This document discusses the concept of Kaizen management and 5S. It begins with an introduction to Kaizen, defining it as continuous improvement and noting its focus on small, incremental changes. It then covers the 5S methodology, which consists of 5 Japanese words: Seiri (Organization), Seiton (Neatness), Seiso (Cleaning), Seikestu (Standardization), and Shitsuke (Self-Discipline). The document provides examples and explanations of how to implement each element of 5S to organize and clean a workplace for improved efficiency and productivity.

1. KAIZEN Management
Graduate School of Commerce
Waseda Business School
Professor
Dr. Seiichi FUJITA
fujitas@waseda.jp
http://www.wiaps.waseda.ac.jp/user/fujita/
KAIZEN Management
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2. KM 1
KAIZEN Management
Characteristics of
Japanese Production
Systems
KM 2
Continuous improvement
KAI-ZEN
KM 3
What is Industry ?
Man-power
Machines
Materials
Methods
(4M’s)
Products
Services
4
Industry
Input Output
KM 4
Q, C, D
What are evaluation
criteria for the output ?
5
Q: Quality
C: Cost
D: Delivery
Industry
Input Output
KAIZEN
action
KM 5
KAIZEN is a corrective action.
KAIZEN is a feedback.
2
Industry
Input Output
KAIZEN
action
KM 6
KAIZEN is a Japanese word.
Contents
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3. KM 7
Definition of KAIZEN
KM 8
1. A selection of better means
or a change of current method
for achieving an objective.
The Japan HR Association
Definitions of KAIZEN
2. An accumulation of small changes
1
KM 9
The way of packing orangesThe way of packing oranges
in Japanin Japan
KM 10
It is difficult to open a net and put
oranges in the net at the same time.
Productivity: 1 net per min.
Orange Packing (1)
I need
help.
KM 11
Cooperation increases a work efficiency.
Productivity: 5 nets per min.
Orange Packing (2)
with 2 workers
1
KM 12
Can you think of a better
method to pack oranges?
A selection of better means
or a change of current method
for achieving an objective.
Productivity: 5 nets per min. with 1 worker 2
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4. KM 13
1. A selection of better means
or a change of current method
for achieving an objective.
The Japan HR Association
Definitions of KAIZEN
2. An accumulation of small changes
1Benjo
KM 14
Chopsticks
KM 15
Problem
Many Japanese children hold
their chopsticks improperly
KM 16
KAIZEN 1
Parents teach the proper way of
holding chopsticks
… but still difficult to use
KM 17
KAIZEN 2
Soft paddings (Japanese fish paste) were
attached to the ends of the chopsticks
… for some children, balancing the chopsticks is difficult
KM 18
KAIZEN 3
Training chopsticks were used for
teaching
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5. KM 19
KAIZEN is a
continuous improvement
Continuous = again and again, ongoing
KM 20
- I picked up a garbage and
put it in a trashcan.
- I wiped the windows and
made them clean.
- I used a mop to clean the gasoline
left on the floor.
KAIZEN is a small change to
make something better.
4
Where is a division between
our jobs and KAIZEN?
KM 21
A waitress was working
at a restaurant in Tokyo
KM 22
A small change of a method
- KAIZEN is to change a way of using
the mop
Any way to pick up the mop?
Any way to store the mop?
Any way to carry the mop?
KAIZEN is a small change
1
KM 23
stapler
KM 24
stapler
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6. KM 25
toothbrush
KM 26
Swatter
KM 27
tweezers
KM 28
KM 29
Improvement by
changing methods
How do we change methods?
KM 30
KAIZEN Steps
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7. KM 31
- Abolition
- Discontinuance
- Exclusion
- Removal
- Simplification
- Centralization
- Synchronization
- Standardization
- Management for exceptions
- Integration
- Combination
- Alternation
- Exchange
- Conversion
- Diversification
- Separation
KAIZEN Steps
4
KM 32
- Abolition
- Discontinuance
- Exclusion
- Removal
- Simplification
- Centralization
- Synchronization
- Standardization
- Management for exceptions
- Integration
- Combination
- Alternation
- Exchange
- Conversion
- Diversification
- Separation
KAIZEN Steps Review
3
KM 33
Elimination Remove this
sliding door
What is the use of the sliding doors?
KM 34
KAIZEN by “Elimination”
Before After
Why are shoe box doors needed?
1
KM 35
Before After
KAIZEN by “Elimination”
Why is the toilet cover needed?
1
KM 36
ToiletsCDG(Paris) Frankfurt
Hong Kong Ｔｏｋｙｏ
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8. KM 37
Before
After
KAIZEN by “Elimination”
No sleeves down-jacket is easy to work.
1
KM 38
The number of fluorescent lights
was reduced.
Reduce A fluorescent light
bulb was removed.
KM 39
KAIZEN by “Reduction”
Before
Are two bricks needed
to stop a car?
KM 40
Parking Lot
KM 41
After
Before
KAIZEN by “Reduction”
One brick is enough
to stop a car.
1
KM 42
Zebra Zone
1
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9. KM 43
Before
After
KAIZEN by “Reduction”
Side lines of
the zebra zone
are removed.
1
KM 44
Before After
KAIZEN by “Reduction”
A brush part of the toothbrush is
not necessarily long.
1
KM 45
toothbrushes
KM 46
By watching the ribbon movement,
one can recognize that the air
conditioner is working.
Change
KM 47Motion Picture KM 48
KAIZEN by “Change”
Before After
The hollow about the key hole
smoothes the key movement.
1
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10. KM 49
Before After
KAIZEN by “Change”
To oil the pan, a small teapot is
more convenient than a ladle.
1
KM 50
Motion Picture
KM 51
Before After
KAIZEN by “Change”
Stairways at the railway station
should have signs of up and down.
1
KM 52
At JR Kurume StationAt JR Kurume Station
KM 53 KM 54
Rush Hour
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11. KM 55
Before After
KAIZEN by “Change”
The shape of the hanging strap
fits the hand.
1
KM 56
Hanging Straps in JR trains
KM 57
Hanging strap inHanging strap in
Hong Kong subwaysHong Kong subways
The Japan HR Association
to Suggestion System
KM 58
Suggestion System
vs.
KAIZEN Suggestion System
KM 59
Suggestion System
You suggest your ideas, and I will
examine them and implement some
of your ideas later.
KM 60
Suggestion System Concept
Reward
Idea
Idea
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12. KM 61
KAIZEN Suggestion System
KAIZEN
sheet
Implemented KAIZEN ideas must
be submitted
KM 62
Workers’
responsibility
Workers’ responsibility
Management responsibility
Management
responsibility
Suggestion System
KAIZEN Suggestion System
Difference (1)
generation
Idea
KM 63
Suggestion System
Propose improvement ideas for any
activity in the company.
KAIZEN Suggestion System
Propose only improvement ideas
which will improve your own work.
Difference (2)
KM 64
KAIZEN
Memo 1
KM 65AOTS KAIZEN KM 66AOTS KAIZEN
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13. KM 67Reward KM 68
Award Payment for Each
KAIZEN Suggestion (1999)
2
8
88
79
80
21
192
30
89
14
0 50 100 150 200 250
0
1-99
100-199
200-299
300-399
400-499
500-599
600-999
1000-2999
over 3000
JpnYen
Surveyed 603 companies
Average 321 yen
KM 69
Implementation Survey
No. of Participated Companies
0
100
200
300
400
500
600
700
800
900
73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99
Implementation rate
Participation rate
60
65
70
75
80
85
90
95
82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99
1
KM 70
1. Small change
2. Medium change
3. Big change
(KAIZEN)
(Small group
activities)
(Innovation)
--- By individual effort, a better
way of proceeding a job is
considered. (Idea creation)
--- By group effort, a better way
is proposed by following
predetermined steps (or rule).
--- By investments in new technology
or equipment, dramatic alterations
are achieved.
Different styles of change
2
KM 71
Process
ChangeTool Change
Tomato Juice 1
KM 72
Nikkei News,
Nov. 22,1997
Newspaper
Article
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14. KM 73
Hydroponics CultivationHydroponics Cultivation
6000 tomatoes6000 tomatoes
1
KM 74
Material
Change
Process
ChangeTool Change
Tomato Juice
2
Man-power
Machines
Materials
Methods
(4M’s)
Industry
Input Output
KAIZEN
action
KM 75
Breakthrough
Status quo
Management
Staff
Floor people
Two Attitudes
1
KM 76
K
A
IZEN
Status
quo
Innovation
K
A
IZEN
Status
quo
Management
Staff
Floor people
Management
Staff
Floor people
Innovation
Japanese firms
Non-Japanese firms
Two Attitudes
1
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15. 5S 1
Source: Takashi Osada “The 5S’s: Five Keys to a Total Quality
Environment” APO, 1991.
5S KAIZEN
5S 2
?What is
5S 3
1. Sei-ri (Organization)
2. Sei-ton (Neatness)
3. Sei-so (Cleaning)
4. Sei-ke-tsu (Standardization)
5. Shi-tsu-ke (Self-discipline)
5S ONCSS
5S stands for 5 initials of the
following Japanese words:
5S 4
5 Steps for improvement
KAIZEN
International 5S
5S 5
Dictionary definition:
To put things in order (or organize them)
according to a specific rule or principle.
Industrial definition:
To distinguish between necessary things
and unnecessary things, and getting rid
of what you do not need.
Seiri = Organization
5S 6
Why is my desk getting messy?Why is my desk getting messy?
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16. 5S 7
Why messy?
Necessary Unnecessary
Not necessary
now, but maybe
in the future
Every item on my desk belongs to the gray circle
5S 8
Do you throw these
things away?
It works!
It has a value!
It’s still new!
It’s usable!
It looks nice!
Not necessary
now, but maybe
in the future
5S 9
For example:
Small erasers
Short pencils
Notebook
Tie pin
5S 10
The first step
to assist your
decision to “throw
away or save” is a
Red tag movement.
at Japanese companies
5S 11
Red tagRed tag movementmovement
5S 12
At the beginning of each month,
put a red tag on every item.
During the month, remove the red
tag when item is used.
At the end of the month, decide
whether the item with the tag is
necessary or not.
Red tag movement
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17. 5S 13
Wooden
Pallet
5S 14
1. Classification management
(Necessary & unnecessary things)
2. Red tag movement
For unnecessary things, find
their true causes.
Key Words:
5S 15
Before
After
T. Sugiyama “The 5S Approach to Improvement” PHP, 1995
5S 16
SEIRI
SEITON
Red tag
movement
Necessary
things
Not necessary
now ,but--------
Unnecessary
things
Cleaned workplace
Disposal
5S 17
Dictionary definition:
Establishing a neat layout so that you can
always get just as much of what you need
when you need it.
Industrial definition:
It is a way of eliminating
search.
Seiton = Neatness
5S 18
Question
How long is your patience?
5 minutes?
2 minutes??
or
5 seconds???
When you ask someone to bring a
hammer, how long can you wait
without getting mad?
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18. 5S 19
Tool Box
30 Second Rule
5S 20
K.P.Shrestha (Nepal)
5S 21
The Japan HR Association
30 Second Rule30 Second Rule
5S 22
1.Design an efficient layout.
(Functional storage)
2.Eliminate search
(Less search)
Everything should have a name.
(A place for everything and everything in its place)
Reserved seats
Key Words:
5S 23
Before
After
T. Sugiyama “The 5S Approach to Improvement” PHP, 1995
5S 24
Posters of Seiri
Malaysia, AOTS Oman
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19. 5S 25
Malaysia, AOTS Oman
Posters of Seiton
5S 26
Definition:
Eliminating trash, filth, and
foreign matters for a cleaner
workplace. Cleaning as a form
of inspection.
Seiso = Cleaning
5S 27
Keep things clean
(Caring attitude)
+ Inspection
Key Words:
5S 28
Sanitation engineers
Laundry
Dry cleaner
Janitor
Garbage collector
Pollution control operator
Clean-room designer
One-third (1/3) or one-fourth (1/4) of
the total investment amount is used
for cleanliness.
Cleanliness is a big business today.
5S 29
Cleanliness
Mumbai (India) Churchgate station Oct ‘05
5S 30
Marugoto 5S Tenkai Daijiten, Nikkan-kogyo Shinbun, 1992
Broom
Mop
Dust pan
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20. 5S 31
Sei-ke-tsu
5S 32
Definition:
Keeping things organized, neat,
and clean, even in personal and
environment aspects.
Seiketsu = Standardization
SEIRI SEITON
SEISO
5S 33
Problem is something like ----.
What is “Problem” ?
5S 34
Benjamin B. Tregoe
“The New Rational Manager” Princeton Research Press, Shin-
kanrisha no Handanryoku (Japanese Edition), 1985
Ideal State Current State
GAP
Charles H. Kepner
5S 35
1. Define an ideal state
2. Standardize the solution
(5S standardization)
Documentation (ISO 9000)
Key Words:
1
5S 36
Kathmandu, NEPAL
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21. 5S 37
Streets inStreets in
KathmanduKathmandu
5S 38
Before
After
T. Sugiyama “The 5S Approach to Improvement” PHP, 1995
5S 39
Definition:
Doing the right things as a matter
of course.
Shitsuke = Self-discipline
5S 40
ATA Boiler Company
(at Petropolis near Rio de Janeiro)
Associated to Mitsubishi Heavy Industries Ltd.
5S 41
The Japan HR Association
Morning exercise
5S 42
ATA Boiler
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22. 5S 43
1. Habit formation
(Make it a habit)
2. Create a disciplined workplace
Key Words:
5S 44
Click for Exercise
1. Wear your safety shoes
2. Exercise time
3. No smoking at workplace
Typical Shitsuke Activities
5S 45
Posters of 5S
Chennai, India
5S 46
5S in
Colombo
5S 47
Nepal Thailand
Posters of 5S
5S 48
Nepal
Posters of 5S
SEIRI
SEITON
SEISO SEIKETSU
SHITSUKE
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23. 5S 49Benefits of 5S
National Productivity
Board, Singapore
5S 50
At SIME Tyres (Malaysia)
5S 51
Why not start 5S today?
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24. JIT 1
KAIZEN in Just-In-Time
Production System
JIT 2
KAIZEN in Just-In-Time
Production System
Toyota Production System
Jay-eye-tea
J I T
JIT 3
Reduction of Production Lead Time
Source: Sanno College “Seisan-shi Textbook”
“What issue/concept will be most
important to you in the 1990’s ?”
Order ReceiptDelivery
Production
Production Lead Time
JIT 4
Source: Suzuki “The New Manufacturing
Challenge”
KANBAN
Supermarket Concept &
KANBAN System
JIT 5
Source: Weekly Diamond ’91.11.2
Push System
Pull SystemPush and Pull System
JIT 6
By Toyota Motor Company
The concept of producing or conveying
only those units needed,
at all stages of production.
just when they are needed,
in just the amount needed,
Just-In-Time (JIT) system
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25. JIT 7
This refers to the thoughtful use
of devices which eliminates
operator’s careless mistakes.
Note: “Poka” ----- Carelessness; Absent-mind
“Yoke”----- Elimination
Fool-proof (Poka-yoke)
JIT 8
Mistakes
Make mistakes for counting, measuring,
work sequence, setting, etc.
“I forgot things to do.”
“I missed the monitoring.”
“I did something which I should not do.”
JIT 9
Wrong operations 23%
Negligence (Forgetfulness) 48%
Source: “Poka-yoke activities“ Kanebo Chem.,1991
Kanebo Chemical, 1989
Analysis of Carelessness
0% 100%
( )
( )
JIT 10
Screw driver slips
and scratches the
product. Source: “Poka-yoke Daizukan” Nikkan-kogyo 1987
Poka-yoke Example 1
Never slips
JIT 11
Source: “Poka-yoke Daizukan” Nikkan-kogyo 1987
Non-defective
Defective
Fool-proof device
Poka-yoke Example 2
Bending Machine
JIT 12
Have you ever been to a bakery shop?
Kumasi, Ghana
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26. JIT 13
When you visit a Japanese home,
you must take off your shoes.
JIT 14
Something in shoes
JIT 15
Poka-yoke Exercises
JIT 16
Exercise 1 Brush?
By unknown
Where is a brush?
Inside the tank?
?
JIT 17
Poka-yoke Solution
By unknown
The brush
is tied with
a rope.
JIT 18
Exercise 2
The worker stirs the liquid in a
tank and add some additives.
“Did I already add
additives?”
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27. JIT 19
Poka-yoke Solution
Before stirring the liquid,
put additives in cups.
JIT 20
Jidoka refers to the ability of
production equipment, including
a single machine, to sense a
malfunction of the machine.
Autonomation (Jidoka)
Autonomous Automation
JIT 21
Stop! I don’t know.
Simple automationJidoka
Autonomation (Jidoka):
Automation with a human touch
JIT 22
Andon board (an electrical
board)
JIT 23
Koshibata (primitive loom) Back strap loom
Three processes of weaving
JIT 24
Loom with non-stop shuttle change, 1924
(Sakichi Toyoda, 57years old)
Automatic loom, type G
In 1929, Platt Brothers of England requested
technology licensing agreement from Toyota.
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28. JIT 25
The goal of single minute
set-up movement is to
reduce the set-up time to
less than 10 minutes.
Single minute exchange of die
(SMED)
Single minute
JIT 26
Stamping Machine
Old style Modern style
13.1 tons
JIT 27
Make a knot, but you must
hold both ends of the rope.
Question
JIT 28
Demonstration 1
JIT 29
Demonstration 2
JIT 30
The Trick of the Magic
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29. JIT 31
Masking
tape Paint an arrow
Trash can Spreadsheet
Source: The Japan HR AssociationExample (1)
JIT 32
Advanced Preparation
JIT 33
Can you put your tie
within 5 seconds?
JIT 34
10 minutes look too short to
replace
both upper and lower dies
Time Savings
JIT 35
U-shaped washer Nut and bolt
Pear-shaped holes
Source: H. Hirano “Me de mite wakaru JIT Seisan Hoshiki” Nikkan-kogyo Shinbun, 1990
Example (2)
JIT 36
Demonstration
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30. JIT 37
KAIZEN in Toyota
A single KAIZEN effect may be
small, but with continuous
accumulated effort, it can
produce good results.
JIT 38
Toyota’s spirit
Squeeze out a last drop
out of a dried towel.
Waste Elimination
JIT 39
1. Waste from over-production
2. Waste of waiting time
3. Transportation waste
4. Processing waste
5. Inventory waste
6. Waste of motion
7. Waste from product defectives
5. Inventory waste
Seven Wastes
JIT 40
Source: “Stockless Production” Nikkan-kogyo Shinbun, 1989
Stockless Production Contents
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31. Reference books
Many reference books are available. You may search “Amazon.com” by putting one of the following
keywords: KAIZEN, 5S, JIT or Toyota. Some reference books which are recommended to have a
deep understanding for KAIZEN Management are listed as follows:
1. Tozawa Bunji, Norman Bodok “The Idea Generator: Quick and Easy Kaizen” PCS Press 2001
2. Imai Masaaki “Kaizen (Ky’zen): the key to Japan’s competitive success” McGraw Pub. 1986
3. Japan Human Relations Association “The improvement engine: creativity & innovation through
employee involvement: The Kaizen Teian system” Productivity Press, 1995
4. Osada Takashi “The 5S’s: five keys to a total quality environment” Asian Productivity
Organization, 1995
5. Hirano Hiroyuki “Putting 5S to work: a practical step-by-step approach” PHP Institute, 1993
6. Shingo Shigeo “A revolution in manufacturing: the SMED system” Productivity Press, 1985
7. Shingo Shigeo “A study of the Toyota production system from an industrial engineering
viewpoint” Productivity Press, 1989
8. Christensen Clayton “The innovator’s Dilemma” Harper Collins, 2003
9. Utterback James “Mastering the Dynamics of Innovation: How companies can seize
opportunities inn the face of technological change” Harvard Business School Press, 1994
10. Sugiyama Tomoo “5S approach to improvement” PHP Institute, 1998
11. Ohno Taiichi “Toyota production system: Beyond large-scale production” Productivity Press,
1988
12. Shingo Shigeo “ “Non-stock production: The Shingo System for Continuous Improvement”
Productivity Press, 1995
13. Liker Jeffrey “The Toyota Way: 14 Management Principles from the World’s Greatest
Manufacturer, McGraw-Hill 2004
14. Robinson, Alan (Editor) “The continuous improvement in Operations: A systematic Approach
to Waste Reduction” Productivity Press, 1991
15. Japan HR Association “KAIZEN Teian I: Development systems for Continuous Improvement
through Employee Suggestions” Productivity Press 1992
16. Japan HR Association “KAIZEN Teian II: Guiding Continuous Improvement through
Employee Suggestions” Productivity Press, 1992
17. Japan HR Association “The Idea Book: Improvement through TEI (Total Employee
Involvement)” Productivity Press
18. Hirano, H. “JIT Factory Revolution: A Pictorial Guide to Factory Design of the Future”
Productivity Press. ISBN 0-915299-44-5
19. Majima, I. “The shift to JIT: How people make the difference” Productivity Press.
ISBN0-9915299-93-3
20. Monden, Y. “Toyota Production Systems” Institute of Industrial Engineers. 1983
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32. KAIZEN awareness check 1
1. A driving force to KAIZEN activities is
a. Monetary award
b. Problem consciousness
c. Workers' motivation
d. Management skill
2. "Innovation" (in contrast to KAIZEN) is
a. A short cut approach
b. A new fashion
c. A good management
d. A big change
3. KAIZEN is defined as
a. An accumulation of small changes
b. A quick way of changing your work
c. A method to increase productivity
d. A good manner
4. KAIZEN steps are defined as
a. Change - Eliminate - Reduce
b. Reduce - Change - Eliminate
c. Eliminate - Reduce - Change
d. Simplify - Combine - Remove
5. Approximately what percent of Japanese companies seems to adopt KAIZEN
suggestion system?
a. 40%
b. 70%
c. 90%
d. 100%
6. Japanese production managers believe that the most important issue/concept for
production management in 1990's is
a. Reduction of production lead-time
b. Integration of production and sales
c. Improvement of customer service
d. Marketing research
7. An original idea of JIT came from
a. Drive-in theater
b. Fast food restaurant
c. Supermarket
d. Gas station
8. KANBAN which is used in JIT production systems is
a. A tool to supply products to customers
b. A tool to fill up parts which are used.
c. A sign for alarm
d. A billboard
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33. 9. "Poka-Yoke (Fool proof) devices" are
a. Protection devices from earthquake and typhoons
b. Devices which increase production volume
c. Devices which motivates production workers
d. Devices which eliminate operator's careless mistakes
10. A purpose of minimum inventory (stockless production) is
a. To find out (or visualize) problems to be improved.
b. To enhance management capability for the risk.
c. To make inventory control easy.
d. To save inventory cost.
11. The 5S stands for
a. Five times more satisfaction
b. Five keys for success
c. Five Japanese words with an initial S
d. Five factors for a work improvement
12. The average time allowed to fetch (search, find and bring back) a hammer is
a. 10 seconds
b. 30 seconds
c. 60 seconds
d. 90 seconds
13. For a facility investment, approximately how much is used for cleanliness?
a. 80% of the investment cost
b. 60% of the investment cost
c. 30% of the investment cost
d. 10% of the investment cost
14. The essence of "Seiso (cleaning)" is
a. An inspection
b. Picking up a garbage
c. A search
d. A standardization
15. The essence of " Shitsuke (self-discipline) " is
a. To set up a rule
b. To let people greet to each other
c. A communication
d. A habit formation
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34. KAIZEN awareness check 2
[KAIZEN]
1. A driving force to KAIZEN activities is
a. Monetary award
b. Problem consciousness
c. Workers' motivation
d. Management skill
2. "Innovation" (in contrast to KAIZEN) is
a. A short cut approach
b. A new fashion
c. A good management
d. A big change
3. KAIZEN is defined as
a. An accumulation of small changes
b. A quick way of changing your work
c. A method to increase productivity
d. A good manner
4. What does KAIZEN change?
a. Change - Eliminate - Reduce
b. Reduce - Change - Eliminate
c. Eliminate - Reduce - Change
d. Simplify - Combine – Remove
5. KAIZEN steps are defined as
a. Change - Eliminate - Reduce
b. Reduce - Change - Eliminate
c. Eliminate - Reduce - Change
d. Simplify - Combine - Remove
6. For KAIZEN suggestion system, what type of ideas must be submitted?
a. Ideas to change company policy
b. Ideas to change your own work
c. Ideas to improve profit
d. Ideas to improve management style
7. Approximately what percent of Japanese companies seems to adopt KAIZEN
suggestion system?
a. 40%
b. 70%
c. 90%
d. 100%
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35. [JIT]
1. Japanese production managers believe that the most important issue/concept for
production management in 1990's is
a. Reduction of production lead-time
b. Integration of production and sales
c. Improvement of customer service
d. Marketing research
2. An original idea of JIT came from
a. Drive-in theater
b. Fast food restaurant
c. Supermarket
d. Gas station
3. A factor which makes your production schedule difficult is
a. A demand fluctuation
b. A marketing strategy
c. An employee involvement
d. A bonus incentives
4. KANBAN which is used in JIT production systems is
e. A tool to supply products to customers
f. A tool to fill up parts which are used.
g. A sign for alarm
h. A billboard
5. An aim of one-piece flow is
a. A high productivity
b. A high flexibility
c. A low defective rate
d. A low cost
6. "Poka-Yoke (Fool proof) devices" are
a. Protection devices from earthquake and typhoons
b. Devices which increase production volume
c. Devices which motivates production workers
d. Devices which eliminate operator's careless mistakes
7. A purpose of minimum inventory (stockless production) is
a. To find out (or visualize) problems to be improved.
b. To enhance management capability for the risk.
c. To make inventory control easy.
d. To save inventory cost.
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36. [5S]
1. The 5S stands for
a. Five times more satisfaction
b. Five keys for success
c. Five Japanese words with an initial S
d. Five factors for a work improvement
2. The purpose of the“Red Tag Movement” is
a. To distinguish the necessary things and unnecessary things
b. To clean up a workplace
c. To decorate products
d. To find the shortest way of achieving an objective
3. The average time allowed to fetch (search, find and bring back) a hammer is
a. 10 seconds
b. 30 seconds
c. 60 seconds
d. 90 seconds
4. For a facility investment, approximately how much is used for cleanliness?
a. 80% of the investment cost
b. 60% of the investment cost
c. 30% of the investment cost
d. 10% of the investment cost
5. The essence of "Seiso (cleaning)" is
a. An inspection
b. Picking up a garbage
c. A search
d. A standardization
6. A “problem”is defined as
a. Homework assignment
b. Objects which you must attack
c. A gap between ideal state and current state
d. Something which you can buy at supermarket
7. The essence of " Shitsuke (self-discipline) " is
a. To set up a rule
b. To let people greet to each other
c. A communication
d. A habit formation
8. The value of“fixed-position photographic approach” is
a. Employees’ involvement
b. Customer satisfaction
c. Job rotation
d. Quality improvement
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37. Conference materials from Website
For participants who would like to receive power point print-out materials for today’s
KAIZEN Conference, please download the files from the following URLs
(http://www.waseda.jp/ocw/index_e.html).
(Steps)
1. Click "Course List”on the left column of the screen.
2. Choose “2007 Management and Technology 1”（Click “Choose” button）
3. Click “Referring to Related Material” at the bottom of the screen.
4. View “OCW KAIZEN Management”.（Click “View” button）
5. Then you will find a menu page of the work.
(Three options)
1. When you simply like to view conference materials, click the icon named “Material
View”.
2. When you like to download the conference material in your computer, click the
icon named “PPT download”. Make sure to save each file in your computer. The
downloaded files (zip files) need to be unpacked for opening individual file. It will
take five to ten minutes for downloading.
3. When you like to see the video material, click the icon named “Video Introduction”.
It takes a little time to download the entire materials. Be patient!
Should you have any questions or further requests, feel free to send me an e-mail:
fujitas@waseda.jp
In order to read the downloaded materials, your computer must have Adobe Reader.
If you do not have it, please download the free software from the following URL:
http://www.adobe.com/products/acrobat/readstep2.html
Seiichi FUJITA
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38. Instructions: Draw sketches of “Before KAIZEN” and “After KAIZEN”
Use a DARK black pen or a THICK pencil
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