Basic Concepts of KAIZEN, 5S Model and Quality Circle.

1. KAIZEN
AND
QUALITY
CIRCLES
Amitabha Gupta
MBA Department
Swami Vivekananda Group of
Institutes

2. KAIZEN
Kaizen , Japanese for "improvement" or
"change for the better" refers to
philosophy or practices that focus upon
continuous improvement of processes in
manufacturing, engineering, game
development, and business management.

3. KAIZEN
Masaaki Imai is known as the developer
of Kaizen.
改 ('kai') KAI means 'change' or 'the
action to correct’.
善 ('zen') ZEN means 'good'

4. AREAS
UNDER
KAIZEN

5. 5 ‘S’ IN
KAIZEN
1.Sorting Keeping only essential items
2.Simplifying Eliminates extra motion.
3.Sweeping Keep the workplace clean
4.Standardizing Standardized work
practices
5.Sustaining Maintaining and reviewing
standards

6. 5S EFFECTS

7. 5S EFFECTS

8. 5S
EFFECT
S

9. WITHOUT
5S

10. 5S RETAIL

11. SEIRI (SORT),
MEANS, “TAKE
OUT
UNNECESSAR
Y ITEMS AND
DISPOSE”
¢ Step 1. Look around your workplace with your
colleagues. Discover and identify items which are
unnecessary to your work.. . . .Then, dispose all
unnecessary items…NEVER KEEP ANYTHING
WHICH ARE UNNECESSARY TO YOUR
WORKPLACE!!!
¢ Step 2. If you and your colleagues cannot decide if
an item is necessary or unnecessary, put Disposal
Notice with the date on the item and….Set the item
aside
¢ Step 3. After a period, say three months, check if
someone needed the item or not. If no one needed the
item for three months, that means the item is not
needed for your work. When you cannot decide
yourselves, you can make the time to make decision.

12. SEITON
(SYSTEMATIZ
E) MEANS,
“NECESSARY
ITEMS IN
GOOD
ORDER FOR
USE”
Step 1. Make sure all unnecessary items are
eliminated from your workplace Then, think of
what things should be put where, taking into
account the flow of your work, movements of
equipments, if there are any, from the point of
view of safe and efficient operation.
Step 2. Then decide with your colleagues
which things to put where also from the point of
view of safe and efficient operation. The
principle is to put most frequently needed item
close to the user so as to minimize the
movement of the person. Things which are not
so often used could be placed farther away.
You make a plan with your colleagues based
on these principles and locate things
accordingly

13. SEITON
(SYSTEMATIZ
E) MEANS,
“NECESSARY
ITEMS IN
GOOD
ORDER FOR
USE”
Step 3. It is necessary to make sure that
everyone at your workplace know what are
kept where for efficient use. Make a list of
things with their locations and put it in
cabinets/lockers. Label each drawer/cupboard
to show what is kept inside.
Step 4. Apply the same principles and indicate
the places where fire extinguishers are located,
exits/entrances and whenever necessary,
warning signs for safety precautions.

14. SEISO
(SWEEP)
MEANS,
“CLEAN
YOUR
WORKPLACE
”.
There is very strong correlation between quality
of products and cleanliness of the workplace
where the product or service is manufactured.
Accordingly, SEISO (Sweep) should be
practiced everyday, and sometimes, even
during the day.
Do not wait until things get dirty.
Clean your workplace, including machines and
equipments, tools and furniture, regularly so
that they do not have the chance to get dirty.
Put aside 3 minutes everyday for SEISO
You and your colleagues should be
responsible for the work area around you.
The janitors and sweepers will, then, look after
the common areas only. If you hope to work in
clean and safe environment, it is best for you to
create such environment
Never throw anything and make it your habit
Cleaning is also checking

15. SEIKETSU
(SANITIZE)
MEANS,
“MAINTAIN HIGH
STANDARD OF
HOUSEKEEPING”
So as not to waste your efforts, do not stop
after implementing the initial 3S’s
Create a maintenance system for
Housekeeping. Make a schedule for cleaning
for your workplace.
Interdepartmental competition is a very
effective means of sustaining and enhancing
people’s interest on 5S

16. SHITSUKE (SELF
– DISCIPLINE)
MEANS, “DO
THINGS
SPONTANEOUSLY
WITHOUT BEING
TOLD OR
ORDERED
It is to make everyone practice 4S
spontaneously and willingly as habit or way of
life.
There is no other way to foster such culture
than practicing 4S’s regularly until such time
comes when everyone becomes fond of 5S
1.Treat your workplace as your (own) second
home.
2. You are spending more of your WAKING
TIME at your workplace than at home.
3. Your workplace is an important place where
you make money for your self and your family.
4. If you hope your home to be clean and
comfortable place, why don’t you try to make
your workplace as clean and comfortable as
your home.
Managerial people should show good
examples

17. WHAT
CAN
YOU
GAIN
FROM
5S
A. INDIVIDUAL
1. 5s Makes Your Workplace More Pleasant in
practicing 5S, you have to start from discussing
and agreeing with your colleagues what items
are necessary and unnecessary.
2.Then you have to discuss and agree what to
put where for efficient use by everyone.
3.And, you have to clean the workplace
together with your colleagues
4.Such process will foster better human
relations among co employees In addition, you
will see favorable changes in the working
environment as 5S progresses
5.Improved human relations and working
environment will make your workplace
pleasant.

18. WHAT
CAN
YOU
GAIN
FROM
5S
2. 5S Makes Your Workplace More Efficient:
If you have to look for something and if you
have to spend so much time finding it, you are
not only wasting your time. You are wasting
your energy and morale, too.
On the other hand, if everything at your
workplace is arranged in good order and easily
available for use, your workflow will always be
smooth.
It not only improves your efficiency but also
improves the rhythm of your work Then you will
enjoy your work more.
If you have to work, it is better if you can enjoy
it.

19. PQCDS
M Model
P : 5S increases PRODUCTION
Q : 5S improves QUALITY
C : 5S reduces COSTS
D : 5S makes DELIVERY on time
S : 5S improves SAFETY
M : 5S improves MORALE

20. Quality
Circle
Quality circle is a small group of 6 to 12
employees doing similar work who voluntarily
meet together on a regular basis to identify
improvements in their respective work areas.
Quality circle (QC) is one of the employee
participation methods.
It implies the development of skills,
capabilities, confidence and creativity of the
people through cumulative process of
education, training, work experience and
participation.
Nobody is paid to join, nobody is forced to
join, and nobody is penalized for not taking
part.

21. Quality
Circle
Ø PHILOSOPHY Quality Circle is a
people - building philosophy, which
provides self-motivation and improves
work environment. It represents a
philosophy of managing people
specially those at the grass root level.
Ø OBJECTIVE The objectives of
Quality Circles are multi-faced–
Change in attitude; self-development;
development of team spirit,
improvement in organizational
culture.

22. QC
STRUCTURE

23. LAUNCHING
QUALITY
CIRCLE
Ø Expose middle level executives to the concept.
Ø Explain the concept to the employees and invite them to
volunteer as members of Quality Circles.
Ø Nominate senior officers as facilitators.
Ø Form a steering committee.
Ø Arrange trainings.
Ø A meeting should be fixed preferably one hour a week for
the Quality Circle to meet.
Ø Formally inaugurate the circle.
Ø Arrange necessary facilities for the Quality Circle meeting
and its operation.

24. QC
OPERATIONS

25. Characteristics
of QC
1. Circle membership: It is more or less
homogeneous group of people usually
from the same work areas. However,
whenever required experts may be invited
for guidance or advice.
2. 2. Circle size: Usually a group of 6 to 12
members seems quite effective; however,
it depends upon the people employed in a
particular section.
3. 3. Voluntary participation: The main
objective of QC is attendance and
participation in meetings voluntarily
without any compulsion.
4. 4. QC meetings: An hour’s duration is
usually quite adequate for a meeting.
Whatever may be the frequency, regular
meetings should be ensured.
5. 5. Autonomy: An important ingredient of a
QC is the sense of autonomy experienced
by its members.

26. BASIC PROBLEM SOLVING
TECHNIQUES
1. Brain storming.
2. 2. Pareto Diagrams.
3. 3. Ishikawa diagram (Fishbone diagram).
4. 4. Cause & Effect Analysis.
5. 5. Data Collection.
6. 6. Data Analysis
7. The tools used for data analysis are: 1. Tables. 2. Bar
Charts. 3. Histograms. 4. Circle graphs. 5. Line graphs. 6.
Scatter grams. 7. Control Charts

27. ISHIKAWA DIAGRAM (FISHBONE
DIAGRAM)

28. PARETO
CHART

29. CAUSES
FOR
FAILURE
OF QC
1.Low morale of employees due to autocratic
management and lack of trust.
2. Lack of training.
3. Incompetent leadership.
4. Lack of management support.

30. THANK
YOU