The document provides an overview of a company orientation on Kaizen and quality control circles. It discusses the meaning of Kaizen as continuous improvement and outlines the Toyota Production System. It then explains the basic principles and significance of quality control circle activities, including selecting problems, grasping current situations, setting targets, and using the PDCA cycle. The document concludes by outlining best practices for presentations, including focusing on clear content for the intended audience and effective design and delivery techniques.

2.  In this orientationwe willlearn whatis…..
a) The meaningof KAIZEN.
b) TheToyota ProductionSystem. (not included)
c) What are the steps in problem solving. (QCRA – QC CIRCLE
REPORTof ACTIVITY)

3. PRESIDENT/CHAIRMAN
EVP
GM OFFICE for F&A
VEHICLE SALES
MANAGER
SERVICE MANAGER
PARTS MANAGER
TCUV MANAGER
FINANCE &
ACCOUNTING
CUSTOMER RELATIONS
OFFICER KAIZEN
HR and ADMIN

4.  Create Annual KAIZEN Plans & Programs for all Departments.
 Makes sure that Toyota Alabang will have at least 95% Scores on Toyota
Dealer Success Program (TDSP).
 In-Charge in OBEYA Room KPI updates monitoring.
 Facilitates DEALER-GENBA KAIZEN PRESENTATION (D-GKP) Report of all
KAIZEN CIRCLES
 In-House KODAWARI and EMS AUDITOR
 Facilitates KAIZEN Trainings and Seminars
 Attend activities @ TMP (Convention, Summit, Gen. Assy.,Trainings etc.)
 Participate / In-Charge in Kaizen Activities for all Departments.
 Assists the General Manager in planning of various assigned activities in
relation to the Kaizen
Obeya or Oobeya (from Japanese 大部屋 "large room" or "war room") refers to a form of project management
used in Asian companies (including Toyota) and is a component of the Lean Management.

5. What is KAIZEN ?
KAIZEN = CONTINUOUS IMPROVEMENT

6. MOTOROLA 1973

7. KAIZEN = CONTINUOUS IMPROVEMENT

8. 2nd Part of the Presentation

9. What is QC Circle Activity?
QC Circles are small groups formed by
ideally five to seven people working on the
front lines in order to continuously manage
and improve products, service and work.

10. The Fundamentals of QC Circle activities
QC Circle activities aim to:
develop members capabilities and
achieve self actualization,
make the workplace more pleasant,
lively and satisfying, improve
customer satisfaction and contribute to society.

11. The Basic Principles of QC Circle Activities
-Fully reveal human capabilities and
eventually draw out infinite possibilities.
-Respect humanity and build a pleasant,
lively and satisfying workplace.
-Contribute to the improvement and
development of the enterprise.

12. Significance of QC Circle activities
`“Solve the problem autonomously by participation
of all members” is the most important for QC
Circle Activities.
・Self-thinking, self-doing, self-ascertain and
appreciate fulfillment is very important for
increasing independence

13. •PDCA cycle is a cycle of making
a plan (Plan), implement it (Do),
check the results (Check), and
take necessary actions to
improve (Action)
Genchi Genbutsu means
visiting an actual site,
looking at actual objects and
investigating closely,
in order to understand the fact
accurately.

15. Introduction............................ such as introduction of the company
QC circle overview................. such as introduction of circle members
Process overview.................. overview a process related to the theme
Step 1: Select the work place problem
Step 2: Grasp the current situation
Step 3: Set a target
Step 4: Make an activity plan
Step 5: Analyze the cause
Step 6: Setup countermeasures
Step 7: Result of countermeasures
Step 8: Check the results
Step 9: Standardized and establish
Step 10: Reflect on the activity
PLAN
DO
CHECK
ACT

16. SELECT WORKPLACE PROBLEMS
PROPOSED
THEME
Will it make
the
work easier?
Can the circle
solve it by
themselves?
Can they
complete it
on
time?
What will happen
if the
problem is not
solved
now?
What will be
the benefit to
the company?
TOTAL
POINT
PRIORITY
RANKING
1
Delayed
Installation of
Toyota Genuine
Accessories
1. 25% under
2. About 50%
3. 75 & Over
1. Cannot do
2. Ask for help
3. Can do
1. Cannot
do
2. Can do
1. No change
2. Worsen
gradually
3. Worsen
suddenly
1. 25% under
2. About 50%
3. 75% over
14 1
2
Warehouse
Denial Parts
1. 25% under
2. About 50%
3. 75 & Over
1. Cannot do
2. Ask for help
3. Can do
1. Cannot
do
2. Can do
1. No change
2. Worsen
gradually
3. Worsen
suddenly
1. 25% under
2. About 50%
3. 75% over
12 2
3
Low Counter
Sales
1. 25% under
2. About 50%
3. 75 & Over
1. Cannot do
2. Ask for help
3. Can do
1. Cannot
do
2. Can do
1. No change
2. Worsen
gradually
3. Worsen
suddenly
1. 25% under
2. About 50%
3. 75% over
11 3

17. “ Bakit sabi nyo may stock
kayo pero wala naman pala sa
actual!”
- Clarisse/Vios-
POOR CUSTMER
SATISFACTION
LOW TDSP SCORE

18. Delayed Installation
of Toyota Genuine
Accessories
5% DELAYS
20% DELAYS
0% DELAYS

19. What Who
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT
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A
Step 1: Select
Workplace Problem
Kaizen
Circle
P
A
B
Step 2: Grasping the
Present Situation
Kaizen
Circle
P
A
C Step 3: Set a Target
Kaizen
Circle
P
A
D
Step 4: Make an Activity
Plan
Kaizen
Circle
P
A
D
Step 5: Analyze the
Cause
Kaizen
Circle
P
A
F
Step 6: Set-up and Carry-
out Countermeasures
Kaizen
Circle
P
A
G
Step 7: Results of
Countermeasures
Kaizen
Circle
P
A
H
Step 8: Check the
Results
Kaizen
Circle
P
A
I Step 9: Standardization
Kaizen
Circle
P
A

20. Delays in
Accessories
Installation
METHOD
Shortages of Accessories supply.
No order of accessories
Stocks are not replenished regularly
No SOP in ordering stocks 2
Difficulty to locate the unit
No specific installation area in
accessories
No Available Space 1
MP’s Commits right away to the client
MP’s promise time given by the MP miscalculated
MP’s are not aware for the Standard Flat Time 3
Over loading of work
High number of units w/ accessories to be installed
MP’s do not refer the Daily Workload Schedule of accessories installer
There is so many additional accessories to be installed
No proper schedule of workload 4

21. MATERIALS MAN
METHOD
Delayed unit delivery
Difficulty to locate the vehicle
in the workshop
Releasing team not aware
of unit location
No tool to visualize actual
location of unit
1
2
Delayed unit delivery
Long Billing Queue
Delayed Billing
Car jockey not readily available
Car jockeys are checklisting vehicles received
Frequent reopening of repair orders by SA
No confirmation of mode of payment and
additional discounts prior to unit releasing
Delayed unit delivery
No monitoring of units for release
No specific Person-In-Charge to monitor units for release
No dedicated car jockeys
for unit releasing
3
No SOP in monitoring units for release4
MACHINE

22. No Available Space
VERIFICATION RESULT
BAY AREA is only use for Brand New
Units for release.
Delay in accessorizing as
the installer have
difficulty to locate the unit
because there is no
available installation bay
0
50
100
150
200
On time
Delivery
Overloading of
Work
Incorrect
Unit Details
MP'S commit
right away to
client
Shortages of
accessories
supply
Unit is not
physically
available
No Available
Space
Product
Quality &
Damage
Items
18
7
1
3
6 1
6
5 3 2 3
N = 235
Period: Jan – Mar 10,2014
0.8 %
TRUE CAUSE

23. Assign one (1) or two (2) slots at bay area for units
with TGA Installation
Expected Effect Expected Cost Expected Lead Negative Influence for Comprehensive Circle Conclussion
Time other Department Evaluation all Members
Small Low Short Nothing Possible
Average Average Average
Large High Long Influencial Impossible
P – Coordination meeting with
Installer, BP, Car Jockey
D – Actual Implementation
C – Checking of consistency
A – Perform Necessary djustment
PDCA
Date: July
15,2014

24. Eliminated delays in accessories installation
BEFORE AFTERCOUNTERMEASURE
Assign one or
two slots at bay
area for units with
TGA installations
0
5
10
15
BEFORE KAIZEN AFTER KAIZEN
DELAYED CLIENTS
Jan –
Aug
2014
0
100%
Delayed due to No Accessories Bay Available
2

25. To increase the rate of Units to be done on time based on
Delivery Schedule from 80% to 97.5% starting August 2014.
0%
20%
40%
60%
80%
100%
120%
JANUARY- MARCH 2014 TARGET JULY - AUG 2014
80%
97.5%
96%
96% Target Achievement after Kaizen

26. WHAT WHEN WHERE WHO WHY
Assign one slot at
dispatch area for units
with TGA installations
Daily Service Bay Installer For faster installation of
accessories
SOP in Replenishment
of Accessories Daily Accessories Counter AIC
To monitor the availability
of every accessories
Attending the meeting
on MP’s meeting Weekly TAI Conference Room AIC
To ensure MP’s are aware
of accessories lead time
Accessories Installation
Schedule Monitoring
Sheet
Daily Parts Department AIC
To monitor the preparation
and schedule installation
Daily Monitoring
Accessories Sheet
Before and After
Accessories
Installation
Parts Department AIC To verify the start – finish of
installation

27. “ Do something with focus and
interest for a brighter
tomorrow….
- Imelda Benitez
“ I am proud to be a member of
Kaizen Team…
- Joey Liza
“In this activity, I learned the
true meaning of teamwork. I
appreciate the efforts of my
co-team members in giving
their ideas, suggestions. I am
happy and I enjoyed this
activity.”
- Ely Mariano
“ TEAMWORK is a key to make
our kaizen successful….
- Chito Mangona
“ Doing a kaizen project needs
an extra time aside from
fulfilling our major task, but its
all worth it….
- Irene Ullamot

28. The group has been performing as one
team, communicating very well with
each other to find better solutions to the
problems caused by the root causes
they have found out.
They have increased their awareness of
what “Team Work” is that gave them
better results to reach their goals..
Congratulations!
.
Product Quality C
Production Volume A
Cost Reduction B
Meeting Deadlines A
Improving Safety B
Workplace Improvement B
Benefits of the Company
Large effect = A Small effect = B No effect = C

29.  3 IMPORTANTTHINGS INPRESENTATION
◦ 1.Content -
 1.1 – Whatis thepurpose of your presentation?
 1.2 – Who is your audience?
 1.3 – contentanddelivery should focused on your goal
2. Design –
2.1 – Use only one or twodifferent fonts.
2.2 – Use only few colors except for highlights.
2.3 – should beeye friendly.
3. Delivery –
3.1 – Believe in yourself.
3.2 – practice,practice, practice,Itis very importantthatyou know what
you aresaying.