In the ever-evolving landscape of business, adaptability and progress are paramount. Enter Kaizen, a Japanese philosophy that's making waves in industries worldwide. Kaizen, which translates to "continuous improvement," is a strategic approach that thrives on the power of incremental change. This philosophy champions the belief that small, consistent improvements can lead to substantial transformations. In this SlideShare presentation, we explore the essence of Kaizen and its profound impact on organizations aiming to stay competitive and relevant in the fast-paced market. We'll delve into its core principles, the methods used for its application, and real-world success stories of companies that have harnessed the power of Kaizen. Discover how Kaizen empowers employees, enhances operational efficiency, and cultivates a culture of innovation and excellence. Learn about the tools and techniques that drive this philosophy and understand the pivotal role of leadership in its implementation. With Kaizen, your organization can not only keep pace with market changes but also surge ahead. Join us on this journey of continuous improvement and see how Kaizen can transform your approach to business, one small step at a time. For more detail https://mygreendot.co.in/kaizen-implementation/

1. Competing in the Marketplace
1
“What factors are important to the customer?”

2. 2
TIME: The single best indicator
of competitiveness
Customer Lead Time / Delivery Time
Working to reduce or minimize each of these times
can make your company more valuable to both its
internal and external customers.
Set-up or Change-over Time
Product Development Time
Manufacturing Cycle Time

3. 3
Shrinking Lead Times
Order Lead Times Manufacturing Lead Times Delivery Lead Times
Manufacturing Lead Times
Order Lead Times Delivery Lead Times
Reducing the overall time from receiving the order to delivering the
product makes your company more responsive to the customer.
This can become the deciding factor when the customer makes
their selection.
As can be seen, manufacturing is only one part of the entire
process. Inputting, processing, and issuing orders is an area
for improvement, as well as, assembly, loading and delivery
to the customer`

4. 4
Where’s the Time in Lead Time
This timeline represents an overall lead-time, with very little
time spent on adding value to the product.
Non-Value Added Time (NVA)
99% of Total Lead time
Value Added Time (VA)
1%
Improvement Efforts
Concentrated on reducing VA time,
with no attention given to NVA.
Non-Value Added Time (NVA)
99% of Total Lead time
VA
1/2 %
Results of Common Improvement efforts, did not improve
response time. VA time is reduced, but, the costs for those
improvements in lead time was substantial.
Common

5. 5
Where’s the Time in Lead Time
NVA Time
95% of Total Lead time
VA
5%
When we look at attacking the NVA Activities in the Timeline
and compare that to the original timeline:
Non-Value Added Time (NVA)
99% of Total Lead time
Value Added Time (VA)
1%
This shows a 5X improvement in lead time
Great Job!!
Greatest Opportunities are actually here!

6. 6
Different Types of Activities
Being able to tell the difference between NVA and VA
activities is an important step in the Improvement Process.
Value Added
Activity (VA)
An activity that changes raw
material to meet customer
expectations.
Non Value Added
Activity (NVA)
Those activities that take
time, or occupy space but do
not add to the value of the
product.
You must ask yourselves “Would you as a customer be
willing to pay for any NVA activity being performed to that
NEW 4x4 Pickup you just ordered?”

7. 7
Some examples NVA Activities:
Walking Waiting on
machine cycle
Transporting
parts
Generating
useless reports
THE GOAL IS TO ELIMINATE THE
NON-VALUE ADDED ACTIVITIES.
Unnecessary
motion
Unnecessary
stock on hand

8. 8
A definition:
Destroy, in our minds, the
concepts and techniques of
manufacturing that we
practice today.
Create a vision of what our
production system and
manufacturing techniques
should be.
Carry out that Vision by
breaking through the status
quo.
We must avoid the urge to
discover more sophisticated and
technological solutions to tasks
we shouldn’t be doing at all.

9. 9
Basic Rules for Change
Keep an open mind to change
No such thing as a dumb question or idea
Avoid spending money (Capital expense should
be a last resort)
Think about how to do it, NOT why it can’t be done
Maintain a positive attitude
Don’t’ make excuses & question current practices
Just do it!!
Have Fun!!!

10. 1
Steps on Team Development
Forming This is the development of a multi-functional
team with a variation of backgrounds and
knowledge
Norming Stage where the group agrees how to
operate as a team
Storming Open & honest discussion, also brainstorming
Performing Agreement on solutions & taking action
Adjourning Closing on the continuos improvement process
after 30 days

11. 1
What is TAKT Time?
TAKT time is how many minutes or seconds are needed
to make one part when considering the daily volumes, to
be produced in that workcell and the total time available to
perform the job.
TAKT time is NOT the time it takes to manufacture the
product. It is based on customer demand.
Who is the customer?
The next operation
Customer orders

12. 1
TAKT Time Calculation
Production Time Available / Period
Number of Required Units / Period
TAKT
Production Time Available / Period (one shift):
Breaks - 2 @ 10 minutes
Shift Time ( 8 hrs. )
Clean-up at end of shift
Production Time Available:
- 20 mins.
480 mins.
- 5 mins.
455 mins.
Units Required / Period (one shift):
10,500 Units Sold Monthly
21 Working shifts / month
27,300 secs.
or
500 Required units / shift
TAKT Time:
27,300 secs / shift
500 units / shift
54.6 secs.

13. 1
The 5S Housekeeping Standards
First Step towards Continuos Improvement
The aim of 5S is to create an atmosphere to keep a clean,
organized, safe and efficient workplace for everyone.
The foundation for the practice of 5S, comes from a Japanese
program derived from these words, seiri, seiton, seiso, seiketsu
and shitsuke. The 5S’s are a conventional approach towards
maintaining and improving the work place. The following words
have been chosen for the 5S acronym’s.
Sort
Sustain
Sanitize (Safety)
Straighten
Sweep

14. 1
Meaning of the 5S’s
Sort
Straighten
Sweep
(Scrubbing clean)
Examine everything at the workplace & identify
what is needed and what can be discarded
Organizing the way things are put away with
efficiency, quality, and safety in mind. Need to
decide where and how things should be put away
and what rules should be obeyed to insure that it is
maintained.
Sweeping, scrubbing and cleaning of the building,
machines, fixtures & tools so that all areas of the
workplace are neat & tidy. This leads to early
detection of mechanical problems before they
become major breakdowns. Machines cry!

15. 1
Sanitize
(Safety)
Sustain
(Standardize)
Meaning of the 5S’s
Insuring that each workplace is properly
designed for safety. This is to protect every
member from the dangers during the
performance of their assigned tasks.
Developing the practice necessary to continually
participate in the 5S process. This requires that
each of the S’s become a personal habit. This
is the most difficult of the 5S’s, but it is the most
important factor in achieving long term success.
Establishing routines and procedures for
maintaining and improving on the first four (S’s),
incorporating visual management tools.

16. 1
WASTE

17. 1
Do MORE with LESS
Waste Productivity
Staffing Productivity

18. 1
SHIFT MINDSET
CURRENT
THINKING
REQUIRED
THINKING
WASTE NOT DEFINED
REACT TO LARGE EXAMPLES
REACTIVE IMPROVEMENT
WASTE IS "TANGIBLE”
IDENTIFY MANY SMALL OPPORTUNITIES
-LEADS TO LARGE OVERALL CHAGE
CONTINUOUS IMPROVEMENT
WASTE
TYPES
OF
WASTE
Correction
Processing
Motion
Waiting
Inventory
Transportation
Over-
Production

19. 1
1. Transportation - Transporting 1. Transportation - Carrying
farther than necessary or Tools to Point of Use
temporarily locating, filing,
stacking and moving parts
(people, paper, information) is
waste.
2. Correction - Doing something 2. Correction - Redo an Activity
over is waste. Because of Error
3. Overproduction - Generating 3. Overproduction - Number of
excess paper or information, or Copies
generating information or paper
too soon in a process is waste.
Definition Example
ELEMENTS OF WASTE

20. 2
4. Motion - Unnecessary work 4. Motion - Tools in drawers
movements are a form of waste.
5. Waiting - Waiting for people, 5. Waiting - Meetings to start
paper and information is waste -
it stops work.
6. Inventory - Too much of 6. Inventory - Supplies
anything is waste.
7. Processing - this is waste in 7. Processing - Typed when
the process itself. Redundant handwritten would be
activities sufficient
Definition Example
ELEMENTS OF WASTE

21. 2
Standards
Enforce
Inspect
.
Stabilize
Identify
Waste
Problem Solve
Standardize
• Process requires ongoing inspection and enforcement to
ensure “Standardized Work” is being followed
• Process does not improve automatically
- Following standards will only maintain, not improve, the process.
- Improvement focuses on the entire process.