Kaizen is a Japanese philosophy of continuous incremental improvement involving all employees. The document discusses how Kaizen principles can be applied to increase value and reduce waste in both manufacturing and service sectors through techniques like Kaizen events and suggestion systems. Implementing Kaizen successfully requires addressing issues at the process level, empowering frontline workers, and having strong leadership support.
This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
מצגת באנגלית הסוקרת את מאפייני הסביבה הכלכלית החדשה ואת ההשפעות שלהם על הנהלות ארגונים. מאת: פרופ'' יעקב קדם - ראש החוג להנדסת תעשייה וניהול בשנקר. המצגת הוצגה בועידה השנייה ל''ניהול רזה'' בסיאטל, ספטמבר 2002
Creating Value Through Digital Enterprise Transformation
Originally presented to XPX, CT Chapter. We look at what it takes to create value and reduce risk using digital enterprise transformation to improve your business processes, technology, and talent foundations.
Topics covered include building a roadmap, process improvement, systems improvement including ERP, CRM, BI/Analytics, and eCommerce, how to build a global organization, and how to build a professional management team.
This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
מצגת באנגלית הסוקרת את מאפייני הסביבה הכלכלית החדשה ואת ההשפעות שלהם על הנהלות ארגונים. מאת: פרופ'' יעקב קדם - ראש החוג להנדסת תעשייה וניהול בשנקר. המצגת הוצגה בועידה השנייה ל''ניהול רזה'' בסיאטל, ספטמבר 2002
Creating Value Through Digital Enterprise Transformation
Originally presented to XPX, CT Chapter. We look at what it takes to create value and reduce risk using digital enterprise transformation to improve your business processes, technology, and talent foundations.
Topics covered include building a roadmap, process improvement, systems improvement including ERP, CRM, BI/Analytics, and eCommerce, how to build a global organization, and how to build a professional management team.
operational excellence ...an excersice of leadership, deals with the implementation of an op ex project, including the tactical part but also taking care of people througout the change process
The digital world means business is changing. Learn what it means for how you run your business and how Ronan Consulting Group can help you grow into the next generation.
Ronan Consulting Group Small Business Services OverviewSteve Ronan
Explore the capabilities we bring to small businesses in a modern, technology-centric, and cost-effective way. We perform strategic projects to grow your business.
Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste.
Kaizen or Continuous improvement through suggestions of employees is a proven Japenese technique worth adopting by all. It is a necessary tool in Lean Manufacturing.
Beyond Kanban: Lean Thinking for Agile Teamsavpereira
The growing interest about Kanban in the Agile Community seems to reduce learning about Lean Thinking to one principle only: PULL. This talk was prepared for the Agile PT 2011 conference and provides an overview of the 14 Management Principles for developing a Lean Culture and how IT frameworks such as SCRUM or KANBAN for Software Development apply them.
It introduces Lean Leardership and People Development principles as well as fundamental Lean Practices beyond kanban such as Value Stream Mapping, Continuous Flow, Leveling (Heijunka), Stop and Fix (Jidoka), Visual Standards, Visual Controls and A3 Problem Solving.
Knowledge about these often overlooked principles and practices will help agile teams to see the whole and better understand the lean concepts behind agile frameworks such as SCRUM and KANBAN. They will be better equipped to create learning and adaptive organizations by solving problems in the implementation of agile
frameworks instead of spending time discussing which framework is better. After all, the goal is to "be lean and agile" and not to "do Lean" or "do Agile"
It has been designed for businesses/entrepreneurs by making it simple and efficient, so they can easily understand and implement it.
I have tried to make it comprehensive presentation to train employees, staff, companies for them to adopt Lean 6 Sigma or just Lean, what tools to use, reduce the errors in the process whether in the commercial sector, manufacturing sector, service sector or in defence, thus improving the productivity and profitability in today's competitive business environment.
Lean, Six Sigma and Innovation: Natural CompanionsIan R. Lazarus
Presented at the 2015 Congress on Healthcare Leadership for the American College of Healthcare Executives, this presentation introduces Lean and Six Sigma concepts, a case study on their implementation, the impact of company culture on successful implementation of Lean and Six Sigma and analysis of results.
Describes, what it means for the company to be agile, in which business areas you can use agile, as well as which organizational, process and cultural changes company undergo during agile transformation.
El contenido de esta ponencia quiere mostrar qué técnicas de Agile y Kanban pueden ser utilizadas y cómo pueden utilizarse a través de prácticas / ejemplos reales del día a día en un Service Desk.
operational excellence ...an excersice of leadership, deals with the implementation of an op ex project, including the tactical part but also taking care of people througout the change process
The digital world means business is changing. Learn what it means for how you run your business and how Ronan Consulting Group can help you grow into the next generation.
Ronan Consulting Group Small Business Services OverviewSteve Ronan
Explore the capabilities we bring to small businesses in a modern, technology-centric, and cost-effective way. We perform strategic projects to grow your business.
Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste.
Kaizen or Continuous improvement through suggestions of employees is a proven Japenese technique worth adopting by all. It is a necessary tool in Lean Manufacturing.
Beyond Kanban: Lean Thinking for Agile Teamsavpereira
The growing interest about Kanban in the Agile Community seems to reduce learning about Lean Thinking to one principle only: PULL. This talk was prepared for the Agile PT 2011 conference and provides an overview of the 14 Management Principles for developing a Lean Culture and how IT frameworks such as SCRUM or KANBAN for Software Development apply them.
It introduces Lean Leardership and People Development principles as well as fundamental Lean Practices beyond kanban such as Value Stream Mapping, Continuous Flow, Leveling (Heijunka), Stop and Fix (Jidoka), Visual Standards, Visual Controls and A3 Problem Solving.
Knowledge about these often overlooked principles and practices will help agile teams to see the whole and better understand the lean concepts behind agile frameworks such as SCRUM and KANBAN. They will be better equipped to create learning and adaptive organizations by solving problems in the implementation of agile
frameworks instead of spending time discussing which framework is better. After all, the goal is to "be lean and agile" and not to "do Lean" or "do Agile"
It has been designed for businesses/entrepreneurs by making it simple and efficient, so they can easily understand and implement it.
I have tried to make it comprehensive presentation to train employees, staff, companies for them to adopt Lean 6 Sigma or just Lean, what tools to use, reduce the errors in the process whether in the commercial sector, manufacturing sector, service sector or in defence, thus improving the productivity and profitability in today's competitive business environment.
Lean, Six Sigma and Innovation: Natural CompanionsIan R. Lazarus
Presented at the 2015 Congress on Healthcare Leadership for the American College of Healthcare Executives, this presentation introduces Lean and Six Sigma concepts, a case study on their implementation, the impact of company culture on successful implementation of Lean and Six Sigma and analysis of results.
Describes, what it means for the company to be agile, in which business areas you can use agile, as well as which organizational, process and cultural changes company undergo during agile transformation.
El contenido de esta ponencia quiere mostrar qué técnicas de Agile y Kanban pueden ser utilizadas y cómo pueden utilizarse a través de prácticas / ejemplos reales del día a día en un Service Desk.
Lean 6 Sigma in Hospitality Industry Conference Soliman Albrassi
LSSiHI is the first conference for hotel professionals addresses the operational efficiency of hotel processes, offering valuable perspectives on improving process outputs, enhancing service standards, optimising revenues and increasing bottom lines through implementing Lean six sigma philosophy.
Lean in Hospitality Industry -AJANTA Hotel,New DelhiTimothy Wooi
21st Century Qualifiers
The Lean Hospitality Industry
Benefits of Lean Hospitality
5S the Foundation to Lean Hospitality
Impact of a Lean hotel – Case Study
Summary
Presentación sobre Lean Office realizada durante el Congreso de Sistemas de Gestión y Mejora Continua del Centro de Calidada de UTN FRBA en el año 2011
It’s not a secret that the need to modernize traditional finance operations and evolve into a “Digital Finance” organization has become a key priority for finance leaders.
In this video recap of the webinar held on 12/11/ 2019; Raul Vega, Auxis CEO, discussed the key risks and challenges organizations typically face as part of their transformation journey, and how to develop and execute a strategy that provides the business case and outcomes you expect based on your specific company size and needs.
What was covered:
- What does Modern Finance really mean?
- Digitization as a Key Element of the Modern Finance Organization
- Most Common Tools you should be implementing as part of your Digital Finance journey
- What’s driving RPA’s growth?
- Implementation Strategies & Alternatives
- How Outsourcing can help finance executives self-fund their Digital Finance Strategy and drive faster outcomes
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
Pacific Northwest National Laboratory's Lean journey. A description of what we have learned and done over the last few years. We are just getting started, but already seeing good results from Lean and our efforts to become a learning organization. From Kaizen, to Kata, to Coaching, our focus on people has remained constant. In order to be our best we need our best out of our staff.
Presented at the National Laboratory Information Technology conference, Santa Fe NM
What is Lean Manufacturing? Lean Manufacturing is nothing but all about build a product in the most efficient and effective manner. This technique focuses on reducing waste and improving manufacturing processes.
Did you know? Over the years, enterprises have achieved 65% of higher project savings by adhering to Six Sigma methodology.
Leadership is a critical element in the success of both implementing and using Six Sigma Techniques and Tool to support process change and delivering value in conducting Six Sigma Projects. Having the role of Leadership defined and the necessary knowledge of the methods that will set the expectation of change within processes can inspire teams to stay focused and deliver timely results.
Areas covered in the webinar
- The WHO in Leadership supporting Six Sigma
- The WHY as it relates to the Business Goals and Objectives
- The EXPECTATION or VISION for change to deliver value
- The INVOLVEMENT and participation of leadership
- The SUPPORT and resources needed
- The AUTHORITY to make change happen
- The RECOGNITION of all who contributed to delivering the value
- The MOMENTUM to build on success and continuous improvement
For more details click here - https://www.invensislearning.com/webinar/leading-the-way-in-six-sigma
#sixsigma #leansixsigma #sixsigmablackbelt #sixsigmayellowbelt #sixsigmagreenbelt #sixsigmamethodlogy #sixsigmaprocess #sixsigmacourse #sixsigmavideo #sixsigmamanagement #leansixsigmamethod #SixSigmaTraining
About Invensis Learning
Invensis Learning is a leading training and professional development solutions provider. We deliver globally-recognized training and certifications to individuals and enterprises to aid key business transformations and help to stay relevant by closing skill gaps and cultivate an environment that fosters continuous learning. We have trained 10000+ professionals over wide portfolio of training and certification courses. We are a trusted partner of many Fortune 500 companies for training and development
For more details please visit: https://www.invensislearning.com/
The ROI of Scaling Agile - How to justify the investment in terms your CFO wi...Steve Elliott
You know the benefits of moving through an Agile transformation but the inevitable question always comes up - Does Agile really improve cost, schedule, productivity, quality and customer satisfaction compared to traditional methods?
Join Scott Blacker, VP of Products at AgileCraft and Phillip Manketo, Senior Agile Consultant at Eliassen Group, for an one-hour session as they share insight into how to justify your Agile investment.
. I have pursued a versatile career path and so there is potential to transfer my skills across different sectors and industries. I have obtained an interesting diverse working experience in various business environments over my career.
A showcase of gritty, warts-and-all stories about the transformation toward agility of some of Australia’s biggest companies.
From IIT Academy, Hong Kong - meetup.com/IITAcademyHK
· Learn about how a critical government data organisation achieved a 240%+ increase in productivity in just six weeks.
· Hear about the market transforming mobile payments app that reinvigorated one of Australia’s big four banks. Challenges involved resistance from the organisation from line staff through to senior sponsors.
· Hear about how a multi-year flagship project at one of Australia’s major home loan providers was rescued. Out of budget and under-featured, this project was reinvigorated in just 6 months. Complexities included offshore vendors, major time-differences in operations and multiple vendors involved in a complex build.
value creation on service through kaizen {rajesh.vesawkar@facebook.com}(online)
1. 1
Value creation on service sectorsValue creation on service sectors
through Kaizenthrough Kaizen
Mr. NK Khoo
Managing Consultant
Lean Sigma Institute, Malaysia.
www.leansigmainstitute.com
tanya@leansigmainstitute.com
International Conference on Productivity for
National Competitiveness
25-26 November 2005
Lahore, Pakistan
Organized by Pakistan National Productivity Organization
2. 2
The Kaizen UmbrellaThe Kaizen Umbrella
KAIZEN
改善
Customer orientation
TQC/Six Sigma
Robotics
QCC
Suggestion system
Automation
Discipline in the workplace
TPM
Kanban
Quality Improvement
Just-in-time
Zero defects
Small-group activities
Cooperative labor-
management relations
Productivity improvement
New-product development
Source: Kaizen, Masaaki Imai
3. 3
What Is Kaizen?What Is Kaizen?
Kaizen
• A Japanese term meaning gradual unending
improvement by doing little things better and
setting and achieving increasingly higher
standards
~ Lean Lexicon, ASQ
• Small improvements generated by hands-on
workers through the application of a variety of
structured, low-technology methods
~ Office Kaizen, ASQ
4. 4
Basic Kaizen ConceptsBasic Kaizen Concepts
Kaizen typically deals with
• Quality assurance
• Cost reduction
• Meeting production quotas
• Meeting delivery schedules
• Safety on the job
• New product development
• Productivity improvement
• Supplier management
Source: Kaizen, Masaaki Imai
5. 5
Two Kinds of KaizenTwo Kinds of Kaizen
Process Kaizen
(Elimination of waste)
Flow Kaizen
(Value-Stream Improvement)
Top Management
Middle Management
Supervisors
Workers
focus
8. 8
Japanese Management StyleJapanese Management Style
Innovative is followed by a series of Kaizen to maintain
and improve to a higher level of performance.
Time
Innovation
KAIZEN
KAIZEN
New Standard
New Standard
Innovation
9. 9
High Growth EconomicHigh Growth Economic
Maintenance
Top Management
Middle Management
Supervisors
Workers
Innovation (high technology)
10. 10
What Is Value and Value Added?What Is Value and Value Added?
Value: Expressed in term of how the specific
product/service meets the customer’s needs, at a
specific price, at a specific time.
Value Added: Activities that transform input into a
customer usable output. The customer can be
internal or external to the organization. The objective
is to eliminate all non-value added activities in
producing and providing goods or service
11. 11
A Food of ThoughtA Food of Thought
Application Typical Cycle
Efficiency
World-Class Cycle
Efficiency
Continuous
Manufacturing
5% 30%
Business Process
(Service)
10% 50%
Business Process
(Creative/Cognitive)
5% 25%
Source: M.L. George, Lean Six Sigma For Service
12. 12
What Is Waste orWhat Is Waste or MudaMuda??
OverproductionOverproduction
Waiting timeWaiting time
Unnecessary transportUnnecessary transport
Over-processingOver-processing
Excess inventoryExcess inventory
Unnecessary movementUnnecessary movement
DefectsDefects
Unused creativityUnused creativity
Waste
(Non-Value
Added)
Waste
(Non-Value
Added)
13. 13
What Is Waste orWhat Is Waste or MudaMuda??
Corrections
Overproduction
Inventory
Waiting
Motion
Underutilized people
Extra processing
Push & FIFOCurrent roles & responsibilities
Lack of training
Office layout No performance
measures
No standardized work
15. 15
Service % in GDPService % in GDP
Service operations comprise higher
percentage in GDP for developed countries
and rapidly growing around the world.
• USA 80%
• Malaysia 50%
16. 16
Manufacturing is a service?Manufacturing is a service?
Manufacturing
• 20% of product prices driven by direct
manufacturing labor
• 80% comes from indirect cost associated with
support and design functions (finance, human
resources, product development, purchasing,
engineering, marketing, etc.)
17. 17
Why do service have more problems?Why do service have more problems?
Three Main Causes
1. Basic human behavioral tendencies
• Work practices do not align with the
strategy
• No work standards for office/administrative
operations
2. Attacking problems with improper
approaches
• Believe new technology solves all
problems mindset
18. 18
Why do service have more problems?Why do service have more problems?
3. Addressing issues at the incorrect
process level
Level
Activities Example
Optimum
Leverage Point
Mega
Long-term strategy,
Markets, M&A, etc.
Should we issue a
credit card?
Rationalizing: Is
this a business we
should be in?
Macro
Mid-term tactical
planning
How/where do we
provide customer
service?
Make-Buy
Micro
Daily work How do we reduce
customer service
cycle time?
Process
improvement
19. 19
Why Toyota stands out than big three?Why Toyota stands out than big three?
MICRO
MACRO
MEGA
MEGA
MACRO
Performance
MICRO
Performance gap
Traditional Kaizen
Those company can execute better than competitors
at the micro level (process improvement) will be the
winner.
20. 20
A Food of ThoughtA Food of Thought
"The lack of initial Six Sigma emphasis in the
non-manufacturing areas was a mistake that
cost Motorola at least 5 billion over a four-
year period. (1987-1991)"
~ Former Motorola CEO, Bob Galvin
21. 21
Value Creation through KaizenValue Creation through Kaizen
Value
added or
Creation
Value
added or
Creation
Improve customer service, image,
expand into new market, etc.
Reduce cost, improve operational
efficiency, eliminate defect, etc.
More
sales ↑
Less cost of
capital ↓
KAIZEN: Creativity
before capital
KAIZEN: Creativity
before capital
22. 22
Example: Value Creation in theExample: Value Creation in the
GovernmentGovernment
Public
Services in
Government
Public
Services in
Government
Improve customer service, better
user-friendly investment climate,
more safer place to live, etc.
Improve operational efficiency,
prudent spending in budget, etc.
Win
mandate in
election
Less
taxation
KAIZEN: Creativity
before capital
KAIZEN: Creativity
before capital
23. 23
Two Common Kaizen ToolsTwo Common Kaizen Tools
1.Kaizen Teian (Suggestion System)
• To solicit creative ideas from all employees at
workplace
• To instill involvement and accountability
2.Kaizen Event
• To be a DNA or culture for process continual
improvement
• To utilize knowledge and know-how of people
at gemba.
24. 24
KaizenKaizen TeianTeian ObjectivesObjectives
1.Employees involvement & empowerment
• Encourage employee to participate
2.Employee skill development for enhancing
job performance (On-the-job-training)
• Optimize employee capability and creative
power
3.Achieve benefits
• Emphasis the benefits from the suggestions
26. 26
Success Factors in KaizenSuccess Factors in Kaizen TeianTeian &&
Kaizen Event ImplementationKaizen Event Implementation
Encourage
interest &
passion
Skill
DevelopmentMotivation
Bottom-
up
activities
Top & middle management
support and participation,
organizational structure, etc.
Education &
training, coaching,
mentoring, etc.
Understand vision,
recognition, award,
safety, etc.
27. 27
Upside Down Management SupportUpside Down Management Support
Gemba
Management
support
Customer
Expectations
Customer
Satisfaction
First-line workers
Top Management
28. 28
Kaizen Event @ Kaizen DMAICKaizen Event @ Kaizen DMAIC
Kaizen Event
• A few days, highly structured and coached intense
attack on waste in a process or work area by a
small group
When to use Kaizen
• Waste sources have been identified (Low-hanging
fruits)
• The scope of a problem is clearly defined
• Results are immediate and risk is minimal
29. 29
Kaizen Event @ Kaizen DMAICKaizen Event @ Kaizen DMAIC
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