showing desirable changes
made/ features added resulting into elimination of root cause.
Both photographs must be from same angle.
Back ground must be same.
Same size.
Use contrasting background to object.
Take photograph of desirable object only and ensure that all surrounding objects do not appear.
Do not use bins or other non relevant things to support the object.
Kaizen Sheet Do’s & Don’t s.

15. Block No.14: Result:
Normally opposite of PROBLEM AND PRESENT STATUS.
Trend must be shown graphically.
In graph appropriate units must be used Hrs/ Hrs/month/ Nos/month etc.
Block No.15: Benefits :
Always convert result area into Rs. as money saved
due to elimination of defects ie. Wasted money.
On account of increased productivity.
due to Plant uptime…Breakdown Kaizen.
on account of handling of customer complaint.
Positive side-effects of kazien…non measurables.
Morale of people
potential complaint eliminated.
Block No.16: Kaizen Start On:
Write date on which Kaizen started.
Block No.17: Kaizen Finished On:
 Write the actual date on which the Team had finished the Kaizen.
Kaizen Sheet Do’s & Don’t s.

16. Block No.18: Team Members :
Team should not be more than 4 to 5 members.
Do not write general terms For eg. All members of Assembly Line/Moulding
Block No.19: Kaizen Sustenance :
Describe the sustenance measures
For eg.: Check List,Monitoring Sheets, Standards, SOP’s etc.,
Block No.20: Scope And Plan For Horizontal Deployment(HD).:
Scope Must be identified across the department/factory/units.
If there is no scope for HD write NA .
Block No.21: Kaizen Registration :
Register the Kaizen with the respective TPM pillar chairman.
RULES:
•All general information blocks must be filled
•All 21 blocks must be filled.
•Use standard font all across.
•Do not write text in capitals.
•Use standard colour (black) all across.
•Use same vocabulary for a noun/pronoun all across.
Kaizen Sheet Do’s & Don’t s.