The document discusses the concept of Kaizen, which means ongoing improvement and involves everyone, both managers and workers. Kaizen embodies principles like productivity improvement, total quality culture, quality control circles, and zero defects. Kaizen takes a process-oriented and people-oriented approach to achieve improved results through small, ongoing improvements without losing sight of expected outcomes. Kaizen can be implemented through management systems, group activities like quality control circles, and individual suggestion systems. Successful Kaizen requires top management commitment and establishing a step-by-step process for introduction.
This Gemba kaizen sample 30 slides is only part from the original 128 slides.
Kaizen Definition
KAIZEN is a Commonsense Approach to Low Cost Management. It focuses on MUDA elimination
What is MUDA?
Muda means any wasteful activity or any obstruction to smooth flow of an activity
Activity = Work + Muda
Expenditure = Cost + waste
That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste!
This Gemba kaizen sample 30 slides is only part from the original 128 slides.
Kaizen Definition
KAIZEN is a Commonsense Approach to Low Cost Management. It focuses on MUDA elimination
What is MUDA?
Muda means any wasteful activity or any obstruction to smooth flow of an activity
Activity = Work + Muda
Expenditure = Cost + waste
That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste!
Lean Six Sigma and the principles of Kaizen for your business Brent Spilkin
Lean Six Sigma and the principles of Kaizen for your business
This presentation covers: Lean business practises, Six Sigma and its principles, Kaizen, Value streaming and the 5S's.
Its a working document that at a very high level covers all these principles.
Growing Pains Business Coaching is available here www.spillly.com or via mail kim@spillly.com
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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
Basics of Lean manufacturing by Zeeshan SyedZeeshan Syed
Basic awareness of Lean Manufacturing or Toyota Production System.
Most profitable companies use this Business system to sustain effective economic performance such as Toyota & GE.
Author is a Certified Lean Professional.
Implementing Business Excellence and Innovation Methods provides a solid understanding of how to implement business excellence and innovation techniques in any organization. Lean Six Sigma Green Belt certification is also offered through this series.
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Learn why and how enterprises are moving to self-service business intelligence (BI). Find out how to get the right data now, while maintaining information quality and operational security. By reviewing requirements and specific use cases for a controlled self-service BI application, Forrester identifies five key findings that can transform your business.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
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External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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3. KAIZEN-The Concept
Kaizen….means improvement
Ongoing improvement
Involves everyone
Both Managers & Workers
Kaizen Philosophy
Our way of life need to be constantly improved
Working life, social life, home life
Kaizen embodies
Productivity Improvement
Total Quality Culture
QC Circles
Zero Defects
…..etc.
profit thru quality
7. KAIZEN-The Concept
Process Oriented Approach
Leads to Improved Results
Focus on the process improvement without loosing sight of the
expected results.
People Oriented Approach
Focus on ….
Discipline
Time Management
Skill Development
Participation and Involvement
Morale
Communication
profit thru quality
8. KAIZEN-The Practice
Management Group Individual
Tools Seven QC Tools Seven QC Tools Common Sense
New Seven Tools New Seven Tools Seven QC Tools
Professional Skills
Involves Managers and QC Circles Everyone
Professionals
Target Systems and Process Group Work area Individual work area
Implementation Small investment Mostly inexpensive Inexpensive
Cost
Results New System and Improved work On the spot
Facility improvement procedures improvement
profit thru quality
9. KAIZEN-The Practice
Just In Time- Management Oriented Kaizen
Exact number of required units brought to each successive stage
of production at the appropriate time
The advantage of JIT
Shortened Lead Time
Reduced time spent on non-process work
Reduced inventory
Better balance between processes
Problem clarification
profit thru quality
10. KAIZEN-The Practice
Group Oriented Kaizen- SMALL GROUP ACTIVTIES
Informal, voluntary small groups, organized within the company
Carry out specific improvement activities
Many forms:-
QC circles, Suggestion Groups, Workers group………
QC Circles…the most famous
Emphasis on problem solving in the work area
Advantages of QCC
Sense of teamwork
Improved communication
Improved morale
Acquire new skills
Labor-Management relationship improved
profit thru quality
11. KAIZEN-The Practice
Individual Oriented Kaizen- SUGGESTION SYSTEM
Individual provides suggestion on how to improve his work area.
Helps the individual to be Kaizen conscious.
Also helps in….
Workers to speak out.
Opportunity for management to help workers.
An valuable opportunity for two way communication
Suggestions normally covers:-
Savings in energy, material and other resources
Improvement in working environment
Improvements in machines, processes, jigs and tools
Improvements in customer services
profit thru quality
12. KAIZEN- Implementation
Seven Conditions for Successful Implementation of
Kaizen Strategy
Top management commitment
Top management commitment
Top management commitment
Setting up an organization dedicated to promote Kaizen
Appointing the best available personnel to manage the Kaizen
process
Conducting training and education
Establishing a step-by-step process for Kaizen introduction.
profit thru quality
14. Figure 2.2 Ideal pattern from innovation
Time
Figure 2.3 Actual pattern from innovation
Time
profit thru quality
15. INNOVATION plus KAIZEN
rd
St anda
New KAIZEN
INNOVATION
dard
Ne w Stan
KAIZEN
INNOVATION
profit thru quality
16. KAIZEN and INNOVATION
KAIZEN INNOVATION
1. Effect Long-term and business as Short term and dramtic
usual
2. Pace Small Steps Big Steps
3. Time frame Continuous and Incremental Intermittent and non-
incremental
4. Change Gradual and constant Abrupt and volatile
5. Involvement Every-one Selected champions
6. Approach Collective group efforts, Individual ideas and efforts
systems approach
7. Mode Maintenance and Improvement Scrap and Rebuild
8. Effort Orientation People Technology
9. Practical Requirements Little investment but great Large investment but little effort
efforts to maintain to maintain
10. Advantage Works well in slow growth Better suited in fast growth
economy economy
profit thru quality
17. Another comparison of Innovation and KAIZEN
Innovation KAIZEN
Creativity Adaptability
Individualism Teamwork (systems approach)
Specialist-oriented Generalist-oriented
Attention to great leaps Attention to details
Technology-oriented people-oriented
Information: closed, proprietary Information: open, shared
Functional (specialist) orientation Cross-functional orientation
Seek new technology Build on existing technology
Line + staff Cross-functional organization
Limited feedback Comprehensive feedback
profit thru quality
19. About Six Sigma
Six Sigma Was Developed at Motorola in the 1980’s As a
Method to Improve Process Quality.
It Was First Used to Improve Manufacturing Process
Capability and Then Migrated to Business Processes
Capability
Companies That Have Deployed Six Sigma: Bank of
America, Motorola, GE, IBM, Kodak and Many More
The Basic Premise Is, All Processes Have Variation.
Variation Is the Enemy.
profit thru quality
20. Six Sigma Philosophy
?
Know What’s Important
to the Customer (CTQ)
Reduce Defects (DPMO)
Center Around Target
(Mean)
Reduce Variation
(Standard Deviation)
profit thru quality
GE Company Proprietary
November 1998
21. SIX SIGMA-Definitions
• Business Definition
A break through strategy to significantly improve customer
satisfaction and shareholder value by reducing variability in every
aspect of business.
• Technical Definition
A statistical term signifying 3.4 defects per million opportunities.
profit thru quality
22. SIX SIGMA DEFINATIONS
If your yield is… Your DPMO is…. Your Sigma is…
30.9% 690 000 1σ
69.2% 308 000 2σ
93.3% 66 800 3σ
99.4% 6 210 4σ
99.98% 320 5σ
99.9997% 3.4 6σ
profit thru quality
23. SIX SIGMA-Definitions
In brief, Six Sigma is a process control method to
improve the quality of products or services in a
continuous manner.
This method uses six standard deviations of a normal
distribution as the limits of customers’ acceptance of the
system’s products.
This method is applicable to manufacturing as well as
service industries.
With six sigmas, only 3.4 defects per million are allowed,
or an acceptable level of 99.9997% is required
profit thru quality
24. Six Sigma Performance
With 99 % Quality With Six Sigma
Quality
For every 300000 letters 3,000 misdeliveries 1 misdelivery
delivered
For every week of TV 1.68 hours of dead air 1.8 seconds of dead air
broadcasting per channel
Out of every 500,000 4100 crashes Less than 2 crashes
computer restarts
Source: The Six Sigma Way by Peter Pande and Others
profit thru quality
25. Who is Implementing Six Sigma
At least 25% of the fortune 200 claim to have a serious
six sigma program - Michael Hammer.
Financial - Bank of America, GE Capital, Electronics -
Allied Signal, Samsung, Sony
Chemicals - Dupont, Dow Chemicals
Manufacturing - GE Plastics, Johnson and Johnson,
Motorola, Nokia, Microsoft, Ford.
Airline - Singapore, Lufthansa, Bombardier
And hundreds of others in Americas, Europe, Sub
Continent.
profit thru quality
26. Six Sigma Results
Company Annual Savings
General Electric $2.0+ billion
JP Morgan Chase *$1.5 billion (*since inception in 1998)
Motorola $ 16 billion (*since inception in 1980s)
Johnson & Johnson $500 million
Honeywell $600 million
Six Sigma Savings as % of revenue vary from 1.2 to 4.5 %
For $ 30 million/yr sales – Savings potential $ 360,000 to $ 1.35
million.
Investment: salary of in house experts, training, process redesign.
profit thru quality
27. Key Concepts of Six Sigma
At its core, Six Sigma revolves around a few key
concepts.
Critical to Quality: Attributes most important to the customer
Defect: Failing to deliver what the customer wants
Process Capability: What your process can deliver
Variation: What the customer sees and feels
Stable Operations: Ensuring consistent, predictable processes to
improve what the customer sees and feels
Design for Six Sigma: Designing to meet customer needs and
process capability
profit thru quality
28. Dissecting Process Capability
Premise of 6σ Sources of variation can be:
Identified
Quantified
Eliminated or Controlled
Unstable Parts &
Inadequate
Inadequate Materials
Design
Process Margin
Capability
LSL USL
Defects Acceptable Defects
Process Capability
profit thru quality
29. Six Sigma Methodology
Define
Define the problem and customer
requirements.
Control Measure Measure defectcurrent incarnation.
the process in its
rates and document
Analyze process data and determine
the capability of the process.
Improve the process and remove
defect causes.
Control process performance and
ensure that defects do not recur.
Improve Analyze
“Common sense” doesn’t mean “commonly done” or when done, done well.
profit thru quality
30. Six Sigma Methodology
Project Phases
Define Measure Analyze Improve Control
Identify, Collect data Analyze Improvement Establish
evaluate and on size of data, strategy standards to
select the selected establish Develop maintain
projects for problem, and confirm ideas to process;
improvement identify key the “ vital remove root Design the
Set goals customer few “ causes controls,
Form teams. requirements determinants Design and implement
, of the carry out and monitor.
Determine performance experiments, Evaluate
key product . Optimize the financial
and process Validate process. impact of the
characteristi hypothesis Final project
c. solutions
profit thru quality
31. Six Sigma – Case Study
Service Organisation
Background
M/s Alpha Inc. manages out bound cargo from a distribution
centre to different stores.
Deliveries made on trucks - owned and hired.
Customers dissatisfied at delivery schedules.
Leadership decision to deploy Six Sigma;
Team of 1 Black Belt and 3 Green Belts formed
Sponsor of the project – Distribution Manager
profit thru quality
32. Define - Critical to Quality (CTQ)
Focus on customers generating annual revenue of USD
400,000/-.
Customer needs Improved delivery performance
Level 1 CTQ Timely delivery
Level 2 CTQ On time delivery to schedule
Level 3 CTQ Delivery within +/- 1 hour of scheduled
delivery time
Current process sigma level - 2.43 or 175889 DPMO
profit thru quality
33. Define - Goal Statement
Reduce number of delayed deliveries by 50 % by 31st
December Y 2002 to better meet customer requirement
of timely delivery defined as within +/- 1 hour of
scheduled delivery.
profit thru quality
34. Define - Performance Standards
Output unit A scheduled delivery of freight
Output characteristic Timely delivery
Project Y measure Process starts when an order is received
Ends when goods are received & signed for at
customers desk.
Process measurement – Deviation from scheduled
delivery time in minutes.
Specification limits LSL = -60 minutes
USL= +60 minutes
Target Scheduled time or zero minutes deviation
Defect Delivery earlier or later than 1 hour.
No. of defect 1 opportunity for a defect per scheduled delivery of
opportunities per unit freight.
profit thru quality
35. Define - SIPOC Diagram
Supplier Stores Manager
Input Stores Order
Process Steps (high Receive order
level) Plan delivery
Dispatch Driver with goods
Deliver goods to stores
Receive delivery
Output Received freight with Documents
Customer Store Manager
• Detailed process maps drawn
profit thru quality
36. Measure and Analyze
Driver and Distance identified as key factors influencing
delivery performance.
Driver selected for focus.
Potential root causes as to why Driver influenced the
time:
Size of the vehicle
Type of engine
Type of tyres
Fuel capacity
profit thru quality
37. Improve
Experiments designed and conducted using truck type
and tyre size.
Findings:
Larger tyres took longer time at certain routes where area
was cramped and time lost in maneuvering.
High incidence of tyre failures since tight turns led to stress
on tyres thus increasing number of flat tyres.
Team modified planning of dispatch process by routing
smaller trucks at more restrictive areas.
profit thru quality
38. Control
Test implementation.
Process sigma level up from 2.43 or 175889 DPMO to 3.94
or 7353 DPMO.
Performance still fell short of best in class 4.32 or 2400
DPMO.
Improvement led to significant customer satisfaction.
Process continually monitored and data on new cycle times,
tyre failure collected as per defined methods and frequency,
analysed and monitored.
Customer satisfaction measured and monitored.
profit thru quality
39. Key Lessons Learnt
Define
Difficulty in identifying the right project and defining the
scope;
Difficulty in applying statistical parameters to Voice of the
Customers;
Trouble with setting the right goals;
Measure
Inefficient data gathering;
Lack of measures;
Lack of speed in execution;
profit thru quality
40. Key Lessons Learnt
Analyse
Challenge of identifying best practices
Overuse of statistical tools/ under use of practical knowledge
Challenge of developing hypotheses
Improve
Challenge of developing ideas to remove root causes
Difficulty of implementing solutions
Control
Lack of follow up by Managers/ Process Owners
Lack of continuous Voice of the Customer feedback
Failure to institutionalize continuous improvement.
profit thru quality
41. Key Lessons Learnt
“ Define “ ranked most important step but gets the lowest resource
allocation
Project scoping and its definition is critical to its success/ failure;
“Measure” is considered most difficult step and also gets the highest
resources
Source: Greenwich Associates Study Y 2002
profit thru quality
42. What Makes Six Sigma Different?
Versatile
Breakthrough improvements
Financial results focus
Process focus
Structured & disciplined problem solving methodology using
scientific tools and techniques
Customer centered
Involvement of leadership is mandatory.
Training is mandatory;
Action learning (25% class room, 75 % application)
Creating a dedicated organisation for problem solving (85/50
Rule).
profit thru quality
43. Benefits of Six Sigma
Generates sustained success
Sets performance goal for everyone
Enhances value for customers;
Accelerates rate of improvement;
Promotes learning across boundaries;
Executes strategic change
profit thru quality
45. Six Sigma & Kaizen- The Difference
KAIZEN SIX SIGMA
Quality Improvement YES YES
Continuous Improvement YES YES
Approach Improve Existing System Improve Existing System
Human Based Statistical Method
Improvement Framework-
DMAIC
Implementation Simpler and Low cost Difficult and High Cost
RELIES UPON GROUP FIXED PLAN OF
DYNAMICS IMPLEMENTATION
profit thru quality
46. Kaizen Six Sigma
Japanese Origin Western Origin
Culture Methodology (or Culture)
Kaizen Umbrella Road Maps
Continuous Improvement Immediate Perfection
Mistakes as Possibility for Improvement Reducing Variation and
Defects
Long-term Results Short-term Results
Possible
Every Possible Improvement Prioritising Projects
Providing Quality Ensuring Profitability
Participation of Every Single Employee Creation of Project
Teams
profit thru quality