getahun tadesse eki general eki - jica · getahun tadesse copy right getahun ... kaizen costing. 6....

14/14/2016GETAHUN TADESSEDIRECTOR GENERAL‐EKI

Copy Right Getahun Tadesse Mar. 2016 DG EKI

24/14/2016 Copy Right Getahun Tadesse Mar. 2016 DG EKI

4/14/2016 3Copy Right Getahun Tadesse Mar. 2016 DG EKI

1.1 Vision Of Ethiopia KAIZEN (2010‐2025)


Japan‐1stGeneration

Singapore ‐2nd

Generation

Ethiopia‐3rdGeneration


Japan

• Quality movement• Private sector driven• Decentralized approach

Singapore

• Quality and productivity movement• Government driven• Institutionalized approach

Ethiopia

• KAIZEN movement.( QPCDSMEG)• Attitudinal change.• Government driven• Institutionalized & comprehensive approach


1. KAIZEN as a management philosophy.2. Three segments of KAIZEN.

Principles Systems Tools

3. Defined Rules and strategy aliened with Development Plan. Regulation Long term plan Annual plan

4. Defined road map. Three‐level technologies. Three level knowledge Three level out puts

5. Customized approach . Modeling KPTs Capacity building Organization

Integrated in ascending order

From simple to complex


1.5 STRATEGIC LEADERSHIP

National council

chaired by the Prime Minister.

Affiliated to the Ministry of Public

Service and HRD.

Independent and fully authorized Institute

established by law.


Transfer Adapt Own


Awareness Implementation Ownership


First‐Level‐K 2015


1. Testing

I

2. Institutionaliz

e

3. Implementati

on

4. Sustai

n

5. Ownership

Third Level 2025Second Level 2020First Level 2015


7. Company selection

8. Reconnaissance survey

9. Management oriented training

10. Frontline oriented training

11. Selection of work station

12. Establishing KAIZEN promotion teams

13. Preparing and implementing improvement plan

14. Providing guidance &counseling

3. Establish institutional infrastructure

4. Producing competent consultant5. Disseminating KAIZEN in TVETs6. Disseminating KAIZEN in

universities

15. Performance appraisal

16. . Acknowledging and rewarding best performers

2. Institutionalize

TIISO- MODEL – 5 steps

3Im

ple

me

nta

tion

16

1. Learning from abroad, Japan

2. Building local capacity

Test1. Test

17. Certifying KAIZEN consultants

10. Accumulation of Best Practices

19. Customizations

20. Defining Ethiopia Kaizen


First–Level‐KAIZEN1. KAIZEN Management 2. KAIZEN Systems 3.KAIZEN Tools

1. Brief History of the development of scientific Management from 1850‐1950.

2. The Emergence and Development of KAIZEN (Japanese Model)

i. Japanese Economic History in 1950s and the Quest for Learning from abroad.

ii. The Role of JPC,JUSE and JMA in Knowledge Transfer and Productivity Movement.

iii. TOYOTA KAIZEN

iv. Principles of KAIZEN management and the development of KAIZEN from 1950onwards.

3. Experience of Singapore in KAIZEN Transfer (Singapore Model).

4. Ethiopia KAIZEN Model and Strategies.

1. PDCA ‐SDCA

2. Junior KPTs

3. Autonomous Maintenance

4. Problem Solving Methodologies

5. KAIZEN costing.

6. KAIZEN Consulting procedure

1. 3MUs

2. 5s

3. Soft Problem solving/MUDA Identification, elimination and standardization tools

i. Brain Stormingii. 5M+1I analysisiii. QPCDSEMG analysis,iv. Value Analysis‐ Process

evaluationv. Why‐Why Analysis,vi. 5W+2H

Expected Outcome ‐ Organized Work Place

1. A Comprehensive Understanding of KAIZEN

2. Mind set change

1. Implementing 1stlevel K‐System

2. Standard Process

1. Practicing 1st level K‐Tools

2. Work Standard4/14/2016 18Copy Right Getahun Tadesse Mar. 2016 DG

EKI

Second–Level‐KAIZEN1. KAIZEN Management 2. KAIZEN Systems 3. KAIZEN Tools

1. KAIZEN Management

i. Productivity management.

ii. Quality management

iii. Cost management.

iv. Delivery management

v. Policy management.

vi. Cross‐functional management.

vii. Daily management.

2. Basics of KAIZEN leadership‐Lean Leadership

1. Medium KPTs

2. TPS

3. TQM.

4. TPM

5. Appropriate Costing System (ABC, Direct, Standard, Target ..)

6. MRP

7. Production scheduling.

1. SOP.

2. 7 QC Tools/QC story.

3. Value stream Mapping

4. Quality control process chart.

5. Basic IEs.Time study motion study .Line balancingProcess analysis.Operation analysis.Control charts.Process capability index.Ergonomics Layout

6. Multi – Activity Analysis

7. Costing ( P = P-C).

8. Ratio‐delay study

9. Shortening set‐up time

Expected Outcome ‐ System Innovation

1. A Comprehensive Understanding of Advanced KAIZEN Management

2. Strategic Leadership

1. Implementing 2ndlevel K‐System

2. Standard Systems

1. Practicing 2nd level K‐Tools

2. Operation Standard4/14/2016 19Copy Right Getahun Tadesse Mar. 2016 DG

EKI

Third‐Level‐Kaizen1. KAIZEN Management 2. KAIZEN Systems 3. KAIZEN Tools

1. Advanced KAIZEN Management

i. Innovation Management

ii. Global Production Management

iii. Value Management

2. Advanced KAIZEN leadership‐Lean Leadership

1. IKT (Innovative KAIZEN Team)

2. TPM3. Advanced Analytical

Systems i. Competitive

Analysis

ii. Financial Analysis

iii. Value Analysis

iv. Business Modeling

v. Business Systems Analysis

vi. Idea generation methods

1. TRIZ

2. Off‐shoring

3. Production Sharing

4. Value engineering.

5. Quality function deployment

6. FMEA (Failure Mode EffectAnalyses)

7. FTA (Fault Tree Analysis)

8. Reliability Engineering

9. SMED (Single Minutes Exchange of Die)

Expected Outcome ‐ Innovation Management

1. Excelled Management

2. Lean Leadership

1. Implementing 3rd level K‐System

2. Company Model and Brand

1. Practicing 3rd level K‐Tools

2. World Standard


KPTs

5S Committee

QCC

TPM Committee

SOP Committee

TQM Committee


EKIIDIs/Ags/Cops

RKIsTVET

UniversitiesInstitutions Based KAIZEN

Teams/Leaders


Top management

Middle management

Team building KPTs.


KAIZEN Movement

JICA/EKI Capacity Building

EKI

IDIs+Ags+Corps

LMEs

EKI

LMEs IDIs+Ags+Corps

Food

Textile

Leather

Metal

Chemical

Universities

TVETs

Services

Construction

Logistics

Utilities

Tourism

Regions/Cities


3.1 Achievement of Capacity Building Project Phase Period Project Outputs

1. Piloting One year & 8 months

( Oct. 2009 ～May 2011 )

Pilot Project :

10 KU Members introduced to KAIZEN

30 Companies practiced KAIZEN

Manuals and teaching materials prepared

II Basic KAIZEN Three (3) years

( Nov. 2011 ～ Nov. 2014 )

Basic KAIZEN Capacity Development

57 EKI Consultants trained

131 Industrial extension agents trained

51 LMEs practiced in company training

198 MSEs practiced in company training

III. IntermediateKAIZEN

Five Years ( July 2015‐july 2020)

Intermediate or level II KAIZEN CapacityDevelopment.

18 MSC graduates joined the project4/14/2016 29Copy Right Getahun Tadesse Mar. 2016 DG

EKI

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Indicators Ranges

1 Improving work place from 17.5% to 65.38%;

2 Productivity of man power 1.29% to 60%

3 Productivity of machinery 25% to 75%,

4 Productivity of raw materials

4.76% to 19.74%;

5 Reduced defects 57.1% to 5%;

5 Reduced costs from 6% to 33%;

6 Reduce accidents 49.5% to 14.29%4/14/2016 34Copy Right Getahun Tadesse Mar. 2016 DG EKI

52,000 Management and Workers trained

5,200 KPTs Formed

Birr 2 Billions Worth Benefits Achieved


1stYear Birr 25 M

2nd year Birr 75 M

3rd d year Birr 500 M

4th year Birr 1.1 B

5th year 450 M( 6 Month)


Increased

Taxes

Salary and Bonus

Profits


2015 Birr 21 Million

2014 Birr 18 Millions

2013 Birr 11 Millions


4.3 IMPLEMENTATION FrontManufacturing

160 export industries

95 import substituting industries

HRD

120 TVETs

20 Universities

120 elementary and high schools

120 KGs

Services

30 construction companies

30 tourist organizations

60 strategic service

organizations

Capacity building

Train 150 KAIZEN

consultants at advanced KAIZEN

Establish KAIZEN Institutes in regions and

cities & develop their capacity at different levels.

Develop the capacity of

500 IDIs/Agencies/

Cops4/14/2016 44Copy Right Getahun Tadesse Mar. 2016 DG EKI

4.4 TRAINING 135,140 Trainees & 14,950 KPTs

Manufacturing • 98,000 trainees• 10,500 KPTs

HRD• 17,140 trainees • 2,450 KPTs

Services • 20,000 trainees• 2,000 KPTS


4.5 Performance Indicators

Copy Right Getahun Tadesse Mar. 2016 DG EKI4/14/2016 46

Opportunities

4.6 Opportunities, Threats and Countermeasures


Opportunities, Threats and Countermeasures


1.Craft national KAIZEN dissemination strategy.

2.Promote awareness of KAIZEN at the grass root level.

3.Expand and develop infrastructure.

Opportunities, Threats and Countermeasures


1. Started with two sectors organizational structure namely Manufacturing, capacity building & R&D– 8 departments

2. Now Reorganized in two four sectors‐ 18 departments– Manufacturing ‐ 5 department– Capacity building and regional support‐ 4 departments– Services and utilities‐5departments– Research, best practice and certification‐4 departments

3. Corporate service– HRM– Finance– Planning and project management– General service‐– Training – MSC, PhD, Short term, local and abroad

4. Salary and benefits now more than double. Eg Director 8,000‐20,0004/14/2016 51Copy Right Getahun Tadesse Mar. 2016 DG EKI

Thank YouJAPANE

K

I


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