The document discusses the concept of Kaizen, which originated in Japan and refers to continuous improvement involving all employees. It describes how Kaizen and total quality control (TQC) helped drive Japan's economic success. Some key aspects covered include:
1) Kaizen is based on small, incremental improvements made on a daily basis and involves employees identifying inefficiencies and waste.
2) TQC incorporates Kaizen to achieve objectives like quality assurance, cost reduction and meeting production goals.
3) Implementing Kaizen requires changing corporate culture to foster cooperation between management and labor through techniques like quality circles.
Lean manufacturing is a systematic method for waste minimization ("Muda") within a manufacturing system without sacrificing productivity.http://www.vpresentationslides.com/lean-manufacturing-ppt/
Lean manufacturing is a systematic method for waste minimization ("Muda") within a manufacturing system without sacrificing productivity.http://www.vpresentationslides.com/lean-manufacturing-ppt/
Introduce Japanese Kaizen lean manufacturing
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Table of Content
1.What is Kaizen?
2. The History of Kaizen
・History and philosophy of Toyota Production System
・The Philosophy of Toyata Production
・The Kanban System
・“Automation with A Human Touch”
・Muda (Waste) Elimination
・The Mind of Toyota's manufacturing
3. The Kaizen Philosophy
4.How to proceed Kaizen?
5. Kaizen & Innovation
6. Practical Kaizen System
Wealth creation through lean manufacturing concepts, tools and techniquesWinning Minds Solutions
Basic awareness on lean, lean manufacturing, typical misconceptions about lean applications, value creation methods, value addition by manufacturing, typical wastes in any organization and suitable lean tools, techniques to reduce or eliminate waste.How typical waste elimination in entire value chain contributes wealth through case study examples.
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
Lean Manufacturing is the process of identifying the faiults in the occuring within the business model and elimination of these faults. Results in increase in sales of the business. SSA solutions are the Highly experienced consultants [Lean Masters.Rich experience in manufacturing & service process design applying lean principles.
A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals
Introduce Japanese Kaizen lean manufacturing
My Home page renewaled http://www.takuminotie.com/english/
Please Like us on Facebook and Introduce to your Friends.
Regurds.
Table of Content
1.What is Kaizen?
2. The History of Kaizen
・History and philosophy of Toyota Production System
・The Philosophy of Toyata Production
・The Kanban System
・“Automation with A Human Touch”
・Muda (Waste) Elimination
・The Mind of Toyota's manufacturing
3. The Kaizen Philosophy
4.How to proceed Kaizen?
5. Kaizen & Innovation
6. Practical Kaizen System
Wealth creation through lean manufacturing concepts, tools and techniquesWinning Minds Solutions
Basic awareness on lean, lean manufacturing, typical misconceptions about lean applications, value creation methods, value addition by manufacturing, typical wastes in any organization and suitable lean tools, techniques to reduce or eliminate waste.How typical waste elimination in entire value chain contributes wealth through case study examples.
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
Lean Manufacturing is the process of identifying the faiults in the occuring within the business model and elimination of these faults. Results in increase in sales of the business. SSA solutions are the Highly experienced consultants [Lean Masters.Rich experience in manufacturing & service process design applying lean principles.
A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals
Business process innovation for entrepreneursJorge Saguinsin
The presentation is an overview of how processes, using quality methods and tools can be improved to increase value for the the entrepreneurs. Processes are collection of activities that make input valuable products and services.
This is a lecture for the Ateneo Graduate School of Business students. It has been uploaded at slideshare for easy access for past and present students of entrepreneurship elective.
How to Reduce Changeover Time and Increase ThroughputOH!Manufacturing
Whether choosing iPhones, detergent bottles, industrial motors, or even bread, customers these days want more options than ever before. Marketing and product development departments recognize this and are pushing for more variety and more customization.
1. KAIZENThe Key to Japan’s Competitive Success By MASAAKI IMAI // YIS//062709//
2. TABLE OF CONTENTS 1. KAIZEN, The Concept 2. Improvement East and West 3. KAIZEN by Total Quality Control 4. KAIZEN, The Practice 5. KAIZEN Management 6. The KAIZEN Approach to Problem Solving 7. Changing the Corporate Culture // YIS//062709//
21. JOBS FUNCTION PERCEPTIONS // YIS//062709// Japanese perceptions Western perceptions Top management Middle management Supervisors Innovation Innovation Workers KAIZEN Maintenance Maintenance
31. // YIS//062709// Innovation Standard Actual Maintenance KAIZEN PATTERN Actual Standard Standard Actual Maintenance KAIZEN Innovation Actual Standard Innovation Time Time Innovation + Kaizen
35. 1 3 5 7 9 2 4 6 8 10 Quality control deals with the Quality of people Speaks with data Quality first, not Profit first Manage the previous process ( Upstream) The next process is the customer Customer oriented TQC, not manufacturer oriented TQC TQC starts with training and ends with training Cross Functional Management to Facilitate Kaizen Follow PDCA cycles // YIS//062709// Standardize the results
44. Waste of REJECTS Waste in WIP Waste in DESIGN delivery cost quality NINE WASTES !! product Waste in FIRST PHASE OF PRODUCTION Method / system resources money facilities manpower Waste in EXPENSES Waste in FACILITIES Waste in MANPOWER Waste in MANAGEMENT Waste in MOTION // YIS//062709//
45. // YIS//062709// Shortened lead time Reduced time spent on non-process work Reduced inventory JIT Better balance between different processes Problem clarification
46. // YIS//062709// Top management responsibility : Strategy & Planning Administration responsibility: Provide support
47. Time 100% Involvement 50% 0% Idea Development Design Development Model Development Trial runs & customer appraisal Final product design Tools & machinery Process control Production PRODUCT DEVELOPMENT PHASE AT IDEAL COMPANY
49. // YIS//062709// Management & Labor ; Enemies or Allies? Cooperation Working together to bake bigger pie Confrontation fighting over how to divide the pie
50. Manager's first job is to learn to communicate with his employees so both workers and the company can achieve their common goal Union leader who cannot understand financial statement and analyze the company's performancewill not be able to negotiate with management on such labor-related subjects as technological innovation, personnel transfers, and scrapping facilities
52. // YIS//062709// Job potential If management is not flexible Calls for management initiatives Income potential - + Job allocation if labor is flexible Calls for labor initiatives Job allocation If labor is not flexible Job potential if management is flexible LABOR RESPONSE
53. General statement of direction for change (qualitative ) Top management Definition of top management statement (quantitative) Division Management Specific goals (quantitative) Middle Management Specific actions (quantitative) Supervisors POLICY DEPLOYMENT
55. // YIS//062709// When there is no problem , there is no potential for improvements KAIZEN starts with a problem, more precisely the recognition that a problem exists
58. // YIS//062709// VELOCITY FOR COMPETITIVE ADVANTAGE Standardization Process optimization Elimination of waste Evolution in people and technique Durable training
59. // YIS//062709// CUTTING CHANGE OVER TIME Form a team & allocate responsibilities 7. Set-up board for visualization & monitoring 2. Measure current state Seven Steps 6. Analysis & improvement 3. Analysis & improvement 5. Set process with new scenario 4. Apply first improvement
61. // YIS//062709// 2 1 3 The costumer : The ultimate Judge of quality The eye of the needle – struggle to enter the market Supplier relations “We call some societies primitive because of their desire to remain in the same state and in unchanging standard of living – as their gods or ancestors created them at the beginning of time” 4 Changing Corporate culture : Challenge to the west
64. // YIS//062709// getting workers' acceptance and overcoming their resistance to change. Constant effort to improve industrial relations Emphasis on training & education of workers Developing informal leaders among the workers Formation of Small Group Activities such as QC circles Support & recognition for workers’ KAIZEN effort “Creating a Cooperative atmosphere and corporate culture” Conscious effort for making the workplace a place where Workers can pursue life goals Bringing social life into the workshop as much as practical Training supervisor so that they can communicate better & create a more positive involvement with workers Bringing discipline to the workshop
65. // YIS//062709// KAIZEN PHILOSOPHY “Be it our working life, our social life, or our home life, deserves to be constantly improved”