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.
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 presentation in 5th national kaizen competition at CICU ludhiana-Punj...Aman Deep Singh
A small award winning Presentation....from M/S Perfect Industries, C65,Focal Point .Ludhiana..India--Mob no: -+91 75083-37007.Best Kaizen in New Product Design-------Thanks to the honorable JUdgES......
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
The term KAIZEN has been derived from two Japanese words KAI & ZEN which means Change for better, precisely which means Continuous Improvement with no cost/ negligible cost by thinking differently using creativity.
This presentation includes
1. Concept of KAIZEN
2. KAIZEN Vs innovation/ modernization
3. KAIZEN and different level of Management
4. Targets of KAIZEN
5. Sample of KAIZEN checklist
6. Poka-Yoke
7, Examples of KAIZEN & Poka-Yoke
et.
This is a slide deck I originally presented at ALE2011 in Berlin about A3 thinking and Kaizen in the context of a large Lean & Agile enterprise transition.
At LESS2011 in Stockholm a few weeks later, it was even awarded as overall "best session of the conference" (in addition to "best in the Organisation Transformations category".
(also presented at SDC12 and lssc12)
Nov 2011: I want to humbly dedicate this work to Grant (PG) Rule, who suddenly left this world due to a tragic accident.
Mar 2013: Latest News: As a follow-up to the presentation, I created an iPhone/iPad app (called A3 Thinker)!!. It's a set of brainstorming cards to help people create substantially better A3s. see http://a3thinker.com for details. A set of physical cards will soon follow.
24 July 2013: ...and yesterday I released the Android version on Google Play!
Sep 2013: finally! The formidable A3 Thinker action deck is live! http://a3thinker.com/deck
kaizen presentation in 5th national kaizen competition at CICU ludhiana-Punj...Aman Deep Singh
A small award winning Presentation....from M/S Perfect Industries, C65,Focal Point .Ludhiana..India--Mob no: -+91 75083-37007.Best Kaizen in New Product Design-------Thanks to the honorable JUdgES......
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
The term KAIZEN has been derived from two Japanese words KAI & ZEN which means Change for better, precisely which means Continuous Improvement with no cost/ negligible cost by thinking differently using creativity.
This presentation includes
1. Concept of KAIZEN
2. KAIZEN Vs innovation/ modernization
3. KAIZEN and different level of Management
4. Targets of KAIZEN
5. Sample of KAIZEN checklist
6. Poka-Yoke
7, Examples of KAIZEN & Poka-Yoke
et.
This is a slide deck I originally presented at ALE2011 in Berlin about A3 thinking and Kaizen in the context of a large Lean & Agile enterprise transition.
At LESS2011 in Stockholm a few weeks later, it was even awarded as overall "best session of the conference" (in addition to "best in the Organisation Transformations category".
(also presented at SDC12 and lssc12)
Nov 2011: I want to humbly dedicate this work to Grant (PG) Rule, who suddenly left this world due to a tragic accident.
Mar 2013: Latest News: As a follow-up to the presentation, I created an iPhone/iPad app (called A3 Thinker)!!. It's a set of brainstorming cards to help people create substantially better A3s. see http://a3thinker.com for details. A set of physical cards will soon follow.
24 July 2013: ...and yesterday I released the Android version on Google Play!
Sep 2013: finally! The formidable A3 Thinker action deck is live! http://a3thinker.com/deck
Kaizen es Mejoramiento Continuo y se logra a través de mejoras pequeñas con resultados progresivos. Es una de las herramientas más poderosas de Lean Manufacturing. www.bomconsultingg.com
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.
ABOUT THE TRAINING PROGRAM :-
Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Kaizen was created in Japan following World War II. It comes from the Japanese words (“Kai”) which mean "change" and ("Zen") which means "good". Kaizen provides a foundation for exceeding goals, expectations and improving overall company performance.
DESIGNED FOR :-
Sr. Engineer, Engineer, Supervisor and Foreman engaged in maintenance, operation, Store, Supply chain, Quality, Safety and Engineering activities.
OBJECTIVE :-
At the conclusion of the training each Participates will be able to:-
Reduce work place stress
Increase team contribution to the company's "bottom line.
Continuous improvements in PQCDSM parameters.
Increase speed, improve quality and reduce non-value-added costs.
Creating a fun working environment
This slide deck will help you appreciate the application of statistics (and now data science) in the field of Quality Management and Process Improvement. And why is there a need to produce a consistent "in spec" product at 99.9997% of the time.
Basic overview six sigma, Six Sigma is a production philosophy that uses data, processes, and tools to nearly eliminate defects and bring performance close to perfection. Specifically, achieving Six Sigma means that no more than 3.4 defects occur per one million “opportunities” to create an acceptable output
In the early and mid-1980s, Motorola engineers decided that the traditional quality levels — measuring defects in thousands of opportunities – didn’t provide enough granularity. Instead, they wanted to measure the defects per million opportunities. Motorola developed this new standard and made a cultural change associated with it. Six Sigma helped Motorola realize powerful bottom-line results in their organization – in fact, they documented more than $16 Billion in savings as a result of our Six Sigma efforts.
Six Sigma has evolved over time. It’s more than just a quality system like TQM or ISO. It’s a way of doing business.
Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in any process – from manufacturing to transactional and from product to service. A Six Sigma defect is defined as anything outside of customer specifications.
A Six Sigma opportunity is then the total quantity of chances for a defect.
BKAM3063 OPERATION AND PROJECT MANAGEMENTSECOND SEMESTChantellPantoja184
BKAM3063 OPERATION AND PROJECT MANAGEMENT
SECOND SEMESTER 2019/2020 SESSION
(A192)
COURSE CODE & NAME : BKAM3063 OPERATION AND PROJECT
MANAGEMENT
LECTURER’S NAME : DR. MUHAMMAD ROSNI BIN AMIR HUSSIN
LECTURE GROUP : A
INSTRUCTIONS:
1. This assesment paper contains ONE (1) question in ONE (1) printed page excluding the cover page.
2. A related article has been distributed a week prior to this assessment.
3. The assessment answer period is 26 hours.
4. The assessment date is 29 June 2020 (Monday), 0830am until 30 June 2020 (Tuesday), 1030am.
5. Answer ALL questions in handwriting.
6. Please make sure you include your personal information such as NAME and MATRIC NO in each of your answer page(s).
RULES OF ACADEMIC DISHONESTY ARE ADHERED IN THIS ASSESSMENT
ALL THE BEST
QUESTION 1 (40 MARKS: 26 HOURS)
Referring to the article titled “Industry 4.0 and its impact on the functioning of supply chain” by Szozda (2017):
(a)Explain the supply chain revolution below:
(i)Lean supply chain
(4 Marks)
(ii)Flexible or agile supply chain
(10 Marks)
(iii)Migratory supply chain
(10 Marks)
(b)Discuss FOUR (4) advantages and disadvantages of Industry Revolution (IR4.0) on supply chain management and give an example for each from the case in the article.
(16 Marks)
END OF QUESTION
1
Method of Quality Management
TOPIC 8
Introduction
Quality Management Defined Involves planning and controlling activities to ensure the product or service is fit for purpose, meeting design specifications and the needs of customers.
Quality-related Costs
Quality-related CostsPrevention costsCosts of preventing defects before they occur. Designing product and services with built in quality.Training employees in the best ways to do their job.Appraisal costsThe costs of quality inspection and testing.Internal failure costsThe costs arising from a failure to meet quality standards. Occurs before the product/service reaches the customer. For example:Cost of re-working parts.Re-inspection costs.Lower selling prices for sub-quality goods.
Quality-related Costs…External failure costsThe most arising from a failure to meet quality standards. Occurs after the product/service reaches the customer. For example:Costs of recalling and correcting products.Cost of lost goodwill.
Traditional Approach to Quality ManagementAssociated with the inspection of quality management:Inspection costsChocolate was inspected and tested as it come off the production line.Internal failure costsAny sub-quality goods were sold at a lower price. Mis-shapes were odd shaped chocolates that could not be used in a box of Roses or Milk Tray chocolates.External failure costsArose when sub-standard product reached the customer. For example, in 2006 more than one million Cadbury chocolate bars were recalled in the UK after salmonella was found in some Cadbury products.Allows for built in waste. However, waste reduces pr ...
This ISO 45001:2018 Occupational Safety & Health Management System Framework shows the interrelationship among the various clauses. It helps in designing the management system.
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.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
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Business Valuation Principles for EntrepreneursBen Wann
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Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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
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This article provides a comprehensive guide on how to
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
8. KAIZEN-The Practice On the spot improvement Improved work procedures New System and Facility improvement Results Inexpensive Mostly inexpensive Small investment Implementation Cost Individual work area Group Work area Systems and Process Target Everyone QC Circles Managers and Professionals Involves Common Sense Seven QC Tools Seven QC Tools New Seven Tools Seven QC Tools New Seven Tools Professional Skills Tools Individual Group Management
16. KAIZEN and INNOVATION Better suited in fast growth economy Works well in slow growth economy 10. Advantage Large investment but little effort to maintain Little investment but great efforts to maintain 9. Practical Requirements Technology People 8. Effort Orientation Scrap and Rebuild Maintenance and Improvement 7. Mode Individual ideas and efforts Collective group efforts, systems approach 6. Approach Selected champions Every-one 5. Involvement Abrupt and volatile Gradual and constant 4. Change Intermittent and non-incremental Continuous and Incremental 3. Time frame Big Steps Small Steps 2. Pace Short term and dramtic Long-term and business as usual 1. Effect INNOVATION KAIZEN
17. Another comparison of Innovation and KAIZEN Innovation KAIZEN Creativity Individualism Specialist-oriented Attention to great leaps Technology-oriented Information: closed, proprietary Functional (specialist) orientation Seek new technology Line + staff Limited feedback Adaptability Teamwork (systems approach) Generalist-oriented Attention to details people-oriented Information: open, shared Cross-functional orientation Build on existing technology Cross-functional organization Comprehensive feedback
22. SIX SIGMA DEFINATIONS 6 σ 3.4 99.9997% 5 σ 320 99.98% 4 σ 6 210 99.4% 3 σ 66 800 93.3% 2 σ 308 000 69.2% 1 σ 690 000 30.9% Your Sigma is… Your DPMO is…. If your yield is…
23.
24. Six Sigma Performance Source: The Six Sigma Way by Peter Pande and Others Less than 2 crashes 4100 crashes Out of every 500,000 computer restarts 1.8 seconds of dead air 1.68 hours of dead air For every week of TV broadcasting per channel 1 misdelivery 3,000 misdeliveries For every 300000 letters delivered With Six Sigma Quality With 99 % Quality
25.
26. Six Sigma Results 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. Annual Savings Company *$1.5 billion (*since inception in 1998) JP Morgan Chase $600 million Honeywell $500 million Johnson & Johnson $ 16 billion (*since inception in 1980s) Motorola $2.0+ billion General Electric
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29. D efine C ontrol I mprove A nalyze M easure D efine the problem and customer requirements. M easure defect rates and document the process in its current incarnation. A nalyze process data and determine the capability of the process. I mprove the process and remove defect causes. C ontrol process performance and ensure that defects do not recur. “ Common sense” doesn’t mean “commonly done” or when done, done well. Six Sigma Methodology
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34. Define - Performance Standards 1 opportunity for a defect per scheduled delivery of freight. No. of defect opportunities per unit Delivery earlier or later than 1 hour. Defect Scheduled time or zero minutes deviation Target LSL = -60 minutes USL= +60 minutes Specification limits 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. Project Y measure Timely delivery Output characteristic A scheduled delivery of freight Output unit
45. Six Sigma & Kaizen- The Difference RELIES UPON GROUP DYNAMICS FIXED PLAN OF IMPLEMENTATION Difficult and High Cost Simpler and Low cost Implementation Improve Existing System Statistical Method Improvement Framework-DMAIC Improve Existing System Human Based Approach YES YES Continuous Improvement YES YES Quality Improvement SIX SIGMA KAIZEN