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KAIZEN

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Kaizen is a Japanese word meaning Gradual, Orderly,

Continuous Improvement.

KIAZEN can be defined as:-

Continual improvement of working practices, personal life,

social life & home life as a business philosophy.

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What is Kaizen?

Kai :-Change

Zen :-For Betterment

When applied to the work place, kaizen means continuing

improvement involving everyone managers & workers

alike.

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Key Principle of Kaizen

-There is always room for improvement.

-Workers should be confident in giving suggestions for

improvement.

-Everyones opinion is valid and considered

-Discipline.

-Team work

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Kaizen leads to high productivity, quality & good

environment conditions, low cost & on time delivery.

Kaizen is a culture of sustained continuous

improvement focusing on eliminating waste in all

system & processes of an organization.

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Kaizen is related with day to day activities

-To eliminate MUDA, MURA, MURI.

-To improve productivity.

-To reduce cost

-To make operation standardization.-To improve quality.

-To improve on time delivery.

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Three Pillars of KAIZEN

- Top Management.

- Motivation.

- Recognition.

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Waste Elimination The person who is closest to the job knows more about the kind of waste thatexists in the process.

Waste of Correction(defects) Waste of Over-Production Waste of Motion Waste of Material Movement

Waste of Waiting Waste of Inventory Waste of Processing another Three Waste

Note: The memory aid for the 7 Types of Waste isCOMMWIP.

The 7 Types of Waste are:

Concrete Thinking

7 TYPES

OF

WASTE

Over-

Production

Processing

Material

Movement

or

Conveyance

Waiting

Inventory

Correction

Motion

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Human Motion--Walking to copier, printer, fax... Walking between

offices. Central filing. Going on a "safari" to find missing information.

Backtracking back & forth between computer screens.

Transportation & Handling--Movement of paperwork. Multiple hand-

offs of electronic data. Approvals. Excessive email attachments.

Distributing unnecessary cc copies to people who don't really need to

know. Waiting Slow computer speed. Downtime (computer, fax,

phone...).

Waiting for approvals--. Waiting for information from customer.

Waiting for clarification or correction of work received from upstream

process.

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New Waste Identified

Confusion--- Any missing or misinformation. Any goals or metrics that causeuncertainty about the right thing to do.

Unsafe or unergonomic--Office work conditions that cause, eye fatigue, chronic back

pain, or that compromise the health and productivity of workers in any way.

Underutilized human potential---Restricting employee's authority and responsibility

to make routine decisions. Having highly paid staff do routine tasks that don't requiretheir unique expertise. Not providing the business tools needed to perform and

continuously improve each employee's assigned work. Not trusting your people to stop

production to stop and fix a problem (jidoka). Not trusting your people to be

responsible for the cleanliness, maintenance, and organization of their own work area.

Not trusting people with a flat organization structure of largely self-directed teams. Not

expecting (and measuring) every person to contribute to continuous improvement.

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Mindset for KAIZEN

- Any thing and everything should be for improvement.

- Everything can and should be improved.

- Everyday should be an improvement.

-Dont criticize , suggest for improvement.

- Think of How to improve it instead of why it can be done?

- Think Beyond common sense.

- Collaborative approaches.

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Key Elements of KAIZEN

- KAIZEN mindset.

- Quality Circles.

- Suggestions (?).

-Discipline of workers

- Small group activities.

- Co-operation of Labour, Staff and management.

-TQM

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5 S

Seiri Sort

Seiton Set in Order

Seiso Shine

Seiketsu Standardize

Shitsuke Sustain

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6 STEPS FOR WORKING FOR KAIZEN

-Identify problem- waste- Opportunity for Improvement.

- Discuss with superiors.

- Supervisors review and encourages (Time Limit)

- Employee implements the idea

-Document the procedure.

-Share, recognize and accomplish.

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KAIZEN: Radical improvement

-Throw out traditional concepts (manufacturing)

-Think of new method (Positive and Negative aspects)

- Problems are beginning of new things- Not end

- Do not accept excuses, Deny Status Quo (Existing condition)

-Carry out WHY WHY Analysis.

-Correct mistakes immediately when observed.

- Collective approach better than individual approach.

-Dont seek perfection, accept nominal change.

-KAIZEN has NO LIMITS

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Implementation Method Step 1: Define Problem( Find Gap between Desired & Actual ) Tools:- 5 W & 1 H

Step 2 : Situation Capturing Tools :- 5 W & 1 H , Check sheet, Histogram, Pareto Chart

Step 3 : Analyze Causes Tools:- 5 Why, ( Brainstorming in small Group)

Step 4: Plan Countermeasures Tools - Technology, experience

Step 5 : DO, Implement Countermeasures

Step 6 : CHECK, Effect Confirmation Tools :- Find gap between Desired & Actual , Standardize in process

Step 7 : ACT, Rotate PDCA again. Ensure Stability of Process

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A P

DC

A S

DC

A P

DC

A S

DC

A P

DC

A S

DC

TIME

IMPROVEMENT

DEMINGS CYCLE PROCESS

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KAIZEN: THREE PRINCIPLES

-See BIG pictures.

-Create Learning NOT BLAME Culture.

- Consider Process: Be with the problems not with results.

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DOs and DONTs

Please make whatever small improvement you can, as often aspossible. For the same, any time you can ask for necessary help of your

Sub-ordinates or superiors and you should feel happy and proud

about it. Don't worry about failures. Continue to look for improvements. Report improvements without fail. Specify yours and colleagues role clearly. Also mention approximate investment made, if any. Start with our problems and not theirs. Start with easy areas. Make improvements part of daily routine. Never reject any idea before trying. Open mind is of utmost importance. Highlight problems, do not hide them

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Successful implementation

-Top Management commitment.

-Organization dedicated to promote KAIZEN.

- Appointing the best available personnel.

- Training and Education.

- Step by Step approach

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Questions/Doubts