The document discusses the concept of Kaizen, a Japanese philosophy of continuous improvement. It defines Kaizen as an ongoing improvement process involving everyone in an organization. The presentation covers the origins and key benefits of Kaizen, as well as its three pillars: culture, standardization, and visual management. Kaizen aims to eliminate waste from processes through techniques like 5S and identifying the eight deadly wastes. Toyota is highlighted as an example of a company that successfully uses Kaizen principles in its production system. Potential disadvantages of Kaizen like resistance to change are also addressed.

1. “CONTINUOUS IMPROVEMENT IS THE RESULT OF CONTINUOUS INVOLVEMENT”
TEAM SOUTH
PRESENTED BY: JOMERSON BARRERA

2. LEARNING OBJECTIVES
 Know the definition and application of Kaizen
 Understand the core concepts of kaizen
 Use Kaizen to attack cost, defects, cycle time, and other waste
 Study the Kaizen methodology, its steps and tools, and
application techniques of Kaizen breakthrough events

3. PRESENTATION FLOW
 Introduction to kaizen
 Origin
 Definition
 Key benefits
 Kaizen approach – 3 pillars
 Review 5s principle
 muda – 8 deadly wastes
 Quick overview of standardization
 Visual management
 Kaizen and Toyota
 Kaizen’s pit falls and disadvantages

4. KAIZEN
INTRODUCTION
Maasaki IMAI is the known developer of kaizen
COINED AS THE FATHER OF CONTINUOUS IMPROVEMENT
“KAIZEN IS AN IMPROVEMENT OR ON GOING
IMPROVEMENT CONSISTING EVERYONE FROM TOP
MANAGEMENT, MANAGERS TO WORKERS.”
IN WORDS OF ITS FOUNDER ~

5.  The foundation of kaizen was laid In japan after the wwII, when the country was attempting to
rebuild infrastructure and rethink many systems.
 Several American experts on workplace improvement including w. Edwards deming and joseph
duran came to japan to lecture and teach
 Using the information from this individuals, the concept of kaizen began to be formed and it took
off in the 1950S
KAIZEN
ORIGIN

6.  It’s a Japanese workplace philosophy which focus on making small incremental improvements
which keep business at the top of its field.
 The philosophy involves everyone in the organization
 Never ending process – there is always a room for improvement
 SYSTEM OF CONTINOUS IMPROVEMENT IN QUALITY, TECHNOLOGY, PROCESS, COMPANY
CULTURE, PRODUCTIVITY, SAFETY AND LEADERSHIP
KAIZEN
DEFINITION
• WAS DERIVED FROM 2 JAPANESE WORDS

7. KAIZEN
BENEFITS
 SAVING IN ENERGY, MATERIAL AND OTHER RESOURCES
 IMPROVEMENTS IN WORK ENVIRONMENT
 IMPROVEMENTS IN MACHINES AND PROCESSES
 CAPABLE OF GENERATING NEW IDEAS
 CUSTOMER SATISFACTION
 IMPROVEMENT IN PRODUCT QUALITY
 IMPROVEMENT IN BEHAVIOR AND OWN PERSONALITY

8. KAIZEN
CULTURE
 KAIZEN MINDSET
 CUSTOMER ORIENTATION
 QUALITY CIRCLES
 DISCIPLINE IN WOKRPLACE
 SMALL GROUP ACTIVITIES
 TOTAL QUALITY
MANAGEMENT
KAIZEN MINDSET
• EVERYTHING SHOULD BE AND CAN BE IMPROVED
• IMAGINE THE IDEAL CUSTOMER EXPERIENCE AND STRIVE
TO PROVIDE IT
• DON’T CRITICIZE, SUGGEST AN IMPROVEMENT
• THINK OF HOW TO IMPROVE INSTEAD OF WHY IT CANT
• DO NOT LOOK FOR REWARDS
• GENERATE MORE QUESTIONS
• USE COMPETETION TO AROUSE INTEREST
• SET TARGET AND MOTIVATE YOURSELF TO ACHIEVE IT
• SAY YOURSELF “ I CAN DO IT!”

9. THE KAIZEN
UMBRELLA

10. KAIZEN
3 PILLARS

11. KAIZEN AND 5s PRINCIPLE
THE PRIMARY OBJECTIVE OF 5 IS TO CREATE A CLEAN, ORDERLY
ENVIRONMENT – AN ENVIRONMENT WHERE THERE IS A PLACE FOR
EVERYTHING AND EVERYTHING IS IN ITS PLACE.

12. MUDA
• IS A CONCEPT IN KAIZEN PHILOSOPHY THAT AIMS TO ELIMINATE THE 8 DEADLY WASTES
• MUDA MEANS WASTE
• WASTE IS DEFINED AS NON VALUE ADDING ACTIVITIES
• WASTE IS RESULTS IN DECREASE EFFICIENCY, LOW CUSTOMER SATISFACTION AND
HIGHER COST
https://www.youtube.com/watch?v=Ohu9WH3a5FM

13. 8 DEADLY WASTES
(TIIMWOOD)

14. KAIZEN
STANDARDIZATION
• NO KAIZEN WITHOUT A STANDARD WORK
• STANDARD WORK HELPS AVOID LOCAL OPTIMA OR BACKSLIDING

15. KAIZEN’S EIGHT PROBLEM SOLVING STEPS
(PDCA)

18. VISUAL MANAGEMENT
AND KANBAN TOOL
 KANBAN SYSTEM – WORKS AS A COMMUNICATION SYSTEM WHICH PROVIDES INFORMATION
AT A GLANCE
 ITS IS ACHIEVED BY INSERTING TIME SAVING, USEFUL INFORMATION OR CLUES INTO THE
WORKPLACE IN A WAYS THAT FLOWS NATURALLY WITH THE VALUE OF ADDING STEPS OF THE
PRODUCT SERVICE THAT YOU ARE PROVIDING

20. KAIZEN AND TOYOTA
TOYOTA PRODUCTION SYSTEM (TPS) IS KNOWN FOR
ITS USE OF KAIZEN
 AFTER WWII, TAIICHI OHNO WAS CHARGED WITH
SETTING UP SHOPS FOR TOYOTA. HE STUDIED
FORD PRODUCTION SYSTEMS.
 BASED ON THE ANALYSIS HE OUTLINED SEVERAL
PRODUCTION STRATEGIES WHICH LATER BECAME
BENCHMARKS FOR PRODUCTION PRACTICES
AROUND THE WORLD
 THEY CHANGED THE WORKING CONDITIONS TO
ACCOMMODATE WORKERS OF MORE DIVERSE
NATURE

21. KAIZEN
PIT FALLS/ DISADVANTAGES
 RESISTANCE TO CHANGE
 LACK OF PROPER PROCEDURE TO IMPLEMENT
 TOO MUCH SUGGESTION MAY LEAD TO CONFUSION AND TIME WASTAGE
 SOME CRITICS CLAIM THAT IN REALITY FRONT-LINE WORKERS ARE NOT
CONSULTED
 OVERWORK
 UNPAID MEETINGS
 SAFETY AT RISK BY AGGRESSIVE COST CUTTING
 PROCEDURE CAN’T ALWAYS BE STANDARDIZED

22. CHECK FOR UNDERSTANDING
 WHO IS THE FATHER OF CONTINOUS IMPROVEMENT?
 WHAT DOES MUDA MEANS?
 WHAT ARE THE 8 DEADLY WASTES?
 3 PILLARS OF KAIZEN?
 WHO DEVELOPED TOYOTA PRODUCTION SYSTEM?

23. ARIGATO!!!
KAIZEN HELPS YOU TO…
SEE THE WASTE
TURN PROBLEM INTO PROFIT
CONSTANTLY CHANGE FOR THE BETTER…