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kaizen (mba bf)
The document provides an overview of the concept of Kaizen, which refers to continuous improvement. It discusses how Kaizen originated in Japan after World War II based on teachings from American experts. Key aspects of Kaizen include process improvement, eliminating waste, teamwork, and continuous small steps of change. Toyota is highlighted as a company that successfully applied Kaizen principles through eliminating muri, mura, and muda. Benefits of Kaizen include improved efficiency, serving as a learning experience, and being widely applicable.
kaizen (mba bf)
- 1. Total Quality Management Presentation (Internal-II) Submitted to: Submitted by: Dr. Piyush Kendurkar Jayant Nannore MBA(BF)
- 3. Kaizen ( 改善) “Continuous Improvement”
- 4. Introduction • ‘Kaizen’ literallymeans improvement in Japanese. • From business management point of view it is defined as the measures for implementing continuous improvement. • It is a method that strives toward perfection by eliminating waste (MUDA) in the work place (GEMBA).
- 5. Masaaki Imai • Knownas the “Lean Guru” and the father of Continuous Improvement (CI) • Pioneer and leader in spreading the Kaizen philosophy all over the world • Authored the book ’Kaizen: The Key to Japan’s Competitive Success’ • Now companies around the world use kaizen for greater productivity, speed, quality and profits with minimal cost, time and effort, to get results and to become recognized industry leaders.
- 6. The Origin ofKaizen • The foundation of Kaizen was laid in Japan after the Second World War, when the country was attempting to rebuild infrastructure and rethink many systems. • Several American experts on workplace improvement including W. Edwards Deming and Joseph Juran came to Japan to lecture and teach. • Using information from these individuals regarding the TWI (Training Within Industry) programs , the concept of Kaizen began to be formed and it took off in the 1950s.
- 7. KAIZEN-The Concept • ProcessOriented Approach – Leads to Improved Results • Focus on the process improvement without loosing sight of the expected results. • People Oriented Approach – Focus on …. • Discipline • Time Management • Skill Development • Participation and Involvement • Morale • Communication
- 8. Kaizen Umbrella Masaki Imai
- 9. Kaizen : Keyprinciples • 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 • Finally, the system uses quality circles, worker groups who meet and work together to solve problems and come up with innovative changes.
- 10. KAIZEN and INNOVATION KAIZEN INNOVATION 1. Effect Long-term and business as Short term and dramtic usual 2. Pace Small Steps Big Steps 3. Time frame Continuous and Incremental Intermittent and non- incremental 4. Change Gradual and constant Abrupt and volatile 5. Involvement Every-one Selected champions 6. Approach Collective group efforts, Individual ideas and efforts systems approach 7. Mode Maintenance and Improvement Scrap and Rebuild 8. Effort Orientation People Technology 9. Practical Requirements Little investment but great Large investment but little effort efforts to maintain to maintain 10. Advantage Works well in slow growth Better suited in fast growth economy economy
- 11. INNOVATION plus KAIZEN rd St anda New KAIZEN INNOVATION dard Ne w Stan KAIZEN INNOVATION
- 12. Another comparison ofInnovation and KAIZEN 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
- 13. The Approach • The Kaizen Approach is composed of 3 segments: A. Pre-event Prep: Identify and plan narrowly scoped events • Reducing defects in order entry • Implementing marketing metrics • Performing customer surveys to get VoC A. Kaizen Event: measure, analyze, implement, and control improvements in one week B. Follow-up Actions: remaining action items must be completed within four weeks after event
- 14. Kaizen Event • Afew days, highly structured and coached intense attack on waste in a process or work area by a small group When to use Kaizen • Waste sources have been identified (Low-hanging fruits) • The scope of a problem is clearly defined • Results are immediate and risk is minimal
- 15. Kaizen Training 15 Steps on Team Development Forming This is the development of a multi-functional team with a variation of backgrounds and knowledge Storming Open & honest discussion, also brainstorming Forming Stage where the group agrees how to operate as a team Performing Agreement on solutions & taking action Adjourning Closing on the continues improvement process after 30 days
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- 17. Management Oriented Group Oriented KAIZEN Individual Oriented KAIZEN KAIZEN Tools Seven Statistical Tools Seven Statistical Tools Common sense New Seven Tools New Seven Tools Seven Statistical Tools Professional skills Involves Managers & Professional QC- circles group members Everybody Target Focus on system & Procedures Within the same workshop Within one’s own work area Cycle (Period) Lasts for the duration of project Requires 4-5 months to Anytime complete Achievements As many as management chooses 2-3 per years Many Supporting Line & Staff project team Small-group activities Suggestion system system QC circles Suggestion system Implementation Sometimes require small Mostly inexpensive Inexpensive cost investment to implement the decision Result New system and facility Improved work procedures On-the-spot improvement improvement Revision of standard Booster Improvement in Managerial Morale improvement Morale improvement performance Participation KAIZEN awareness Learning experience Self-development Direction Gradual & visible improvement Gradual & visible improvement Gradual & visible Marked upgrading of current improvement status // YIS//062709//
- 18. Who What Where When Why How Who does it? What to do? Where to do it? When to do it? Why does he do it? How to do it? Where is it Who is doing it? What is being done? When is it done? Why do it? How to do it? done? Who should be Where should When should How should it be What should be done? Why do it there? doing it? It be done? it be done? done? Can this method be Who else can do What else can be Where else can What other time Why do it then? used in other it? done? it be done? can it be done? areas? Where else Who else should What else should be What other time Is there any other should it be Why do it that way? do it? done? should it be done? way to do it? done? Where are 3- Are there any 3- Are there any Who is doing 3- What 3-Mus are being Are there any time Mus being Mus in the way of 3-MUs in the Mus? done? 3-Mus ? done? thinking? method? // YIS//062709//
- 19. Team Rules • Be open to change • Maintain a positive attitude • Never leave disagreements unspoken • We’re not interested in assigning blame – only in creating solutions! • Practice mutual respect • Treat others as you want to treated • One person, one vote – position doesn’t matter • The only stupid questions are the ones not asked • Have fun! • Understand the process, and…JUST DO IT!
- 20. Kaizen in Toyota TheToyota Production System is known for it’s use of kaizen. • After World War II, Taiichi Ohno was charged with setting up machine shops for Toyota. He studied the Ford production systems. He analyzed the various productive measures and discrepancies in the system. • Based on the analysis, he outlined several production strategies for Toyota. These production strategies later became benchmarks for production practices across the world. • Toyota thus became one of the first companies in the world to adopt practices such as Kaizen. Analysts however feel that Kaizen kept TPS, JIT, Kanban and other practices working smoothly as an interlinked strategic operational plan.
- 21. Toyota’s use ofKaizen to solve labor crisis • In the early 1990s, Toyota was facing acute labor shortage • Toyota’s initial management focus was on increasing production efficiency through higher production levels with less number of workers. This resulted in increased stress and worker exodus • The global upsurge in car demand during 1987-1991 led to drastic increase in demand for labors • Toyota realized that it would have to rely on Kaizen for modifying its existing assembly lines to attract workers. • The company decided to change its working conditions to accommodate workers of more diverse nature • The management decided to allow plants to set their own annual production efficiency targets. Production efficiency measurement was based on worker’s production time rather than on best production time
- 22. Why Toyota standsOut than Big Three Those company can execute better than competitors at the micro level (process improvement) will be the winner.
- 23. Kaizen to Toyotais the elimination of three basic things like: Muri (Overburden on employees) Mura(Unevenness in production) Muda (Waste)
- 24. PIT FALLS INKAIZEN • Resistance to change • Lack of proper procedure to implement • Too much suggestion may lead to confusion and time wastage 24
- 25. Key Benefits ofKaizen • 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.
- 26. Kaizen can beapplied to real life also… 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. 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.
- 27. Conclusion • “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.
- 28. When there isno problem , there is no potential for improvements KAIZEN starts with a problem, more precisely the recognition that a problem exists
- 29. KAIZEN PHILOSOPHY “Be itour working life, our social life, or our home life, deserves to be constantly improved” // YIS//062709//
- 30. KAIZEN HELPS YOUTO… SEE THE WASTE. TURN PROBLEMS INTO PROFIT. CONSTANTLY CHANGE FOR THE BETTER.
Editor's Notes
- #2 Kaizen KAI ZEN“Kai” in Japanese means ‘Change’ and ‘Zen’ means good. The literarymeaning of Kaizen is “change for good” Kaizen KaizenKaizen is the Japanese philosophy of continuous improvementby all the employees in an organization so that they perform theirtasks a little better each day.It is a never ending journey centered on the concept of startingnew each day, with the principle that the methods can always beimproved. Kaizen Kaizen¢ The road to excellence is not the major break-through , but small continuous improvements which result in real cost savings, higher quality or better productivity.¢ The latest developments in Japan advocate the idea of taking small incremental Risks along with small continuous improvements to win .
- #3 One hot day, a thirsty crow flew all over the fields looking for water. For a long time, he could not find any. He felt very weak, almost lost all hope. Suddenly, he saw a water jug below the tree. He flew straight down to see if there was any water inside. Yes, he could see some water inside the jug! The crow tried to push his head into the jug. Sadly, he found that the neck of the jug was too narrow. Then he tried to push the jug to tilt for the water to flow out but the jug was too heavy. The crow thought hard for a while. Then looking around it, he saw some pebbles. he suddenly had a good idea. he started picking up the pebbles one by one, dropping each into the jug. As more and more pebbles filled the jug, the water level kept rising. Soon it was high enough for the crow to drink. His plan had worked! Moral: Think and work hard, you may find solution to any problem.
- #4 Japanese for "improvement", or "change for the better"
- #5 What is “Kaizen”? KAIZEN means improvement: Kaizen is small incremental changes made for improving productivity and minimizing waste. Improvements without spending much money, involving everyone from managers to employees, and using much common sense. Continuous improvement is nothing but continuous elimination of wastes. Measures for implementing continuous improvement. On-Going: Continuous improvement is nothing but continuous elimination of wastes Kaizen is primarily a reactive process where you "check" to see if anything is wrong, then go about fixing it. It is a daily activity and always under the control of a supervisor. Improves productivity by daily monitoring and elimination of wastes. Waste in the workplace is defined as activities that add cost but do not add value.
- #6 MASAAKI IMAI AND TOTAL QUALITY MANAGEMENT : Masaaki imai the chairman of the Cambridge corporation international management firm based in Tokyo. Masaaki imai together the management philosophies theories of single concept “kaizen”. Kaizen is a Japan's economic name formal system to promote process continuous improve quality.
- #15 Understanding kaizen: Kaizen begins with the notion that an organization it is long time quality and success only when every member in the operating system the firm actively pursues opportunities to identify and implement every day. Kaizen sets no conditions for the magnitudes of quality improvement. The quality improvement perspective of kaizen saying “Every day and every way we are getting better and better”.
- #16 “ kaizen” refines its improvement for three guiding principles : Process view of the system: The process analysis could affect a process for making product or a process for designing a product among other processes. Stress comes from people : Kaizen program relies heavily on depends on intelligent the firms process to continuous improvement .success of the quality. Discipline Employee participation Skill development Effective communication Constant sense of urgency: A successful kaizen program depends on unceasing awareness of the need for change.everyone must feel that the improve the much more quality in good sufficient and the over confidence weaken kaizen
- #21 Toyota production system is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality which may initiate a kaizen.
- #25 Kaizen – A mixed bag Why Kaizen works well for some… 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. And not so for others… 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.
- #26 Kaizen Strategy Benefits * Reduces waste or non value add activities * Reduces cycle times * Improves quality * Improves productivity * Reduces cost of operations * Improves throughput * Improves customer satisfaction * Improves profits