Kaizen aims to continuously improve processes by eliminating waste and standardizing better ways of working. This involves taking a process apart and reassembling it to be more efficient. Kaizen focuses on gradual process improvements over time rather than short-term results. Management must support continuous improvement through maintenance to sustain current standards, and kaizen efforts to establish even higher standards. Visual controls like 5S help organize the workplace for efficiency and problem identification. Employee empowerment through a suggestion system is key to involving all staff in kaizen efforts.
Gemba walk is a Japanese , lean methodology which focuses on quality and waste reduction by being at the shop floor. as gemba itself means the place where operation takes place. Gamba is a visual representation system which help in aligning the actual production to the planned goals
Gemba walk is a Japanese , lean methodology which focuses on quality and waste reduction by being at the shop floor. as gemba itself means the place where operation takes place. Gamba is a visual representation system which help in aligning the actual production to the planned goals
Walking the Gemba is a process of developing your people.
In today's world, business is growing rapidly; corporates are becoming mammoth in terms of number of employees. It is at times getting somewhat difficult for senior leaders of large corporate houses to stay connected with their employees. Practice The Gemba Walk techniques effective way means almost to get connected with employees.
2016 Shingo Research Award recipient - a 'how to' outline for executives trying to do an effective Gemba Walk. The related book is available on Amazon. Add more info in Version 2 of the book on 'doing a walk in an office' environment and for 'coaching' gemba walkers.
Operational Excellence Consulting is a management consultancy firm that assists organizations in improving business performance and effectiveness.
Based in Singapore, we work with our clients to achieve dramatic improvements in speed, quality, customer satisfaction and lower cost for their products and services through the implementation of Operational Excellence initiatives such as Lean, Six Sigma, Lean Six Sigma and TQM.
One of our unique strengths is going beyond a tools-focused approach to seamlessly integrate people, processes and continuous improvement initiatives to suit the specific needs and situations of our clients.
To discuss how we can help you innovate your business, please contact us.
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a “gemba walk,” a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jim’s essays on visiting companies implementing lean management, or post a question to learn more.
Lean Management Institute of India (LMII) is a nonprofit entity driven towards promoting ‘Lean Thinking’ in organizations in order to provide the best quality services to the customers, with fewer resources and zero wastage.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
Seven ways business owners inspire agile teamsMaryann Snider
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This slideshow illustrates how to transform the employee suggestion box into a continuous improvement tool that creates opportunities for building problem solving skills.
Moving your organization into the fast lane metroMike Vincent
Move your organization into the fast lane - making Scrum stick
Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.
Walking the Gemba is a process of developing your people.
In today's world, business is growing rapidly; corporates are becoming mammoth in terms of number of employees. It is at times getting somewhat difficult for senior leaders of large corporate houses to stay connected with their employees. Practice The Gemba Walk techniques effective way means almost to get connected with employees.
2016 Shingo Research Award recipient - a 'how to' outline for executives trying to do an effective Gemba Walk. The related book is available on Amazon. Add more info in Version 2 of the book on 'doing a walk in an office' environment and for 'coaching' gemba walkers.
Operational Excellence Consulting is a management consultancy firm that assists organizations in improving business performance and effectiveness.
Based in Singapore, we work with our clients to achieve dramatic improvements in speed, quality, customer satisfaction and lower cost for their products and services through the implementation of Operational Excellence initiatives such as Lean, Six Sigma, Lean Six Sigma and TQM.
One of our unique strengths is going beyond a tools-focused approach to seamlessly integrate people, processes and continuous improvement initiatives to suit the specific needs and situations of our clients.
To discuss how we can help you innovate your business, please contact us.
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a “gemba walk,” a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jim’s essays on visiting companies implementing lean management, or post a question to learn more.
Lean Management Institute of India (LMII) is a nonprofit entity driven towards promoting ‘Lean Thinking’ in organizations in order to provide the best quality services to the customers, with fewer resources and zero wastage.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
Seven ways business owners inspire agile teamsMaryann Snider
My personal story about agile transition, and seven ways business owners inspire teams. Why I believe Business Owners need agile training, else they will not realize the full benefits of agility.
This slideshow illustrates how to transform the employee suggestion box into a continuous improvement tool that creates opportunities for building problem solving skills.
Moving your organization into the fast lane metroMike Vincent
Move your organization into the fast lane - making Scrum stick
Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.
Quality Circle is a small group of employees who work-in same work area meet at periodic intervals to discuss work-related issues and to offer suggestions & ideas for improvements in production methods and quality control .
quality circle ppt
uality circle or quality control circle is a group of workers who do the same or similar work, who meet regularly to identify, analyze and solve work-related problems. It consists of minimum three and maximum twelve members in number.
- define change management
- characters of change management
- level of change management
- step to transforming your organization
and effective steps of managing change
- act like a leader, not a manager
- benefit of change management
ppt of change management
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𝘼𝙣𝙩𝙞𝙦𝙪𝙚 𝙋𝙡𝙖𝙨𝙩𝙞𝙘 𝙏𝙧𝙖𝙙𝙚𝙧𝙨 𝙞𝙨 𝙫𝙚𝙧𝙮 𝙛𝙖𝙢𝙤𝙪𝙨 𝙛𝙤𝙧 𝙢𝙖𝙣𝙪𝙛𝙖𝙘𝙩𝙪𝙧𝙞𝙣𝙜 𝙩𝙝𝙚𝙞𝙧 𝙥𝙧𝙤𝙙𝙪𝙘𝙩𝙨. 𝙒𝙚 𝙝𝙖𝙫𝙚 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙥𝙡𝙖𝙨𝙩𝙞𝙘 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙪𝙨𝙚𝙙 𝙞𝙣 𝙖𝙪𝙩𝙤𝙢𝙤𝙩𝙞𝙫𝙚 𝙖𝙣𝙙 𝙖𝙪𝙩𝙤 𝙥𝙖𝙧𝙩𝙨 𝙖𝙣𝙙 𝙖𝙡𝙡 𝙩𝙝𝙚 𝙛𝙖𝙢𝙤𝙪𝙨 𝙘𝙤𝙢𝙥𝙖𝙣𝙞𝙚𝙨 𝙗𝙪𝙮 𝙩𝙝𝙚 𝙜𝙧𝙖𝙣𝙪𝙡𝙚𝙨 𝙛𝙧𝙤𝙢 𝙪𝙨.
Over the 10 years, we have gained a strong foothold in the market due to our range's high quality, competitive prices, and time-lined delivery schedules.
"Trans Failsafe Prog" on your BMW X5 indicates potential transmission issues requiring immediate action. This safety feature activates in response to abnormalities like low fluid levels, leaks, faulty sensors, electrical or mechanical failures, and overheating.
Ever been troubled by the blinking sign and didn’t know what to do?
Here’s a handy guide to dashboard symbols so that you’ll never be confused again!
Save them for later and save the trouble!
5 Warning Signs Your BMW's Intelligent Battery Sensor Needs AttentionBertini's German Motors
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Things to remember while upgrading the brakes of your carjennifermiller8137
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In this presentation, we have discussed a very important feature of BMW X5 cars… the Comfort Access. Things that can significantly limit its functionality. And things that you can try to restore the functionality of such a convenient feature of your vehicle.
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Symptoms like intermittent starting and key recognition errors signal potential problems with your Mercedes’ EIS. Use diagnostic steps like error code checks and spare key tests. Professional diagnosis and solutions like EIS replacement ensure safe driving. Consult a qualified technician for accurate diagnosis and repair.
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Learn about Common Rail Direct Injection (CRDi) - the revolutionary technology that has made diesel engines more efficient. Explore its workings, advantages like enhanced fuel efficiency and increased power output, along with drawbacks such as complexity and higher initial cost. Compare CRDi with traditional diesel engines and discover why it's the preferred choice for modern engines.
2. CONTINUOUS
IMPROVEMENT
FOR THE
BETTER
Kaizen aims to eliminate waste ("activities that add cost but do notKaizen aims to eliminate waste ("activities that add cost but do not
add value").add value").
It is often the case that this means "to take it apart and put backIt is often the case that this means "to take it apart and put back
together in a better way."together in a better way."
This is then followed by standardisation of this 'better way' withThis is then followed by standardisation of this 'better way' with
others, through standardized work.others, through standardized work.
3. Process-Oriented Thinking
vs.
Result-Oriented Thinking
Kaizen concentrates at improving the
process rather than at achieving certain
results.
Such managerial attitudes and process
thinking make a major difference in how
an organization masters change and
achieves improvements.
4.
5. Kaizen and Management
Management has two major components:
Maintenance, and Improvement.
MAINTENANCE: The objective of the maintenance function is
to maintain current technological, managerial, and operating
standards.
IMPROVEMENT: Under the improvement function,
management works continuously towards revising the current
standards, once they have been mastered, and establishing
higher ones. Improvement can be broken down between
innovation and Kaizen. Innovation involves a drastic
improvement in the existing process and requires large
investments. Kaizen signifies small improvements as a result
of coordinated continuous efforts by all employees.
6. Visual Control & the Workstation
The 5 SThe 5 S
To Sort
Eliminate what’s
not absolutely
necessary
To Sanitize
Improvement of
the workstation.
Be organized to
reduce clutter.
To Straighten
Ensure space for each
thing, and a thing for
each space. No more
searching.
To Sweep
Maintain a clean and
orderly space to make
problems easily
identifiable. Eliminate
rejects and scrap..
To Sustain
Maintain
continuous effort.
This is a way of
life.
7. Employee Empowerment: the Suggestion System
• The suggestion system is an integral part of an established management system that aims at involving
employees in Kaizen. The number of worker's suggestions is regarded as an important criteria in reviewing
the performance of the worker's supervisor and the manager of the supervisor.
• The Japanese management encourages employees to generate a great number of suggestions and works
hard to consider and implement these suggestions, often incorporating them into the overall Kaizen strategy.
Management also gives due recognition to employee's efforts for improvement. An important aspect of the
suggestion system is that each suggestion, once implemented, leads to an upgraded standard.
Kaizen's Starting Point:
Setting the Right Mindset & Business Environment
• not a single day should go by without some kind of improvement being made somewhere in the company
• customer-driven strategy for improvement - any management activity should eventually lead to increased
customer satisfaction
• quality first, not profit first - an enterprise can prosper only if customers who purchase its products or services
are satisfied
• recognition that any corporation has problems and establishing a corporate culture where everyone can
freely admit these problems and suggest improvement
• problem solving is seen as cross-functional systemic and collaborative approach
• emphasis on process - establishing a way of thinking oriented at improving processes, and a management
system that supports and acknowledges people's process-oriented efforts for improvement
8. The Key Kaizen Practices
Mindset & Culture Production Process
• customer orientation
• quality control (QC) circles
• suggestion system
• discipline in the workplace
• small-group activities
• cooperative labor-
management relations
• total quality control (TQC)
• quality improvement
• automation & robotics
• autonomation
• zero defects
• total productive
maintenance (TPM)
• kamban
• just-in-time (JIT)
• productivity improvement
• new product development
9.
10. Definition
• Voluntary groups of employees who work on
similar tasks or share an area of responsibility
• They agree to meet on a regular basis to discuss &
solve problems related to work.
• They operate on the principle that employee
participation in decision-making and problem-
solving improves the quality of work
11. Genesis
• Quality Circles were first seen in the United States in the
1950’s
• After World War I Japanese started using them for
improving products and reliability of manufacturing
• Circles were developed by Dr, Kaoru Ishikawa in Japan in
the 1960’s
• By 1975 Japanese were topping the world in quality and
Productivity
• Circles were re-exported to the US in the early 1970’s and
was accepted all over the world
• 1980s brought TQM and reduction in use of Quality
Circles
12. Philosophy
1. It is people – building philosophy
2. It is based on providing self - motivation
3. Also based on deriving happiness in improving
environment without any compulsion or monetary
benefits.
4. It calls for progressive attitude on the part of
management
5. Willingness of management to make adjustment in style
and culture
13. Concept
Quality Circle concept has three major attributes:
a. Quality Circle is a form of participation management.
b. Quality Circle is a human resource development
technique.
c. Quality Circle is a problem solving technique.
The concept of Quality Circle is primarily based upon
recognition of the value of the worker as a human being,
as someone who willingly activises on his job, his wisdom,
intelligence, experience, attitude and feelings.
14. Objectives
The objectives of Quality Circles are multi-faced.
a) Change in Attitude.
From "I don’t care" to "I do care"
Continuous improvement in quality of work life through
humanisation of work.
b) Self Development
Bring out ‘Hidden Potential’ of people
People get to learn additional skills.
15. Objectives
c) Development of Team Spirit
Individual Vs Team – "I could not do but we did it"
Eliminate inter departmental conflicts.
d) Improved Organisational Culture
Positive working environment.
Total involvement of people at all levels.
Higher motivational level.
Participate Management process.
16. Organisational Structure
Basic Framework of Organisational Structure for Quality Circles
Steering Committee
Coordinator
Facilitator
Circle Leader
Circle Members
17. Launching Quality Circles
Expose middle level executives to the concept.
Explain the concept to the employees and invite them to
volunteer as members of Quality Circles.
Nominate senior officers as facilitators
Form a steering committee.
The Steps involved in launching of quality circles are:
18. Arrange training of coordinators, facilitators in basics of
Quality Circle approach, implementation, techniques and
operation. Later facilitator may provide training to Circle leaders
and Circle members.
A meeting should be fixed preferably one hour a week for the
Quality Circle to meet
Formally inaugurate the Quality Circle.
Arrange the necessary facilities for the Quality Circle meeting
and its operation.
Launching Quality Circles
19. Training
Training is very essential for successful operation of Quality Circles
Such Training comprises of:
Brief Orientation programme for top management
Programme for middle level executives
Training for facilitators
Training for circle leaders
20. Process of Operation
1. Problem Identification: Identify a number of problems
2. Problem Selection: Check priority and importance
3. Problem analysis
4. Generate alternative solutions
5. Select most appropriate solution
6. Prepare plan of action
7. Present solution to management
8. Implementation of solution
21. Basic problem solving Techniques
Techniques Used
1. Brain Storming
2. Pareto Diagrams
3. Case and Effect Relation
4. Data Collection
5. Data Analysis
Tools used for analysis
1. Tables
2. Bar Charts, Line Graphs
3. Histograms
4. Control Charts
5. Scatter diagrams
22. Benefits Limitations
• Increase Productivity
• Improve Quality
• Boost Employee Morale
• Inadequate Training
• Unsure of Purpose
• Not truly Voluntary
• Lack of Management
Interest
• Quality Circles are not
really empowered to
make decisions.