Downloaded 44 times
KAIZEN
- 1. “CONTINUOUS IMPROVEMENT ISTHE RESULT OF CONTINUOUS INVOLVEMENT” TEAM SOUTH PRESENTED BY: JOMERSON BARRERA
- 2. LEARNING OBJECTIVES Knowthe 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 Introductionto 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 isthe 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 foundationof 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 aJapanese 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 INENERGY, 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.
- 10.
- 11. KAIZEN AND 5sPRINCIPLE 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 ACONCEPT 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.
- 14. KAIZEN STANDARDIZATION • NO KAIZENWITHOUT A STANDARD WORK • STANDARD WORK HELPS AVOID LOCAL OPTIMA OR BACKSLIDING
- 15. KAIZEN’S EIGHT PROBLEMSOLVING STEPS (PDCA)
- 18. VISUAL MANAGEMENT AND KANBANTOOL 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 TOYOTAPRODUCTION 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 YOUTO… SEE THE WASTE TURN PROBLEM INTO PROFIT CONSTANTLY CHANGE FOR THE BETTER…