Kaizen is a Japanese philosophy of continuous improvement involving all employees. It includes techniques like 5S, QFD, Poka-Yoke, quality circles, and total quality management. The document discusses these concepts and how they are implemented through employee involvement, checklists, quality tools, standard work, reducing waste, and audits. It contrasts kaizen with innovation and describes benefits of techniques like quality function deployment, houses of quality, suggestion systems, and improving quality of work life.

1. Kaizen – Continuous Improvement, 5S, QFD
PokaYoke,QC
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2. Kaizen
• The word Kaizen means “continuous improvement. It comes from the Japanese words 改 ("kai"), which
means “change” or “to correct” and 善 (“zen”) which means “good.”
• Kaizen is a system of continuous improvement in quality, technology, processes, company culture,
productivity, safety and leadership.
• Kaizen is a system that involves every employee from upper management to the cleaning crew. Everyone in
an organization is encouraged to come up with small improvement suggestions on a regular basis. This is not
a random activity undertaken once a month or once a year. It is continuous.
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3. Kaizen
KAIZEN is regarded as a conceptual "umbrella" consisting of a collection of Japanese practices and
includes:
• Customer orientation, total quality control, robotics,
• QC circles, suggestion systems, automation,
• discipline in the workplace, total productive, maintenance,
• Kanban, just-in-time, zero defects, new product development,
• Small group activities, productivity improvement,
• statistical quality control
• cooperative labor/management relations.
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4. Implementing Kaizen
• Involved and committed employees who use commonsense and creativity.
• Various types of check sheets or checklists.
• Active use of the seven quality control tools, viz. Pareto chart, cause and effect diagram,
histograms, control charts, scatter diagram, check sheets, graphs, etc.
• Systematic questioning techniques like 5W1H (What, When, Where, Whom, Why and How).
• Concept of the Deming Wheel (PDCA) and “Poka Yoke” methods.
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5. Implementing Kaizen
• Use of the Simply, Combine, Add and automate, Re-arrange, Eliminate (SCARE) principle.
• Elimination of “Muda”, “Mura” and “Muri” along with 5-S.
• Group dynamics.
• Principles of standardization and visual management.
• Some inputs on organizational
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6. Three types of waste
• Muda – any wasteful activity or any obstruction to smooth flow of an activity.
• Muri - Overburdened system
• Mura - Unevenness in the flow of work
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7. Lean Management Principles
• Specify what creates value from the customers perspective
• Identify all the steps along the process chain
• Make those processes flow
• Make only what is pulled by the customer
• Strive for perfection by continually removing wastes
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8. Building blocks of Lean
• 5-S
• Visual Controls
• Streamlined layout
• Standard work
• Batch size reduction
• Teams
• Quality at the source
• Point of use storage
• Quick Changeover
• Pull/Kanban
• Cellular flow
• TPM
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9. Tools for Continuous Improvement
• Seven QC tools
• 5-Why analysis
• PDCA cycle
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10. 5-S
• Seiri
• Seiton
• Seiso
• Seiketsu
• Shitsuke
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11. 5-S Audit
• Level 1- Self audit by the 5’s practitioners/ area owners.
• Level 2- Peer audit.
• Level 3- Final audit by the unit head/ facilitator/ external expert.
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12. Kaizen Vs Innovation
INNOVATION KAIZEN
Creativity Adaptability
Individualism Teamwork (Systems approach)
Specialist-oriented Generalist-oriented
Attention to great leaps Attention to details
Technology-oriented People-oriented
Information: closed, proprietary Information: open, shared
Functional (specialist) orientation Cross-functional orientation
Seek new technology Build on existing technology
Line+staff Cross-functional organization
Limited feedback Comprehensive feedback
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13. Salient Features of Company wide Quality Control
• Company-wide TQC, with all employees participating
• Emphasis on education and training
• Quality Control circle activities
• CWQC audits, as exemplified by the Deming Prize audit and by the President’s audit
• Application of statistical methods
• Nationwide CWQC promotion
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14. Characteristic of CWQC
• Quality first: Not profit first
• Consumer oriented quality control: Not producer oriented quality control
• The next process is the customer
• Talk with facts and data: Application of statistical methods
• Cross-functional management
• CWQC starts with training and ends with training
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15. Quality Function Deployment
A method for developing a design quality aimed at satisfying the customer and then translating the
customers demands into design targets and major quality assurance points to be used through
out the production phase
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16. Benefits of QFD
1. Reduction in product development in time by 30 to 50 percent
2. Lower start up cost
3. Reduces complaints during warranty period
4. Reduction in number of design changes
5. Greater customer satisfaction
6. Better team work and increase co operation between the department
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17. House of Quality
The house of quality matrix is the most recognized form of QFD. It is utilized by a multidisciplinary
team to translate set of customer requirements and benchmarking, into an appropriate number
of prioritized targets to be met by a new product design
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18. Building House of Quality
1. List customer requirements
2. List technical descriptors
3. Relationship between customer requirements and technical descriptors
4. Develop an interrelationship between each of the technical descriptors
5. Competitive assessments
6. Develop prioritized customer requirements
7. Develop prioritized technical descriptors
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19. House of Quality
Technical requirements
Voice of
the
customer
Relationship
matrix
Technical requirement
priorities
Customer
requirement
priorities
Competitive
evaluation
Interrelationships
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20. Quality Control Circles (QCC)
• Quality Circle or Quality Control Circle concept originated from Japan. But
Quality Circle concept is well established only in ASEAN countries like Japan,
South Korea, and Peoples Republic of China, Taiwan etc.
• It has a formal organizational structure of a small team of people usually
coming from the same work area who voluntarily meet on a regular basis to
identify, investigate, analyse and solve their work-related problems. Quality
control circles adopt a democratic process and introduce a participative
management culture in the organization. In the QCC philosophy, the circle
members share their ideas and expertise with the management.
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21. Quality Control Circles (QCC)
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22. Suggestion System
• Suggestion systems are an important feature of a quality circle.
• Employee suggestion systems are designed to encourage active co-operation of the employee in
the activities of business and industry through seeking ideas for cost reduction or cost prevention
or increasing productivity or efficiency from the rank and file.
• The suggestion systems facilitate upward flow of communication—a type of communication that
is very much needed in industry.
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23. Poka-Yoke
 Poka means mistake or inadvertent errors. Yoke means proofing. It is derived from the word
“Yokeru” meaning, “to avoid”. In other words, it means mistake proofing. It is simply a way to
prevent the occurrence of defects, injuries or losses of any kind at the work place.
 Poka yoke works on five pillars as suggested by Dr, Shingo. Poka yoke helps people and processes
work right the first time. Poka yoke makes use of sensors and instruments and devices that can
identify disorders, abnormalities or mis-steps, without the workers having to be extra sensitive to
the smallest details.
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24. Quality of Work Life (QWF)
 Quality of Work Life (QWL) can be defined as “The quality of relationship between employees and
the total working environment”. QWL is a process by which an organization responds to employee
needs for developing mechanisms to allow them to share fully in making the decisions that design
their lives at work.
 The QWL approach considers people as an “asset” to the organization rather than as “costs”. It
believes that people perform better when they are allowed to participate in managing their work
and make decisions.
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25. Kaizen Sheet
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