kaizen explained in simple steps. help any org or group to evolve as an effective outfit.

4. Defn and Origin Benefits Key Principles
Kaizen and
Management
Implementation
Concepts
Example &
Conclusion

6. Masaaki Imai is known as the
developer of Kaizen. Father of
continious improvement (CI).
Japanese quality mgmt
consultant – lean guru.
Author – KAIZEN: The key to
japan competitive success.

7. Kaizen means continuous improvement (CI).
Moreover, Kaizen means continuing improvement in
personal life, home life, social life, and working life.
When applied to the workplace Kaizen means continuing
improvement involving everyone – managers and
workers alike.
For example, in Japanese companies, such as Toyota and
Canon, several suggestions per employee are written
down, shared and implemented.

8. // YIS//062709//
“Be it our working life, our social life,
or our home life, deserves to be
constantly improved”
KAIZEN
PHILOSOPHY

9. KAIZEN starts with a problem,
more precisely the recognition
that a problem exists
When there is no
problem , there is no
potential for
improvements

10. A culture - way of life
Focusing on eliminating waste
Begins and ends with people
Total system focus – not just one
department

11. Everybody deserves to and should be willing to improve
himself/herself for the better continually.
“If a man has not been seen for three days, his friends
should take a good look at him to see what changes
have befallen him” - an old Japanese saying that
describes how natural Kaizen is

12. Not harder
Work smarter

13. WIDELY APPLICABLE
Can be used in both manufacturing and
non-manufacturing environments
HIGHLY EFFECTIVE & RESULTS
ORIENTED
Kaizen events will generate quick
results, measurable results, establish
the baseline, and measure the change
HIGHER OPERATIONAL EFFICIENCY
Reduces wastage, like inventory waste,
time waste, workers motion
improves space utilization and product
quality
A LEARNING EXPERIENCE
Every member of a kaizen team will
walk away from the event learning
something new.
Encourages big picture thinking
Results in higher employee morale and
job satisfaction, and lower turn-over.

14. The first is a heavy reliance on teamwork, in which everyone's
opinion is valued and considered
Workers also have strong personal discipline, and morale in
factories must improve under kaizen
Workers should also be confident about offering suggestions
for improvement, even when a system appears to be
functioning adequately
Kaizen recognizes that there is always room for improvement

15. Finally, the system uses quality circles, worker groups who
meet and work together to solve problems and come up with
innovative changes
The need to look at the entire process of the job at hand and to
evaluate the job as to the best way to get the job done
Kaizen must be approached in such a way that no one is
blamed and that the best process is put into place

16. Teamwork
Personal discipline
Improved morale
Quality circles
Suggestions for improvement

17. It's not unusual for Kaizen to result in 25 to 30
suggestions per employee, every year, and to have
over 90% of those implemented.
For example, Toyota is well-known as one of the
leaders in using Kaizen. In 1999 at one U.S. plant,
7,000 Toyota employees submitted over 75,000
suggestions, of which 99% were implemented.

18. QUALITY DESIGN COST DELIVERY
PRODUCT
MANPOWER
METHOD /
SYSTEM
RESOURCES
FACILITIES
MONEY

19. Kaizen in practice always begins with focusing
on WASTE ELIMINATION. After waste elimination,
Kaizen has two major components:
maintenance,
and
Improvement improvement

20. Under the
maintenance function,
the management must
first establish
achieved through a
combination of
discipline and human
resource development
measures.
Then work
towards
ensuring that
everybody
follows SOP
policies rules directives SOPs

21. INNOVATION KAIZEN.
continuously
towards revising the
current standards,
once they have been
mastered,
and establishing
higher ones.
MANAGEMENT
IMPROVEMENT

22. INNOVATION
REQUIRES
LARGE
INVESTMENTS
drastic
improvement in
the existing
process

23. SMALL
IMPROVEMENTS
COORDINATED
CONTINUOUS
EFFORTS
BY ALL EMPLOYEES

24. // YIS//062709//
KAIZEN INNOVATION
Long term
Un-dramatic
Effect
Short term
Dramatic
Small steps Pace Big steps
Continuous & incremental
Time
frame
Intermittent &
non incremental
Gradual & consistent Change Abrupt & volatile
Everybody Involvement “Champion”
Collectivism,
group efforts, systems
approach
Approach
Rugged individualism,
individual ideas & efforts

25. // YIS//062709//
KAIZEN INNOVATION
Maintenance &
Improvement
Mode
Scrap
& Rebuild
Conventional know-how &
state of the art
Spark
Technological breakthroughs,
new inventions, new theories
Little investment
Great effort to maintain
Practical
Requirements
Large investment
Little effort to maintain
People
Effort
orientation
Technology
Process & efforts for
better results
Evaluation
criteria
Results for profits
Slow growth economy
Economic
condition
Fast growth economy

26. // YIS//062709//
Innovation
Maintenance
Maintenance
Standard
Standard
Actual
Actual
Time
Innovation Standard
Standard
KAIZEN
Actual
Actual
KAIZEN
Time
Innovation
Innovation + Kaizen

27. // YIS//062709//
INNOVATION
Creativity
Individualism
Specialist oriented
Attention to great leaps
Technology oriented
Information: closed, proprietary
Functional (specialist) orientation
Seek new technology
Line + staff
Limited feedback
KAIZEN
Adaptability
Teamwork (system approach)
Generalist-oriented
Attention to details
People oriented
Information: open, shared
Cross functional orientation
Build on existing technology
Cross functional organization
Comprehensive feedback

28. Varieties of Kaizen Methods
• Individual Versus Teamed
• Day-to-Day Versus Special Event
• Process Level Versus Sub process Level

29. Standardize an
operation
Measure the standardized
operation
Gauge
measurements
against requirements
Innovate to meet
requirements and
increase productivity
Standardize the new,
improved operations
Continue cycle ad
infinitum

30. Kaizen encompasses many of the components of Japanese
businesses that have been seen as a part of their success.
• DEMNING 14 PTS
• THE DEMING OR SHEWHART CYCLE (PDCA)
• 5 s
• QUALITY CIRCLES
• KANBAN
Some of these
concepts
inspired by
Kaizen are:

31. 1. Create constancy of purpose towards improving products and
services, allocating resources to provide for long-range needs rather
than short-term profitability.
2. Refusing to allow commonly accepted levels of delays, mistakes,
defective materials and defective workmanship.
3. Reduce the number of suppliers for the same item by eliminating
those that do not qualify with statistical evidence of quality. End the
practice of awarding business solely on the basis of price.
4. Search continually for problems in the system to constantly
improve processes.

32. 6. Focus supervision on helping people do a better job. Ensure
that immediate action is taken on reports of defects, maintenance
requirements, poor tools, inadequate operating definitions, or other
conditions detrimental to quality.
7. Encourage effective two-way communication and other means
to drive out fear throughout the organization and help people work
more productively.
8. Break down barriers between departments by encouraging
problem solving through teamwork, combining the efforts of people
from different areas such as research, design, sales and production.
5. Institute modern methods of training to make better use of all
employees.

33. 10. Eliminate the use of numerical goals, posters, and slogans for
the work force that ask for new levels of productivity without
providing methods.
11. Use statistical methods for continuing improvement of
quality and productivity, and eliminate work standards that
prescribe numerical quotas.
12. Remove all barriers that inhibit the worker’s right to pride
of workmanship.
13. Institute a vigorous program of education and retraining to
keep up with changes in materials, methods, product design and
machinery.
14. Clearly define top management’s permanent
commitment to quality and productivity and its obligation to
implement all of these principles.

35. The PDCA cycle provides a framework for the improvement of a
process or system.
The model is a continuous cycle that repeats infinitum until an
acceptable level of achievement is fulfilled.

37. Do

40. “5 S” is a method for organizing a workplace, especially a shared
workplace (like a shop floor or an office space).
“Seiri” (Sort):
Tidiness, keeping
only essential
items.
“Seiton” (Set In
Order): Orderliness,
eliminate extra
motion.
“Seiso” (Shine):
Cleanliness, keep
the workplace
clean.
“Seiketsu”
(Standardize):
Standardize work
practices
“Shitsuke” (Self
Discipline): Sustaining,
maintaining discipline
and reviewing standards.

41. A quality circle is a
volunteer group
composed of
employees, who are
trained to identify,
analyse and solve
work-related
problems and
present their
solutions to
management.
This improves the
performance of the
organization, while
also motivating and
enriching the work of
employees.
First established in
Japan in 1962 in the
Nippon Wireless and
Telegraph Company,
it quickly became
popular and spread
to more than 35
companies in the
first year.

42. Kanban (meaning “signboard” or “billboard”) is a concept related to lean and just-in-
time (JIT) production.
The concept got shape when Toyota observed how supermarkets operate.
• The supermarket only stocks what it believes it will sell; Therefore has limited and
only necessary inventory
• Signboards clearly indicate to shoppers where what is stocked; so the customers
can shop efficiently and complete their shopping in time.
For a lean and efficient system, it is required that the production is determined
according to the actual demand.
In situations where supply time is lengthy and demand is difficult to forecast, the best
one can do is to respond quickly to observed demand.
This is where a Kanban system can help: It works as a communication system which
immediately provides information about changed demand through the entire
supply chain.

43. …
Regular checking of the
stationary items ensures
that the notemaking is not
affected due to lack of
stationary.
Keeping notes and
assignments organized
enables faster access to
them.
Overall checking of bag at
regular intervals ensures
that no necessary items
are missing.
Consider the
case of a
student’s bag.
The items can
be classified
into
Notes and
assignments
Stationary (pens,
notepads etc.)
Other items like
calculators, pen
drive etc.
KAIZEN

44. Discard conventional fixed ideas.
Think of how to do it, not why it cannot be done.
Do not make excuses. Start by questioning current practices.
Do not seek perfection. Do it right away even if for only 50% of target.
Correct it right away, if you make mistake.
Do not spend money for KAIZEN, use your wisdom.
Wisdom is brought out when faced with hardship.
Ask 'WHY?" five times and seek root causes.
Seek the wisdom of ten people rather than the knowledge of one.
KAIZEN ideas are infinite.

45. • It has been suggested that Kaizen works
particularly well in Japan because it has a
collective culture, and Kaizen relies on collective
values.
• The focus is more on improvement and refinement
of existing methods, rather newer innovations.
Why
Kaizen
works well
for some…
• People in more individualistic cultures (like in
Western corporations) may struggle with some of
the basic principles of Kaizen.
• Kaizen idea of improvement is contrary to the
beliefs of some Westerners, who place a high value
on the achievement and maintenance of
perfection.
And not so
for
others…

46. Resistance to change
Lack of proper
procedure to
implement
Too much suggestion
may lead to confusion
and time wastage

47. “Kaizen” or “continuous improvement” should be a part
of our everyday life.
The concept is simple but if properly applied can lead to
significant efficiency improvements for organizations.
Kaizen and its associated concepts like PDCA, Kanban
and Quality Circles have been critical to the success of
large organizations like Toyota, Canon and Nippon.

48. WORKING AT UN