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Kaizen
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- 2. • Kaizen – Ongoingimprovement involves everyone • Top management • Managers • Workers – A culture of supporting quality improvement • more important than the use of any specific tools
- 3. • Kaizen – Theunifying thread running through • The philosophy • The systems • The problem-solving tools developed of Japanese quality movement
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- 6. • Japanese management –Kaizen – Process-oriented way of thinking • Western management – Innovation – Result-oriented thinking
- 7. • Climate featuresinnovation – Rapid expending markets • Increasing sales more important than reducing cost – Consumers oriented more toward quantity rather than quality – Abundant and low-cost resources – A belief that success with innovative product will offset sluggish performance
- 8. • Climate favorsKaizen – Sharp increase in the costs of material, energy, and labor – Overcapacity of production facilities – Increasing competitions – 資訊不對稱的消失 – Need to introduce new products more rapidly – Need to lower the breakeven point
- 9. • Kaizen Culture –A corporate culture in which everyone can freely admit these problems – A systematic and collaborative approach to cross-functional problem-solving • Internal, Next process is customer • External, suppliers
- 10. • Kaizen Culture –A customer-driven strategy for improvement • Quality, cost, schedule, and delivery requirements – Emphasis on process • Result is not the only thing and everything • Support and acknowledge people’s process-oriented efforts for improvement
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- 12. • QC Circles –Primarily focus on • Cost, safety, and productivity • Indirectly to product-quality improvement – Account for only 10% - 30% of the overall TQC efforts in Japanese companies – Making improvements in the workplace
- 13. • TQC inJapan – A movement center on the improvement of managerial performance at all levels
- 14. TQC • Quality assurance •Cost reduction • Meeting production quotas • Meeting delivery schedules • Safety • New product development • Productivity improvement • Supplier management
- 15. • Process-Oriented managementvs Result- Oriented management – Evaluation the performance of employee • car sales in Taiwan – 2006, 400,000 cars – 2007, 200,000 cars? (optimistic estimates) http://www.kuozui.com.tw 國瑞汽車
- 16. – Risks ofresult-oriented management • Lacking long term strategy • Missing new ideas and innovation
- 17. – Process-oriented management •Evaluation of quality control circles – Numbers of problems solved » NOT the amount of money saved – How the problems are approached » Do they considered the company’s current situation » Do they consider safety, quality, and cost » Do they improve work standard • Directed at people’s efforts • Managers need to work with employees jointly
- 18. • Manager’s job –Maintenance-related administration • Checking the performance (result) of work – Improvement-related management • Checking the process that has led to a specific result
- 19. Key phrases ofTQC • Speak with data, 數據會說話 • Quality first, not profit first • Quality at source, 源頭管理 • The next process is the customer • Customer-oriented TQC • TQC starts with training and ends with training
- 20. • Speak withdata – Emphasize the use of data However, aware of • False data, • Mistaken data, • Immeasurable
- 21. • Quality First –Customers are satisfied with the quality of products or services • Building quality into product • Building quality into people – Training is essential » Help employee become KAIZEN-conscious
- 22. • Quality First –Making the top quality products – At the low cost – In large quantity – From the very beginning
- 23. • Quality atsource – Ask “why” 5 times • The real cause of a machine stoppage – Question 1: Why did the machine stop? – Answer 1: Because the fuse blew due to an overload – Question 2: Why was there an overload? – Answer 2: Because the bearing lubrication was inadequate. – Question 3: Why was the lubrication inadequate? – ……
- 24. • The nextprocess is the customer – Mass production age • The person making the products neither knows nor care who the customers are – The design engineer’s customers • The manufacturing people • (End customers)
- 25. • Customer-oriented TQC, –Not manufacturer-oriented TQC – Build a system for designing, developing, producing, and servicing products to satisfy their customers • 華航 – 退票作業 – 要求旅客繳回機票正本 – 不告訴旅客如何 follow up – Cf. 以客為尊 ?
- 26. • TQC startswith training and ends with training – Building quality into people
- 27. • Cross-functional managementto facilitate Kaizen – “Quality at source” means TQC should be extended to include • Vendors • Suppliers • subcontractors
- 28. • Follow thePDCA cycle – Problem-solving – Management • Design – Plan: product design corresponds to the planning phase of management • Production – Do: making products as designed • Sale – Check: customers satisfied? • Research – Action: how to approach complaints
- 29. – Not PDCF •Plan • Do • Check • Fight/fire! • No layoff policy – Virginia Mason Medical Center, Seattle, WA – 改善造就『冗員』 • Redeploys employees – Training • Kaizen Promotion Office – Toyota’s suppliers support center
- 30. • Use theQC story to persuade – Case study of shortening telephone waiting time • kaizenStory.doc
- 31. • Standardize theresults – There can be no improvement where there are no standards – A way of spreading the benefits of improvement throughout the organization
- 32. Cross-Functional Management • Buildinga better system for – Quality – Cost – Scheduling • Resolving inter-unit conflict on – Quality – Cost – Schedule
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- 35. • Cross FunctionalManagement at Toyota – Clarify its quality goals and deploy them to all employees at every level – Establish a system of close coordination among different department • toyotaXfun.doc