Kaizen refers to the Japanese philosophy of continuous improvement involving everyone in an organization. The goal is to eliminate waste and inefficiencies through small, incremental changes. Common kaizen methodologies include Lean, Six Sigma, and PDCA cycles. Successful implementation requires participation from all levels of employees as well as stakeholders. Benefits include reduced costs, improved quality and productivity.
Masaaki Imai developed the concept of Kaizen, which means "continuous improvement" in Japanese. The three main principles of Kaizen are teamwork, personal discipline, and improved morale. Kaizen focuses on eliminating waste through small, incremental changes and can be applied to both manufacturing and non-manufacturing environments. It uses a team-based approach and PDCA (Plan-Do-Check-Act) cycle to generate quick, measurable results and establish baselines for continuous improvement.
This document discusses process management and continuous process improvement (Kaizen). It provides definitions for key terms like value-added processes, support processes, process control, and process owners. Kaizen is defined as continuous improvement over the long run with minimal resources and participation from all. The five elements of Kaizen and the PDCA cycle for process improvement are also outlined. Examples demonstrate how Kaizen reduced waste and improved space utilization, quality, and employee retention at various companies.
Kaizen refers to continuous improvement activities that involve all employees. It aims to improve all functions of a business through small, incremental changes. As both an action plan and a philosophy, Kaizen emphasizes organizing events to improve specific areas and building a culture where all employees suggest and implement improvements. It is implemented through approaches like kaizen blitzes and bursts to identify and remove waste, following the PDCA cycle of plan, do, check, act. Proper training and guidelines ensure changes are discussed and safety protocols followed before implementation. Management must also support more suggestions for improvements and changes through kaizen.
This document provides an overview of Kaizen, a philosophy of continuous improvement. It defines Kaizen as modifying or changing for betterment and outlines its key principles: that any process can always be improved, everyone can participate in Kaizen, and it focuses on small, incremental changes. The document also discusses how Kaizen relates to total quality management (TQM) and is supported by ISO quality standards through their emphasis on continual improvement. Examples of Kaizen improvements are presented, such as adapting workstations to be more ergonomic and reduce waste.
This document provides an overview of 5S, which refers to five disciplines for maintaining a visual workplace: Sort, Set in Order, Shine, Standardize, and Sustain. It describes each of the 5S disciplines and provides examples of work areas before and after implementing 5S. The document also introduces related concepts like kaizen (continuous improvement), lean manufacturing (removing waste), and defines some Japanese terms. It emphasizes that 5S is foundational for improvement efforts and ensuring business survival by removing waste and maintaining an organized workspace.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It has five key elements: teamwork, increased efficiency, improved employee morale and satisfaction, improved safety, and the five S framework of seiri, seiton, seiso, seiketsu, and shitsuke. Kaizen is implemented through training, project selection, team selection, process mapping, and continuous improvement. It is applicable for all levels of an organization from top management to workers. Toyota is an example of a company that successfully uses kaizen to achieve high production efficiency.
Kaizen is a Japanese philosophy that focuses on continuous improvement of processes through small, incremental changes. It has three main principles: consider the process and results, evaluate the entire process to find the best way to do a job, and make changes without blaming individuals. Kaizen aims to generate quick, measurable results and involve cross-functional teams and top management participation. It can reduce waste and improve quality, productivity, employee morale and retention. Common methods include individual vs team approaches and day-to-day vs special event formats. The 5S methodology organizes the workplace through sorting, simplifying, sweeping, standardizing and sustaining clean and efficient processes. Potential pitfalls include resistance to change, lack of implementation procedures, and
The document discusses the 5S methodology for organizing the workplace. It introduces the 5S concepts of sorting, straightening, shining, standardizing and sustaining an organized work environment. Examples are given showing the benefits of applying 5S principles by removing unnecessary items, clearly identifying what belongs and maintaining an orderly workspace. This allows for safer, more efficient work without wasted time searching for needed items. The document suggests implementing 5S is essential for a productive workplace and competitive company by establishing strong organizational foundations.
Masaaki Imai developed the concept of Kaizen, which means "continuous improvement" in Japanese. The three main principles of Kaizen are teamwork, personal discipline, and improved morale. Kaizen focuses on eliminating waste through small, incremental changes and can be applied to both manufacturing and non-manufacturing environments. It uses a team-based approach and PDCA (Plan-Do-Check-Act) cycle to generate quick, measurable results and establish baselines for continuous improvement.
This document discusses process management and continuous process improvement (Kaizen). It provides definitions for key terms like value-added processes, support processes, process control, and process owners. Kaizen is defined as continuous improvement over the long run with minimal resources and participation from all. The five elements of Kaizen and the PDCA cycle for process improvement are also outlined. Examples demonstrate how Kaizen reduced waste and improved space utilization, quality, and employee retention at various companies.
Kaizen refers to continuous improvement activities that involve all employees. It aims to improve all functions of a business through small, incremental changes. As both an action plan and a philosophy, Kaizen emphasizes organizing events to improve specific areas and building a culture where all employees suggest and implement improvements. It is implemented through approaches like kaizen blitzes and bursts to identify and remove waste, following the PDCA cycle of plan, do, check, act. Proper training and guidelines ensure changes are discussed and safety protocols followed before implementation. Management must also support more suggestions for improvements and changes through kaizen.
This document provides an overview of Kaizen, a philosophy of continuous improvement. It defines Kaizen as modifying or changing for betterment and outlines its key principles: that any process can always be improved, everyone can participate in Kaizen, and it focuses on small, incremental changes. The document also discusses how Kaizen relates to total quality management (TQM) and is supported by ISO quality standards through their emphasis on continual improvement. Examples of Kaizen improvements are presented, such as adapting workstations to be more ergonomic and reduce waste.
This document provides an overview of 5S, which refers to five disciplines for maintaining a visual workplace: Sort, Set in Order, Shine, Standardize, and Sustain. It describes each of the 5S disciplines and provides examples of work areas before and after implementing 5S. The document also introduces related concepts like kaizen (continuous improvement), lean manufacturing (removing waste), and defines some Japanese terms. It emphasizes that 5S is foundational for improvement efforts and ensuring business survival by removing waste and maintaining an organized workspace.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It has five key elements: teamwork, increased efficiency, improved employee morale and satisfaction, improved safety, and the five S framework of seiri, seiton, seiso, seiketsu, and shitsuke. Kaizen is implemented through training, project selection, team selection, process mapping, and continuous improvement. It is applicable for all levels of an organization from top management to workers. Toyota is an example of a company that successfully uses kaizen to achieve high production efficiency.
Kaizen is a Japanese philosophy that focuses on continuous improvement of processes through small, incremental changes. It has three main principles: consider the process and results, evaluate the entire process to find the best way to do a job, and make changes without blaming individuals. Kaizen aims to generate quick, measurable results and involve cross-functional teams and top management participation. It can reduce waste and improve quality, productivity, employee morale and retention. Common methods include individual vs team approaches and day-to-day vs special event formats. The 5S methodology organizes the workplace through sorting, simplifying, sweeping, standardizing and sustaining clean and efficient processes. Potential pitfalls include resistance to change, lack of implementation procedures, and
The document discusses the 5S methodology for organizing the workplace. It introduces the 5S concepts of sorting, straightening, shining, standardizing and sustaining an organized work environment. Examples are given showing the benefits of applying 5S principles by removing unnecessary items, clearly identifying what belongs and maintaining an orderly workspace. This allows for safer, more efficient work without wasted time searching for needed items. The document suggests implementing 5S is essential for a productive workplace and competitive company by establishing strong organizational foundations.
This document outlines the 5S methodology for organizing and standardizing a workplace. The 5S steps are: Sort, Set in Order, Shine, Standardize, and Sustain. For each step, the document defines the key activities and provides levels for achieving the goals of that step, from just beginning to continuously improving. Implementing 5S is intended to create a more efficient work environment through eliminating waste, improving storage of needed items, maintaining cleanliness and safety, and sustaining high standards of organization.
This document discusses the concepts of Kaizen and Gemba. Kaizen means continuous improvement, while Gemba refers to the real place where value-adding work occurs. There are five principles for practicing Kaizen in Gemba: understanding the situation through direct observation, analyzing the root causes of issues, developing countermeasures through experimentation, standardizing successful processes, and spreading improvements. Managers are encouraged to solve problems at Gemba using low-cost, commonsense approaches rather than complex tools. Benefits of practicing Kaizen include reducing waste, improving quality and productivity, and increasing employee morale.
Kaizen is a Japanese philosophy of continuous improvement involving small, incremental changes. It was developed by Masaaki Imai and aims to improve all aspects of an organization through eliminating waste. The key elements of Kaizen include selecting improvement events, planning and implementing changes, and following up on results. It utilizes principles like considering processes and outcomes, evaluating jobs holistically, and avoiding blame. Common techniques are the 5S system of organizing workspaces and standardizing processes. Benefits include reduced waste, improved quality and productivity, and increased employee satisfaction. Toyota is known for successfully applying Kaizen principles. Resistance to change and improper implementation can undermine Kaizen efforts.
Mr. yasser mostafa kaizen the key to japan’s competitive successqualitysummit
Kaizen is a Japanese philosophy that focuses on continuous improvement. It originated in Japan in the 1950s and was first applied at Toyota to improve efficiency and competitiveness. The key aspects of Kaizen are that it involves continuous, incremental improvement involving all employees. True Kaizen events are short, focused "blitzes" to drive specific improvements through a team effort, rather than gradual changes over time. Implementing Kaizen requires changing a company's culture to prioritize continuous improvement with the responsibility falling on all workers, not just management.
This document discusses the differences between a troubleshooting approach to continuous improvement versus a more systematic approach focused on striving towards target conditions. It argues that while troubleshooting is necessary to address abnormalities, it is not a sustainable approach on its own. A better approach is to establish a target condition and take iterative steps through testing to reach that condition. This involves understanding the current state and direction of improvement rather than just reacting to problems. Managers can help reinforce this mindset by asking employees about their targets and progress rather than just what problems they have addressed.
MarketLab's vision for 5S Lean for Healthcare is to create a better experience for both staff and patients. Our team of experts is equipped with the knowledge, expertise and product solutions necessary to help you and your healthcare organization's lean initiative.
The document discusses Kaizen and its implementation at a national bank through a 5-day Kaizen event. It describes the Kaizen schedule and methodology used which involved identifying problems, creating value stream maps, brainstorming solutions, testing solutions, and presenting findings. Results of the event included reducing cycle times by 30-95%, reducing an administrative process time from 20 to 12 minutes, and reducing complaint resolution time from 30 to 8 days. The Kaizen event was considered a powerful improvement tool as it allowed focused problem solving and creativity to generate immediate productivity and quality gains.
Kaizen is a Japanese philosophy that focuses on continuous incremental improvements involving all employees. It has 3 main principles: consider the process and results, evaluate the entire job process to find the best way, and approach it without blame to establish the best process. Kaizen events follow phases of selecting an event, planning, implementing, and follow up. It aims to reduce waste and improve productivity, quality, and employee satisfaction through small, ongoing changes.
The document provides guidance on conducting Kaizen events. It discusses that Kaizen events follow a typical process: 1) identifying an opportunity for improvement, 2) forming a team, 3) determining objectives, 4) scheduling the event. The event then involves 5) understanding the current state, 6) envisioning the future state, 7) developing improvement ideas, 8) implementing and standardizing changes, and 9) sustaining gains through continuous improvement. Kaizen events aim to continuously improve processes in small, incremental steps towards goals of safety, quality and efficiency.
This document discusses Kaizen, a strategy for continuous improvement. It defines Kaizen as meaning "improvement" and involving small, incremental changes made by employees at all levels on an ongoing basis. The document outlines Kaizen concepts and values, how it differs from traditional management approaches, and how it can be implemented through Total Quality Control. Kaizen focuses on employee involvement, communication, and intrinsic rewards rather than large changes or extrinsic rewards. It aims to improve quality and productivity through thousands of small suggestions per year. Management is responsible for introducing Kaizen, providing support and goals, while employees implement ideas through small group activities and suggestion systems.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It aims to eliminate waste and improve processes through small, incremental changes. The key elements of kaizen include teamwork, personal discipline, improved morale, quality circles, and suggestions for improvement. It has helped Japanese companies like Toyota become industry leaders through minimal costs and efforts. The kaizen process involves planning, doing, checking, and acting to standardize, measure, analyze for improvements and standardize new processes in repetitive cycles. Common kaizen tools used are the kaizen teian (suggestion system) and kaizen events to drive process improvements.
This document discusses the concept of Kaizen, which is a Japanese philosophy of continuous improvement. It provides 10 principles of Kaizen, including not justifying the past, being positive, using data over theories, and working smarter not harder. The benefits of Kaizen are listed as reducing waste, improving space utilization and product quality, and increasing employee morale. Kaizen is implemented through standardization, measurement, identifying root causes, innovation, and continuing the cycle of improvement. Toyota is provided as an example of a company that successfully employs over 300,000 people using Kaizen principles.
Presentation on Kaizen, continuous Improvement which includes Introduction, benefits, 5"s" about Kaizen and its implementation on Toyota with 7 Principles in Production system. with Meaningful Conclusion in brief.
Kaizen strategy is the single most important concept in Japanese management - the key to successful Japanese companies such as Toyota. Kaizen, which simply means continuous improvement, is the foundation for all Lean improvements. Kaizen events are opportunities to make focused changes in the workplace.
The Kaizen Poster depicts the key Kaizen concepts, principles, methods and tools for workplace continuous improvement.
The Poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Kaizen Poster complements your Kaizen and Lean training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The Kaizen Poster includes:
1. Key Concepts of Kaizen
2. The Meaning of Kaizen
3. Ten Basic Principles of Kaizen
4. Kaizen Philosophy
5. Kaizen & Job Functions
6. Three Criteria of Kaizen
7. Three Main Types of Kaizen Activities
8. Kaizen Event Process
9. 5W & 1H of Kaizen
Kaizen refers to continuous improvement of processes and people. The philosophy aims to improve all aspects of an organization over time. There are two elements that define Kaizen - improvement/change for the better, and an ongoing/continuous approach. A Kaizen event involves selecting an area for improvement, planning and implementing changes, and following up. The goals are to eliminate waste like overproduction, waiting, defects and motion. Benefits include reduced waste, improved quality and space utilization, and higher employee morale. Common pitfalls can include resistance to change and lack of clear procedures.
Masaaki Imai developed Kaizen, which are small incremental changes made to continuously improve productivity and minimize waste. The main principles of Kaizen are to consider the process and results, look at the entire job process to find the best way to get the job done, and make improvements without blame. Kaizen is widely applicable, results-oriented, a learning experience, and team-based. The phases of Kaizen are to select an event, plan the event, implement it, and follow up.
This document provides instructions for implementing the 5S methodology for organizing an office workspace. The 5S methodology involves five steps: Sort, Set in Order, Shine, Standardize, and Sustain. The document explains each step in detail and provides examples of activities workplaces can implement such as labeling areas, organizing files, cleaning surfaces, creating standards, and sustaining practices over time. The overall goal of 5S for the office is to create a clean, well-organized, efficient, and healthy work environment through establishing clear standards and ongoing organization practices.
This document discusses concepts of continuous quality improvement (Kaizen) and its application to teaching. It describes two dimensions of teaching quality - procedural (systems and curriculum) and personal (interactions with students). Kaizen principles include considering both processes and results, continuous improvement, and team-based problem solving. The document provides examples of applying Kaizen concepts to improving lesson planning, developing creative thinking, increasing student involvement, self-development for teachers, classroom management, and academic performance for students.
This document outlines the 5S methodology for organizing and standardizing a workplace. The 5S steps are: Sort, Set in Order, Shine, Standardize, and Sustain. For each step, the document defines the key activities and provides levels for achieving the goals of that step, from just beginning to continuously improving. Implementing 5S is intended to create a more efficient work environment through eliminating waste, improving storage of needed items, maintaining cleanliness and safety, and sustaining high standards of organization.
This document discusses the concepts of Kaizen and Gemba. Kaizen means continuous improvement, while Gemba refers to the real place where value-adding work occurs. There are five principles for practicing Kaizen in Gemba: understanding the situation through direct observation, analyzing the root causes of issues, developing countermeasures through experimentation, standardizing successful processes, and spreading improvements. Managers are encouraged to solve problems at Gemba using low-cost, commonsense approaches rather than complex tools. Benefits of practicing Kaizen include reducing waste, improving quality and productivity, and increasing employee morale.
Kaizen is a Japanese philosophy of continuous improvement involving small, incremental changes. It was developed by Masaaki Imai and aims to improve all aspects of an organization through eliminating waste. The key elements of Kaizen include selecting improvement events, planning and implementing changes, and following up on results. It utilizes principles like considering processes and outcomes, evaluating jobs holistically, and avoiding blame. Common techniques are the 5S system of organizing workspaces and standardizing processes. Benefits include reduced waste, improved quality and productivity, and increased employee satisfaction. Toyota is known for successfully applying Kaizen principles. Resistance to change and improper implementation can undermine Kaizen efforts.
Mr. yasser mostafa kaizen the key to japan’s competitive successqualitysummit
Kaizen is a Japanese philosophy that focuses on continuous improvement. It originated in Japan in the 1950s and was first applied at Toyota to improve efficiency and competitiveness. The key aspects of Kaizen are that it involves continuous, incremental improvement involving all employees. True Kaizen events are short, focused "blitzes" to drive specific improvements through a team effort, rather than gradual changes over time. Implementing Kaizen requires changing a company's culture to prioritize continuous improvement with the responsibility falling on all workers, not just management.
This document discusses the differences between a troubleshooting approach to continuous improvement versus a more systematic approach focused on striving towards target conditions. It argues that while troubleshooting is necessary to address abnormalities, it is not a sustainable approach on its own. A better approach is to establish a target condition and take iterative steps through testing to reach that condition. This involves understanding the current state and direction of improvement rather than just reacting to problems. Managers can help reinforce this mindset by asking employees about their targets and progress rather than just what problems they have addressed.
MarketLab's vision for 5S Lean for Healthcare is to create a better experience for both staff and patients. Our team of experts is equipped with the knowledge, expertise and product solutions necessary to help you and your healthcare organization's lean initiative.
The document discusses Kaizen and its implementation at a national bank through a 5-day Kaizen event. It describes the Kaizen schedule and methodology used which involved identifying problems, creating value stream maps, brainstorming solutions, testing solutions, and presenting findings. Results of the event included reducing cycle times by 30-95%, reducing an administrative process time from 20 to 12 minutes, and reducing complaint resolution time from 30 to 8 days. The Kaizen event was considered a powerful improvement tool as it allowed focused problem solving and creativity to generate immediate productivity and quality gains.
Kaizen is a Japanese philosophy that focuses on continuous incremental improvements involving all employees. It has 3 main principles: consider the process and results, evaluate the entire job process to find the best way, and approach it without blame to establish the best process. Kaizen events follow phases of selecting an event, planning, implementing, and follow up. It aims to reduce waste and improve productivity, quality, and employee satisfaction through small, ongoing changes.
The document provides guidance on conducting Kaizen events. It discusses that Kaizen events follow a typical process: 1) identifying an opportunity for improvement, 2) forming a team, 3) determining objectives, 4) scheduling the event. The event then involves 5) understanding the current state, 6) envisioning the future state, 7) developing improvement ideas, 8) implementing and standardizing changes, and 9) sustaining gains through continuous improvement. Kaizen events aim to continuously improve processes in small, incremental steps towards goals of safety, quality and efficiency.
This document discusses Kaizen, a strategy for continuous improvement. It defines Kaizen as meaning "improvement" and involving small, incremental changes made by employees at all levels on an ongoing basis. The document outlines Kaizen concepts and values, how it differs from traditional management approaches, and how it can be implemented through Total Quality Control. Kaizen focuses on employee involvement, communication, and intrinsic rewards rather than large changes or extrinsic rewards. It aims to improve quality and productivity through thousands of small suggestions per year. Management is responsible for introducing Kaizen, providing support and goals, while employees implement ideas through small group activities and suggestion systems.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It aims to eliminate waste and improve processes through small, incremental changes. The key elements of kaizen include teamwork, personal discipline, improved morale, quality circles, and suggestions for improvement. It has helped Japanese companies like Toyota become industry leaders through minimal costs and efforts. The kaizen process involves planning, doing, checking, and acting to standardize, measure, analyze for improvements and standardize new processes in repetitive cycles. Common kaizen tools used are the kaizen teian (suggestion system) and kaizen events to drive process improvements.
This document discusses the concept of Kaizen, which is a Japanese philosophy of continuous improvement. It provides 10 principles of Kaizen, including not justifying the past, being positive, using data over theories, and working smarter not harder. The benefits of Kaizen are listed as reducing waste, improving space utilization and product quality, and increasing employee morale. Kaizen is implemented through standardization, measurement, identifying root causes, innovation, and continuing the cycle of improvement. Toyota is provided as an example of a company that successfully employs over 300,000 people using Kaizen principles.
Presentation on Kaizen, continuous Improvement which includes Introduction, benefits, 5"s" about Kaizen and its implementation on Toyota with 7 Principles in Production system. with Meaningful Conclusion in brief.
Kaizen strategy is the single most important concept in Japanese management - the key to successful Japanese companies such as Toyota. Kaizen, which simply means continuous improvement, is the foundation for all Lean improvements. Kaizen events are opportunities to make focused changes in the workplace.
The Kaizen Poster depicts the key Kaizen concepts, principles, methods and tools for workplace continuous improvement.
The Poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Kaizen Poster complements your Kaizen and Lean training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The Kaizen Poster includes:
1. Key Concepts of Kaizen
2. The Meaning of Kaizen
3. Ten Basic Principles of Kaizen
4. Kaizen Philosophy
5. Kaizen & Job Functions
6. Three Criteria of Kaizen
7. Three Main Types of Kaizen Activities
8. Kaizen Event Process
9. 5W & 1H of Kaizen
Kaizen refers to continuous improvement of processes and people. The philosophy aims to improve all aspects of an organization over time. There are two elements that define Kaizen - improvement/change for the better, and an ongoing/continuous approach. A Kaizen event involves selecting an area for improvement, planning and implementing changes, and following up. The goals are to eliminate waste like overproduction, waiting, defects and motion. Benefits include reduced waste, improved quality and space utilization, and higher employee morale. Common pitfalls can include resistance to change and lack of clear procedures.
Masaaki Imai developed Kaizen, which are small incremental changes made to continuously improve productivity and minimize waste. The main principles of Kaizen are to consider the process and results, look at the entire job process to find the best way to get the job done, and make improvements without blame. Kaizen is widely applicable, results-oriented, a learning experience, and team-based. The phases of Kaizen are to select an event, plan the event, implement it, and follow up.
This document provides instructions for implementing the 5S methodology for organizing an office workspace. The 5S methodology involves five steps: Sort, Set in Order, Shine, Standardize, and Sustain. The document explains each step in detail and provides examples of activities workplaces can implement such as labeling areas, organizing files, cleaning surfaces, creating standards, and sustaining practices over time. The overall goal of 5S for the office is to create a clean, well-organized, efficient, and healthy work environment through establishing clear standards and ongoing organization practices.
This document discusses concepts of continuous quality improvement (Kaizen) and its application to teaching. It describes two dimensions of teaching quality - procedural (systems and curriculum) and personal (interactions with students). Kaizen principles include considering both processes and results, continuous improvement, and team-based problem solving. The document provides examples of applying Kaizen concepts to improving lesson planning, developing creative thinking, increasing student involvement, self-development for teachers, classroom management, and academic performance for students.
Kaizen is a Japanese philosophy that focuses on continuous improvement of processes in small incremental steps. It was developed by Masaaki Imai and means "change for better" with "Kai" meaning change and "Zen" meaning good. The main principles of Kaizen involve considering the entire process, evaluating how to best complete a job, and making improvements without blame. Kaizen aims to be widely applicable, effective, a learning experience, and team-based. It uses techniques like PDCA cycles and 5 whys to standardize, measure, innovate, and continuously improve processes over time. The goals of Kaizen are to reduce waste, improve quality and space utilization, and increase employee satisfaction and problem solving.
Lean Simulation Activity Ideas using a ream of copy paperTom Curtis
This document provides 22 activity ideas that can be used with copier paper to teach Lean concepts. The activities include writing a standard, metric calculation, creating a visual, process mapping, fixing sentences, drawing, building books, origami, making airplanes, cutting snowflakes, tower construction, paperwork, puzzle assembly, cutting paper dolls, making hats, process design, product design, paper football, garbage can toss, a 5 why activity, and creating a fishbone diagram. The activities can be used to teach concepts like standard work, kaizen, SMED, JIT, process mapping, visual controls, and root cause analysis.
Directions for lean paper airplane simulation.
For more details and a video, go to
http://www.leansimulations.org/2012/09/more-lean-paper-airplanes-another-lean.html
The document discusses different types of tests performed on high voltage insulators:
1) Type tests are conducted to determine if a particular insulator design is suitable for its intended purpose. These include withstand, dry one-minute, dry flashover, wet one-minute, and wet flashover tests.
2) Sample tests are performed on a few insulator samples and include mechanical loading, electro-mechanical, puncture voltage, and porosity tests.
3) Routine tests include mechanical, corrosion, and tensile tests to ensure insulators meet standards before use. Proper testing helps verify insulators can withstand high voltages and other stresses.
The document describes a hands-on simulation game used to teach Lean principles. It discusses how the simulation demonstrates common problems in push-based production systems like overproduction and waiting. It then shows how using Lean concepts like pull systems and work cells improves the production process by reducing waste. Finally, it discusses how Lean principles can be applied to software development despite differences from manufacturing.
This is from a workshop I facilitated at ASQ's Lean Six Sigma Conference in 2012. It showcases four different Lean Training Games that may be helpful to drive home Lean principles. The best part is that they are very low cost and easy to learn.
The document describes the 5S methodology, which is a workplace organization method originally developed in Japan. It consists of five Japanese words that begin with "S": seiri, seiton, seiso, seiketsu, and shitsuke. The methodology involves sorting, setting in order, shining, standardizing, and sustaining a clean, orderly work environment. It is used to improve efficiency and effectiveness. The document also discusses the origins of 5S and how it relates to other improvement methods like kaizen and the PDCA (plan-do-check-act) cycle.
The document describes an interactive simulation that measures the time it takes to complete three writing projects by writing letters, Roman numerals, and numbers in different colors. It runs the projects row by row, writing each item in a row before moving to the next. As it runs, it displays the items written and the elapsed time. The total time taken to complete all projects row by row is just over 1 minute and 7 seconds.
This is another game that I have had great fun playing and also thought me an my clients a great deal. I use it as staple for all my intros to Lean and agile.
The goal of the game is to move 20 coins through a series of process step (aka players). Each player flips the coins once before it can be passed over.
The game shows very effectively how limiting the work in process (WIP) increases the throughput and improves lead times, both for the first coin and the total time for all 20 coins.
If you move through the game slides quickly a nice little animation effect takes place. Watching that actually gave me a new understanding of what Flow means. Compare the first and last iterations and see the coins flow through the process, each step creating value.
If you like this presentation you will find more like this in Kanban In Action (http://bit.ly/theKanbanBook) where we have dedicated a whole chapter on agile games.
Kaizen is a Japanese philosophy that focuses on continuous improvement of processes through small, incremental changes. It aims to eliminate waste and involves all employees. Key aspects of Kaizen include cleaning and organizing the workplace, aligning goals, conducting small group activities, and using the PDCA cycle of plan-do-check-act. There are different levels of Kaizen including point, system, line, plane, and cube Kaizen. Major companies that have successfully implemented Kaizen principles include Toyota, Ford Motor Company, and Nestlé.
This document summarizes a book about continuous improvement (kaizen) in the workplace. It discusses how kaizen has contributed to Japan's competitive success through small, incremental improvements over time. Kaizen emphasizes low-cost approaches and constant improvement involving managers and workers. The book explains major kaizen concepts like management's role in maintenance and improvement, following the PDCA cycle, and putting quality first. It has been widely accepted globally and helped many organizations succeed through philosophies of continuous incremental progress.
IRJET- Application of Continuous Improvement Process in Manufacturing IndustryIRJET Journal
This document discusses the application of continuous improvement processes in manufacturing industries. It defines continuous improvement as an ongoing effort to improve products, services, or processes through incremental improvements over time. Kaizen is introduced as a Japanese concept that calls for continuous improvement to increase productivity and quality. Some key continuous improvement techniques discussed include 5S, Poka-Yoke, PDCA cycles, value stream mapping, and eliminating types of waste. The implementation of continuous improvement processes involves techniques like total quality management, suggestion systems, JIT production, and empowering employees through small work groups.
The document discusses strategies for evolutionary change and continuous improvement processes like Kaizen. [1] Evolutionary change emphasizes small, incremental changes through a learning process whereas radical change can cause resistance. [2] Kaizen is a Japanese philosophy of continuous improvement involving everyone in an organization making ongoing small suggestions for improvement. [3] The principles of Kaizen emphasize that human resources are a company's most important asset and that improvement should be based on quantitatively evaluating processes.
The document discusses concepts related to continuous quality improvement in manufacturing, including Just-in-Time (JIT) production, kaizen, gemba, and muda. JIT aims to increase efficiency by reducing waste of materials, time and effort. Kaizen refers to ongoing, incremental improvements involving employees. Gemba means the real workplace or production floor where value is added. Muda means any non-value adding waste that should be eliminated, such as overproduction or unnecessary motion. Quality circles, employee involvement, and eliminating waste are emphasized as part of an overall philosophy of continuous improvement.
Kaizen is a Japanese philosophy of continuous improvement involving everyone in an organization. It is based on the principles of eliminating waste, improving efficiency and quality, and standardizing processes. The document provides details on the key aspects of Kaizen, including its focus on small, incremental changes through techniques like 5S and PDCA cycles. It also discusses the three pillars of Kaizen - housekeeping, waste elimination, and standardization - and explains how successful implementation requires a permanent commitment to Kaizen principles at all levels of an organization.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
Kaizen refers to continuous improvement and involves recognizing problems, setting standards, and making constant small improvements. It is a gradual approach used by Japanese companies, focused on improving processes and involving employees. A Kaizen event is a short project to improve a specific process through analyzing the current state, designing improvements, and rearranging the process over 2-10 days with a cross-functional team. The goal is to recognize problems, standardize processes, empower employees to suggest improvements, and continuously make small steps to optimize operations.
This document discusses various quality control and quality management systems principles and methods. It defines quality control as reviewing quality in production to meet requirements, and quality management systems as processes focused on consistently meeting customer requirements. Key principles and methods discussed include Kaizen for continuous incremental improvement, Pareto's 80/20 rule, Six Sigma for eliminating defects, PDCA (Plan-Do-Check-Act) cycles for process improvement, Lean manufacturing for waste elimination, Toyota Production Systems, and Total Quality Management for organization-wide quality delivery.
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.
This document summarizes a research article from the International Journal of Management about implementing kaizen in an Indian petrochemical plant. The article defines kaizen as continuous improvement and discusses how it is a core part of total quality management. It then describes the kaizen implementation process, principles, variables that influence organizational performance, and aspects of an effective kaizen system including employee participation, management support, and skills development. The article concludes with a case study of kaizen implementation in a large Indian petrochemical plant and areas for further improvement.
This document discusses Kaizen, a philosophy of continuous improvement, and its implementation in an Indian petrochemical plant. [1] It provides background on total quality management (TQM) and defines Kaizen as continuous, gradual improvements involving everyone. [2] The principles of Kaizen emphasize that employees are a company's most important asset and that success comes from consistent, incremental changes rather than occasional radical changes. [3] Kaizen aims to improve all aspects of operations through activities like quality circles, process management, and eliminating waste.
This document provides an introduction to Kaizen, a methodology for continuous improvement. It discusses key Kaizen concepts like gemba kaizen, which means improving processes by directly observing them. The document also covers tools for visual management like 5S, which organizes and standardizes a workspace. Kaizen relies on small, incremental changes to processes made by employees with a focus on efficiency and quality.
Lean management aims to maximize customer value through reducing waste. It addresses issues like prolonged cycle times, high costs, waste, and dissatisfied customers/employees. The balanced scorecard is a tool used in lean management with four perspectives - financial, customer, business processes, and learning and growth. Alternatives to lean management include Six Sigma, scientific management, Fordism, and the theory of constraints. Lean management focuses on overall process improvement compared to alternatives that target individual systems.
The document summarizes the Toyota Way, which is built upon two pillars - "Continuous Improvement" and "Respect for People". Management's role is to motivate large numbers of people to work together toward common goals by defining the goals, sharing a path to achieve them, and removing obstacles. Toyota designed quality into every step of their production process with few labor hours through a system involving standardized work, stopping production to fix problems, visual controls, and respect for employees. The success of the Toyota Way comes from balancing an organizational culture that values continuous improvement by people with a technical system focused on efficient "flow".
Kaizen is a Japanese philosophy of continuous improvement involving all employees from the CEO down. It focuses on eliminating waste through small, incremental changes to processes. Some key aspects of Kaizen include teamwork, identifying types of waste like overproduction and delays, creating work standards, and documenting improvements. An example given is Toyota's production system where all employees are expected to stop assembly lines to suggest fixes. While effective for small processes, Kaizen can be difficult for large-scale operations where analyzing takes more time. The overall goal is to see waste, turn problems into profit, and constantly change for the better.
Turneround Consultancy Ltd. specializes in transforming manufacturing companies to achieve best-in-class performance in safety, quality, cost and delivery. Led by Richard Turner, a transformational leader in lean manufacturing, it offers services such as strategic consultation, value stream mapping, process design, and training to facilitate operational excellence.
Kaizen refers to continuous improvement processes in manufacturing, engineering, and management. It originated in Japan after WWII and was influenced by American teachers. Kaizen focuses on eliminating waste and humanizing the workplace through small, incremental improvements involving employees at all levels. Successful kaizen requires participation from workers and is an ongoing daily process of experimentation and adjustment.
This document discusses concepts related to urbanization, urbanism, and cities. Some key points:
- Urbanization is defined as the process of populations moving from rural to urban areas, causing cities and towns to grow. It is influenced by economic, political, and social advantages of urban living.
- Urbanism refers to the way of life in cities, and the social and cultural consequences of dense, heterogeneous urban populations. It involves more competition, specialization, and impersonal relationships than rural areas.
- New Urbanism is an urban planning movement that promotes walkable, mixed-use neighborhoods to encourage healthier, more sustainable living. It aims to build a sense of community while adopting ecological practices.
The document discusses different approaches to rural development:
1. Past anti-poverty efforts in the Philippines from the 1960s to 1990s by successive presidents met with little success, as described by one observer.
2. A theory of change approach helps identify effective solutions to address the underlying causes of problems hindering progress, considering the UN's comparative advantages.
3. Key principles for developing a theory of change include developing it consultatively to reflect stakeholders' understanding, grounding it in evidence, and supporting continuous learning.
The document provides guidance on writing an effective project proposal. It begins with definitions of key project terms like project, project life cycle, and goals. It then explains why project proposals are needed, such as to get approval, funding, and buy-in. The document outlines the main components of a strong project proposal, including an executive summary, background information, proposed solution, defined deliverables and goals, timeline, budget, and required resources. It emphasizes that a proposal should clearly communicate the problem being solved, proposed approach, anticipated impact, and convince the reader that the project merits time and funding.
The document discusses stakeholder analysis, which involves identifying and assessing the interests, concerns, and influence of individuals or groups impacted by a project. It outlines the types of stakeholders, including internal/external and primary/secondary. Key steps in conducting stakeholder analysis are identified as: 1) identifying stakeholders, 2) prioritizing stakeholders, 3) understanding stakeholder needs/expectations, 4) developing an engagement plan, and 5) monitoring and adapting. Methods for stakeholder analysis like the power-interest grid are presented, along with examples of common pitfalls to avoid and ways to improve stakeholder analysis.
The document summarizes several key development issues and concerns in the Philippines, including poverty, overpopulation, unemployment, corruption, limited healthcare access, security threats, and issues within the education system. It notes that poverty remains a challenge with over 20% of the population living below the poverty line. Overpopulation strains resources and is driven by lack of education, poverty, and unemployment. Unemployment and underemployment lead to issues like debt and income inequality. Corruption is also a major problem, with the Philippines perceived as one of the most corrupt countries. Access to quality healthcare is limited especially in rural areas. Security threats include criminality, drugs, and terrorism. Within education, there are issues of limited access, inadequate funding
Rural development aims to improve economic and social conditions in rural communities. It involves increasing agricultural production, developing infrastructure like roads and healthcare, and raising incomes. Rural development faces challenges like low incomes, lack of opportunities, and remoteness from urban centers. It requires a multi-pronged approach including agricultural growth, job creation, education, and improving living standards. International organizations increasingly prioritize rural development and poverty reduction through strategies like sustainable livelihood programs.
The document discusses work ethics and how managers can instill strong work ethics in employees. It defines work ethics and explains their importance. The bulk of the document outlines 10 ways for managers to develop work ethics among staff, such as leading by example, recognizing good work, and establishing clear expectations. It also addresses the role of employees in upholding work ethics and key qualities of good work ethics.
Training and development refers to educating employees within a company to increase productivity, improve quality, lessen employee turnover, and decrease costs and errors. There are several types of training including supervisor training, organizational development training, and interpersonal skills development training. The training and development process consists of five overlapping processes: needs assessment, motivation, design, delivery, and evaluation. Effective training design involves defining objectives, outlining content, developing activities, preparing materials, and determining evaluation and follow-up. Models like ADDIE provide a framework for the design and implementation of training programs.
Social development aims to improve well-being for all citizens. The document discusses social development in the Philippines under the Duterte Administration from 2017-2022. Key programs implemented included Pantawid Pamilya, universal healthcare, an anti-terrorism act, and infrastructure development. Literacy rates increased while issues remained in areas like housing, the environment, and financial literacy. The new Philippine Development Plan for 2023-2028 envisions healthy, educated citizens living in livable communities.
This document discusses prospects and challenges for urban and metropolitan administration and governance. It begins by defining urban and metropolitan areas and outlining the importance of effective administration and governance in promoting economic growth, social justice, and improved quality of life. It then discusses significant prospects for urban areas in economic growth and quality of life, as well as challenges like rapid urbanization, inequality, and climate change. The document also covers topics like public-private partnerships, smart cities, digital governance, integrated metropolitan planning, and sustainable urban development strategies.
Planning and Budgeting helps organizations set targets and generate budgets by enabling different departments to collaborate using shared assumptions and tools. Effective planning requires assessing an organization's past approaches and addressing cultural issues to support current processes. Budgeting involves preparing, legislating, executing, and ensuring accountability for budgets through classification of expenditures and an organized structure. The budgeting process allows organizations to review past performance, forecast revenues, assign costs, and communicate budgets clearly.
The document discusses the Strategic Performance Management System (SPMS), which links employee performance to organizational goals. The SPMS has four stages: performance planning, monitoring, review/evaluation, and rewarding/development. It focuses on aligning individual goals with the organization's mission, vision, and strategic goals. The SPMS process aims to concretize this linkage and ensure organizational and individual effectiveness. Key elements include goals aligned with agency priorities, an outputs/outcomes orientation, team-based performance management, and user-friendly forms showing goal alignment. Government issuances like AO 25 and a Joint Circular provide rules on performance-based incentives. Performance is measured based on quality, efficiency, and timeliness.
This document discusses topics related to personal effectiveness, job enrichment, motivation, compensation policy, career development, and management. It defines personal effectiveness as dealing with success, goals, and related concepts. Key personal effectiveness skills include optimism, confidence, determination, reflection, problem-solving, persistence, stress management, emotional intelligence, habit building, organization, and time management. Job enrichment aims to make jobs more motivating by expanding tasks and skills. Career development involves defining goals and acquiring skills through self-assessment, awareness, goal-setting, training, and performance, while career management is a lifelong process of investing in one's future career goals.
The document discusses key aspects of human resource management including job analysis, job design, job evaluation, human resource planning, recruitment and selection, placement and utilization. It defines each concept and explains their importance. For job analysis, it outlines the steps and benefits. It also describes different job evaluation and design methods used by organizations. The recruitment and selection process is summarized in five steps. Placement and utilization focus on properly matching employees to roles and maximizing their productivity.
This document discusses workplace stress, its causes and effects, and strategies for managing it. It notes that some stress can motivate employees but too much stress leads to negative outcomes. It identifies 10 signs of stress during change, including increased absenteeism, difficulty concentrating, and hostility. The WHO recommends preventing stress through risk identification, developing action plans, and evaluation. Effective HR strategies include encouraging collaboration, taking breaks, deep breathing, and maintaining a calm mindset. Prioritizing mental health provides tools for managing challenges.
Coaching and mentoring involve teaching new skills, improving performance in specific work areas, and building soft skills. They establish goals and empower individuals to take responsibility for their actions. Both provide benefits such as increased job satisfaction, engagement, and productivity. Coaching focuses on skills and performance, while mentoring emphasizes career development and guidance from someone with experience. Both build trust, share knowledge, and help people develop self-awareness and confidence.
VUCA stands for volatility, uncertainty, complexity, and ambiguity. It describes constant, unpredictable change that is now the norm in certain industries. The US Army first used VUCA after 9/11 to describe the unfamiliar security environment. In 2009, an author adapted VUCA for business to reflect turbulent forces of change affecting organizations. To manage in a VUCA environment, leaders need new skills like anticipating and adapting to change, strategic thinking, and considering broader contexts. They must also embrace uncertainty, develop resilience, foster innovation, strengthen decision-making, build relationships, and focus on continuous learning.
This document discusses concepts related to social responsibility, ethics, and management. It provides examples of companies like Starbucks, Lego, and San Miguel Corporation that demonstrate social responsibility through practices like sustainable sourcing and environmental initiatives. It also outlines classical and socio-economic views of a business's social responsibilities and discusses the importance of managerial ethics. Globalization is defined and its impacts on different levels are explained, along with both benefits and criticisms of the process of globalization.
This document outlines an MPA course on organization and management. It covers three main topics: skills of self-confidence, operations and career management, and references. For skills of self-confidence, it defines types of self-confidence like optimal, low, and over confidence and lists skills to build self-confidence. For operations and career management, it discusses key aspects of operations management and importance of career management for both employees and companies. It also outlines eight career anchors that influence career choices. The document provides references used at the end.
This document discusses organizational design and change management. It defines organizational design as creating the best fit between an organization's strategic choices and setting. It also outlines several principles of organizational design like specialization, coordination, control and commitment, innovation and adaptation, and knowledge competence. The document also discusses factors that influence organizational design like environment, strategy, technology, size, life cycle, and culture. Additionally, it defines innovation, types of innovation like sustaining and disruptive, and the importance of innovation. Finally, it discusses change management, models of change management like Kotter's 8-step model, McKinsey 7S framework, and ADKAR model, and how each focuses on process or people.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
1. Rogelio R. Corpuz M.M.E Presenter/Discussant Prof. Jo B. Bitonio ME 215 Management of Change & Transition
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3. Kaizen Continuous Improvement in All Business Areas Kaizen, a Japanese term for continuous improvement, is the strategy for making continuous improvements in all business areas. Striving for excellence, always looking for ways to improve what already exists, and believing that one can impact change, is at the heart of the Kaizen spirit. The Kaizen Strategy calls for never-ending efforts for improvement involving everyone in the organization. When the strategy is fully utilized, everyone in the organization participates in making improvement in quality in all business areas. Reductions in cycle times, costs, and wastes, along with improved throughput, productivity and quality are achievable outcomes.
4. Kaizen Continuous Improvement in All Business Areas Kaizen , Japanese for "improvement" or "change for the better", refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, supporting business processes, and management. It has been applied in healthcare, psychotherapy, life-coaching, government, banking, and many other industries. When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions, and involves all employees from the CEO to the assembly line workers. It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain. By improving standardized activities and processes, kaizen aims to eliminate waste (see lean manufacturing). Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world and is now being implemented in many other venues besides just business and productivity.
5. Kaizen Continuous Improvement in All Business Areas Kaizen is a daily process, the purpose of which goes beyond simple productivity improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work , and teaches people how to perform experiments on their work using the scientific method and how to learn to spot and eliminate waste in business processes. In all, the process suggests a humanized approach to workers and to increasing productivity:
6. "The idea is to nurture the company's human resources as much as it is to praise and encourage participation in kaizen activities."Successful implementation requires "the participation of workers in the improvement.“ People at all levels of an organization participate in kaizen, from the CEO down to janitorial staff, as well as external stakeholders when applicable. The format for kaizen can be individual, suggestion system, small group, or large group. At Toyota, it is usually a local improvement within a workstation or local area and involves a small group in improving their own work environment and productivity. This group is often guided through the kaizen process by a line supervisor; sometimes this is the line supervisor's key role. Kaizen on a broad, cross-departmental scale in companies, generates total quality management, and frees human efforts through improving productivity using machines and computing power.[citation needed]
7. "The idea is to nurture the company's human resources as much as it is to praise and encourage participation in kaizen activities."Successful implementation requires "the participation of workers in the improvement.“ People at all levels of an organization participate in kaizen, from the CEO down to janitorial staff, as well as external stakeholders when applicable. The format for kaizen can be individual, suggestion system, small group, or large group. At Toyota, it is usually a local improvement within a workstation or local area and involves a small group in improving their own work environment and productivity. This group is often guided through the kaizen process by a line supervisor; sometimes this is the line supervisor's key role. Kaizen on a broad, cross-departmental scale in companies, generates total quality management, and frees human efforts through improving productivity using machines and computing power.[citation needed]
8. There are many different Kaizen (continuous improvement) methodologies. Some of the most common Kaizen (continuous improvement) methodologies include: * Lean * Six Sigma * Lean Six Sigma * TQM (Total Quality Management) * PDCA (Plan, Do, Check, Act) Cycle (also known as Deming Cycle, Deming Wheel and Shewhart Cycle)
9. 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
10. IMPLEMENTATION The 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. The cycle of kaizen activity can be defined as: * Standardize an operation * Measure the standardized operation (find cycle time and amount of in-process inventory) * Gauge measurements against requirements * Innovate to meet requirements and increase productivity * Standardize the new, improved operations * Continue cycle ad infinitum This is also known as the Shewhart cycle, Deming cycle, or PDCA. Masaaki Imai made the term famous in his book Kaizen: The Key to Japan's Competitive Success.
11. Apart from business applications of the method, both Anthony Robbins and Robert Maurer, PhD have popularized the kaizen principles into personal development principles. In his book, One Small Step Can Change Your life: The Kaizen Way and his eight CD set, The Kaizen Way to Success, Dr. Maurer looks at both personal and professional success using the kaizen approach. In their book The Toyota Way Fieldbook, Jeffrey Liker, and David Meier discuss the kaizen blitz and kaizen burst (or kaizen event) approaches to continuous improvement. A kaizen blitz, or rapid improvement, is a focused activity on a particular process or activity. The basic concept is to identify and quickly remove waste. Another approach is that of the kaizen burst, a specific kaizen activity on a particular process in the value stream.
12. WebKaizen Events, written by Kate Cornell, condenses the philosophies of kaizen events into a one-day, problem solving method that leads to prioritized solutions. This method combines Kaizen Event tools with PMP concepts. It introduces the Focused Affinity Matrix and the Cascading Impact Analysis. The Impact/Constraint Diagram and the Dual Constraint Diagram are tools used in this method. Key elements of kaizen are quality, effort, and involvement of all employees, willingness to change, and communication.
13. FIVE MAIN ELEMENTS OF KAIZEN * Teamwork * Personal discipline * Improved morale * Quality circles * Suggestions for improvement
14. 7 Principles of Toyota Production System (TPS) 1. Reduced Setup Times: All setup practices are wasteful because they add no value and they tie up labor and equipment. By organizing procedures, using carts, and training workers to do their own setups, Toyota managed to slash setup times from months to hours and sometimes even minutes. 2. Small-Lot Production: Producing things in large batches results in huge setup costs, high capital cost of high-speed dedicated machinery, larger inventories, extended lead times, and larger defect costs. Because Toyota has found the way to make setups short and inexpensive, it became possible for them to economically produce a variety of things in small quantities.
15. 7 Principles of Toyota Production System (TPS) 3 . Employee Involvement and Empowerment: Toyota organized their workers by forming team and gave them the responsibility and training to do many specialized tasks. Teams are also given responsibility for housekeeping and minor equipment repair. Each team has a leader who also works as one of them on the line. 4. Quality at the Source: To eliminate product defects, they must be discovered and corrected as soon as possible. Since workers are at the best position to discover a defect and to immediately fix it, they are assigned this responsibility. If a defect cannot be readily fixed, any worker can halt the entire line by pulling a cord (called Jidoka ).
16. 7 Principles of Toyota Production System (TPS) 5. Equipment Maintenance: Toyota operators are assigned primary responsibility for basic maintenance since they are in the best position to defect signs of malfunctions. Maintenance specialists diagnose and fix only complex problems, improve the performance of equipment, and train workers in maintenance. 6. Pull Production: To reduce inventory holding costs and lead times, Toyota developed the pull production method wherein the quantity of work performed at each stage of the process is dictated solely by demand for materials from the immediate next stage. The Kamban scheme coordinates the flow of small containers of materials between stages. This is where the term Just-in-Time (JIT) originated.
17. 7 Principles of Toyota Production System (TPS) 7. Supplier Involvement: Toyota treats its suppliers as partners, as integral elements of Toyota Production System (TPS). Suppliers are trained in ways to reduce setup times, inventories, defects, machine breakdowns etc., and take responsibility to deliver their best possible parts.
18. Kaizen, also known as continuous improvement, is a long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality. Kaizen can be applied to any kind of work, but it is perhaps best known for being used in lean manufacturing and lean programming. If a work environment practices kaizen, continuous improvement is the responsibility of every worker, not just a selected few.
19. Kaizen can be roughly translated from Japanese to mean "good change." The philosophy behind kaizen is often credited to Dr. W. Edwards Deming. Dr. Deming was invited by Japanese industrial leaders and engineers to help rebuild Japan after World War II. He was honored for his contributions by Emperor Hirohito and the Japanese Union of Scientists and Engineers.
20. In his book "Out of the Crisis," Dr. Deming shared his philosophy of continuous improvement: 1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business and to provide jobs. 2. Adopt the new philosophy. 3. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. 4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. 5. Improve constantly and forever the system of production and service to improve quality and productivity and thus constantly decrease costs.
21. 6. Institute training on the job. 7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. 8. Drive out fear so that everyone may work effectively for the company. 9. Break down barriers between departments. People in research, design, sales and production must work as a team to foresee problems of production and use of the product or service.
22. 10. Eliminate asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. 11. Remove barriers that rob the hourly worker of his right to pride of workmanship. 12. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. 13. Institute a vigorous program of education and self-improvement.
23. 14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job. In Western civilization, kaizen is often broken down into four steps: assess, plan, implement and evaluate. In Western workplaces, a "kaizen blitz" is synonymous with a concentrated effort to make quick changes that will help achieve a short-term goal.
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25. PLAN. Establish the objectives and processes necessary to deliver results in accordance with the expected output. By making the expected output the focus, it differs from other techniques in that the completeness and accuracy of the specification is also part of the improvement. DO. Implement the new processes. Often on a small scale if possible. CHECK . Measure the new processes and compare the results against the expected results to ascertain any differences. ACT. Analyze the differences to determine their cause. Each will be part of either one or more of the P-D-C-A steps. Determine where to apply changes that will include improvement. When a pass through these four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement.
26. ABOUT PDCA PDCA was made popular by Dr. W. Edwards Deming , who is considered by many to be the father of modern quality control; however he always referred to it as the "Shewhart cycle". Later in Deming's career, he modified PDCA to "Plan, Do, Study, Act" (PDSA) so as to better describe his recommendations.[citation needed] The concept of PDCA is based on the scientific method, as developed from the work of Francis Bacon (Novum Organum, 1620). The scientific method can be written as "hypothesis"–"experiment"–"evaluation" or plan, do and check. Shewhart described manufacture under "control"—under statistical control—as a three step process of specification, production, and inspection. He also specifically related this to the scientific method of hypothesis, experiment, and evaluation.
27. ABOUT PDCA . Shewhart says that the statistician "must help to change the demand [for goods] by showing [...] how to close up the tolerance range and to improve the quality of goods". Clearly, Shewhart intended the analyst to take action based on the conclusions of the evaluation. According to Deming, during his lectures in Japan in the early 1950s, the Japanese participants shortened the steps to the now traditional plan, do, check, act. Deming preferred plan, do, study, act because "study" has connotations in English closer to Shewhart's intent than "check".
28. PDSA should be repeatedly implemented in spirals of increasing knowledge of the system that converge on the ultimate goal, each cycle closer than the previous. One can envision an open coil spring, with each loop being one cycle of the scientific method - PDSA, and each complete cycle indicating an increase in our knowledge of the system under study. This approach is based on the belief that our knowledge and skills are limited, but improving. Especially at the start of a project, key information may not be known; the PDSA—scientific method—provides feedback to justify our guesses (hypotheses) and increase our knowledge. Rather than enter "analysis paralysis" to get it perfect the first time, it is better to be approximately right than exactly wrong. With the improved knowledge, we may choose to refine or alter the goal (ideal state). Certainly, the PDSA approach can bring us closer to whatever goal we choose.
29. Rate of change, that is, rate of improvement, is a key competitive factor in today's world. PDSA allows for major 'jumps' in performance ('breakthroughs' often desired in a Western approach), as well as Kaizen (frequent small improvements associated with an Eastern approach). In the United States a PDSA approach is usually associated with a sizable project involving numerous people's time, and thus managers want to see large 'breakthrough' improvements to justify the effort expended. However, the scientific method and PDSA apply to all sorts of projects and improvement activities.
30. A fundamental principle of the scientific method and PDSA is iteration—once a hypothesis is confirmed (or negated), executing the cycle again will extend the knowledge further. Repeating the PDSA cycle can bring us closer to the goal, usually a perfect operation and output. In Six Sigma programs, the PDSA cycle is called "define, measure, analyze, improve, control" (DMAIC). The iterative nature of the cycle must be explicitly added to the DMAIC procedure. The power of Deming's concept lies in its apparent simplicity. The concept of feedback in the scientific method, in the abstract sense, is today firmly rooted in education. While apparently easy to understand, it is often difficult to accomplish on an on-going basis due to the intellectual difficulty of judging one's proposals (hypotheses) on the basis of measured results. Many people have an emotional fear of being shown "wrong", even by objective measurements. To avoid such comparisons, we may instead cite complacency, distractions, loss of focus, lack of commitment, re-assigned priorities, lack of resources, etc.
31. William Edwards Deming (October 14, 1900 – December 20, 1993) was an American statistician, professor, author, lecturer, and consultant. He is perhaps best known for his work in Japan. There, from 1950 onward, he taught top management how to improve design (and thus service), product quality, testing and sales through various methods, including the application of statistical methods. Deming made a significant contribution to Japan's later reputation for innovative high-quality products and its economic power. He is regarded as having had more impact upon Japanese manufacturing and business than any other individual not of Japanese heritage. Despite being considered something of a hero in Japan, he was only just beginning to win widespread recognition in the U.S. at the time of his death.
32. the U.S. at the time of his death. The philosophy of W. Edwards Deming has been summarized as follows: "Dr. W. Edwards Deming taught that by adopting appropriate principles of management, organizations can increase quality and simultaneously reduce costs (by reducing waste, rework, staff attrition and litigation while increasing customer loyalty). The key is to practice continual improvement and think of manufacturing as a system, not as bits and pieces." In the 1970s, Dr. Deming's philosophy was summarized by some of his Japanese proponents with the following 'a'-versus-'b' comparison: (a) When people and organizations focus primarily on quality, defined by the following ratio, quality tends to increase and costs fall over time. (b) However, when people and organizations focus primarily on costs , costs tend to rise and quality declines over time. The philosophy of W. Edwards Deming has been summarized as follows:
33. Human Implications implementing new technology may be one of the most problematic changes for an organization to complete. While technology adds new elements to the change process, management must focus on the basic issues and tools available to provide employees the best environment to adapt to the change. There are specific traits a change manager needs to have to create positive change environments. This includes promoting open and frequent communication, being a good listener, patience, being knowledgeable, a good example and most importantly willing to communicate and share their knowledge. When changes in technology are in front of employees they can be fearful of having to learn new programs and tasks. They are also wary of the issues that follow working the bugs out of a new program. This includes downtimes or malfunctions. New technology can be a breeding ground for employee frustration.
34. Human Implications The best way to combat this frustration is to communicate with the employees the potential benefits of the new technologies and to develop an atmosphere of positive change. "An atmosphere of openness, good communications, clear vision, leadership and training engenders good change management. Consultation, communications, transparency and informality minimize fear and suspicion; staff resent the sense that changes are imposed on them and that they are powerless - they need to be involved. They need to understand the rationale behind decisions which are being made, even if they do not agree with them." (Edwards and Walton, 2000) Don Forrer, D.B.A., of International College states the critical factors that contribute to the importance of technology and its impact on managing employees during change, "Technology factors are elements important to a company's ability to dominate the information systems aspects of their industry. This could include people skills, better communication equipment or more efficient technology. Expertise in any technology-related field can provide a competitive advantage. Technology enhances productivity and leads to better efficiency at a lower cost." (Forrer, 2006)
35. The critical success factors can be different for any organization and modified to fall in line with their mission, vision and future plans. Employees must be included in the development of the specific success factors as they will be more open to potential changes and have a vested interest in the future of the organization.
36. "Key success factors take the form of human and business processes as they evolve to help move a company forward. Organizations and people are dependent upon each other for survival. People contribute ideas, energy and talent to the organization while benefiting from the job, pay and careers provided by the company. Each individual plays an important role in productivity, quality and image. It is management's job to ensure that employees are focused on the vision of the company and change occurs when required." (Forrer, 2006) .