Toyota 5S System

The 5S
Seiri sort (housekeeping)
Seiton set in order (workplace organization)
Seiso shine (Cleanup)
Seiketsu standardize (Cleanliness)
Shitsuke sustain (Discipline)
Visual workplace
Benefits of 5S
Reduce waste hidden in the plant
Improve quality and safety
Reduce lead time and cost
Increase profit
Seiri sort
Ensuring each item in a workplace is in its proper
place or identified as unnecessary and removed.
Sort items by frequency of use
Get rid of unnecessary stuff
Bare essentials for the job
Red Tag system
Can tasks be simplified?
Do we label items, and dispose of waste frequently?
Red Tags

Seiton set in order
Time spent looking for things, putting away
Arrange materials and equipment so that they
are easy to find and use
Prepare and label storage areas
Use paint, outlines, color-coded
Consider ergonomics of reaching items
Frequent, infrequent users
a place for everything and everything in its place

Lean Workspace
Seiso shine
Repair, clean & shine work area (Everyone is a
janitor)
Important for safety
Maintenance problems such as oil leaks can
identified before they cause problems.
Schedule for cleaning, sweeping, wiping off
Cleaning inspection checklists
Workspace always ready to work
See workspace through customers eyes
Seiketsu standardize
Formalize procedures and practices to create
consistency and ensure all steps are performed
correctly.
Prevention steps for clutter
Otherwise improvements from first 3 lost
Everyone knows what they are responsible for
doing, when and how
Visual 5S see status at a glance
Safe apparel, no wasted resources
Shitsuke sustain
Keep the processes going through training,
communication, and organization structures
Allocate time for maintaining
Create awareness of improvements
Management support for maintaining
Training, rewards

Visual Controls - Andon
Inidcators for tools, parts, and production
activities
Placed in plain sight of all workers so everyone
can understand status of system at a glance
If a machine goes down, or a part is defective
or delayed, immediate action can be taken
Texas Die Casting
Set-up Cage
www.tocforme.com
Texas Die Casting
Set-up Cage

Texas Die Casting


Office Entryway
Texas Die Casting
Misc. Table
Texas Die Casting
Supply Cabinet
Implementation
Gradually too fast unsustainable
During slow time
Importance of training, Management
commitment
Before & After photos
Change of mentality, not campaigns and
slogans. Old way no longer OK
MBWA, Patrols
18
The 7 QC Tools
19
What are 7 QC Tools ?
QC tools are the means for Collecting data
, analyzing data , identifying root causes and
measuring the results.
THESE TOOLS ARE RELATED TO Numerical
DATA processing
USER HAS TO ARRIVE AT THE
SOLUTION & IMPLEMENT
Problem Solving Tools
Simple 7 QC Tools (Statistical Tools)
Stratification
Pareto Diagram
Cause and Effect Diagram
Check Sheet
Control Chart/Graph
Histogram
Scatter Diagram

Problem Solving Tools
What is a Problem ?
Problem is an undesirable event or ..

Any Gap between what is expected and what is obtained , can be called as a
Problem, and any effort to reduce this gap can be called as Problem Solving
Expected
Obtained
(Gap ?) A Problem!
Problem Solving Tools
Symptoms and the Root Causes
An undesirable end result is only a starting point
or Symptom.

Eg: When an equipment breaks down , It is an end
result or a Symptom of a Problem.

The abnormalities present in the responsible factors , are
referred to as root cause(s) of the problem


Problem Solving Tools
Four types of Problems
Problem Solving Tools
Library of Problem Solving Tools
Why - Why analysis - An Example
Purpose : It is the simple tool used by the team
/observer to find out the cause of the
problem/Accident/ Breakdown at the Workplace.
Many times, the root cause of the problem can be identified by asking Why 5
times and the repetition of such problems can be prevented by taking
countermeasure immediately.
Water Dripping in Substation 1
WHY ?
WHY ?
WHY ?
WHY ?
Water accumulated at the roof
Outlet drain chocked
Atmospheric dust & dirt
Periodic cleaning of drain not done
Action
Proper scheduled procedure for roof cleaning is to be prepared
Problem Solving Tools
Library of Problem Solving Tools
Why - Why analysis - An Example
Problem Solving Tools
Library of Problem Solving Tools
What-If Analysis
Purpose : It is the simple Pro active tool used
by the team / observer, to identify problems
before hand and take appropriate counter
measures to prevent such problems .
Problem Solving Tools
Library of Problem Solving Tools
What-If Analysis - An Example
SL. What If Results Countermeasures
Area : Equipment :Compressor
Team :
1. There is no Water in
the Radiator of an
Automobile ? And it
is not noticed.
The Engine heats
up and Piston may
get seized.
Inspect the
Temperature of
outlet water .
Provide the temp.
Indictor for the
driver
28
Pareto Diagram
1. What is Pareto diagram ?
A Pareto diagram is a combination of bar and line
graphs of accumulated data, where data
associated with a problem (e.g., a defect found,
mechanical failure, or a complaint from a
customer) are divided into smaller groups by cause
or by phenomenon and sorted, for example, by
the number of occurrences or the amount of
money involved. (The name Pareto came from
an Italian mathematician who created the
diagram.)
29
Pareto Diagram
2. When is it used and what results will be obtained?
Please refer to the table on next slide for the usage and
benefits of a Pareto diagram. It is mainly used to prioritize
matters, and because of its easiness of use, the diagram is used
in a wide variety of fields.
30

Pareto Diagram Pareto Diagram
( No. of Occurrences)
Pareto Diagram Pareto Diagram
( No. of Occurrences)
Used to prioritize
actions.(Used during
phases to monitor the
situation, analyze causes,
and review effectiveness
of an action.)
Used to identify and prioritize
a problem.
Used to review the effects of
an action taken.
Allows clarification of
important tasks.
Allows identification of
a starting point (which
task to start with).
Allows projection of
the effects of a measure
to be taken
Method Usage Result
Pareto Diagram
31
Pareto Diagram
To identify a course of
action to be emphasized
using a variety of data.
Example
Assessment using Pareto
diagram (prioritization)
Confirmation of Effect
(Comparison)
Details of A
Frequently used to check
the effect of an
improvement.
Improved
32
Cause & Effect Diagram
1. What is Cause & effect Diagram ?
A cause and effect diagram is a fish-bone diagram that
presents a systematic representation of the relationship
between the effect (result) and affecting factors (causes).
Solving a problem in a scientific manner requires
clarification of a cause and effect relationship, where the
effect (e.g., the result of work) varies according to factors
(e.g., facilities and machines used, method of work,
workers, and materials and parts used). To obtain a good
work result, we must identify the effects of various factors
and develop measures to improve the result accordingly.
33
Cause & Effect Diagram
2. When is it used and what results will be obtained?
A cause and effect diagram is mainly used to study
the cause of a certain matter. As mentioned above,
the use of a cause and effect diagram allows
clarification of causal relation for efficient problem
solving. It is also effective in assessing measures
developed and can be applied to other fields
according to your needs.
34
Can obtain a clear
overall picture of causal
relation. (A change in
the cause triggers a
variation in the result.)
Can clarify the
cause and effect
relationship.
Can list up all causes to
identify important causes.
Can determine the
direction of action
(countermeasure).
Method Usage Result
Cause & Effect Diagram
Used when
clarifying a cause
and effect
relationship.[Used
during a phase to
analyze causes.]
Used to develop
countermeasures.
[Used during a phase to plan
countermeasures.]
Material Method
Man Machine
Cause (4Ms)
Result
(Controlled State)
E
f
f
e
c
t
Cause and Effect Cause and Effect
Diagram Diagram
Material Method
Man Machine
Cause (4Ms)
Result
(Controlled State)
E
f
f
e
c
t
Cause and Effect Cause and Effect
Diagram Diagram
35
Cause & Effect Diagram
Mechanism of
Copying Machine
Quality of
Copying Paper
User Surrounding
Environment
Smudges on the
copied surface
Internal devices not
working smoothly
Malfunction of
the roller
Printing too
lightly
Too thin
Folded
Running out
of stock
Dampened
Keyboard handling
error
Error in selecting a
scale of reduction
Error in
placement of
paper (setting
its face up)
Error in
selecting
shading
Deterioration of
performance due
to high
temperatures
Nicotine-
stained
Dirt on the
glass
surface
Dust
M
a
n
y

C
o
p
y
i
n
g

E
r
r
o
r
s
!
Mechanism of
Copying Machine
Quality of
Copying Paper
User Surrounding
Environment
Smudges on the
copied surface
Internal devices not
working smoothly
Malfunction of
the roller
Printing too
lightly
Too thin
Folded
Running out
of stock
Dampened
Keyboard handling
error
Error in selecting a
scale of reduction
Error in
placement of
paper (setting
its face up)
Error in
selecting
shading
Deterioration of
performance due
to high
temperatures
Nicotine-
stained
Dirt on the
glass
surface
Dust
M
a
n
y

C
o
p
y
i
n
g

E
r
r
o
r
s
!
36
Stratification
1. What is Stratification ?
Stratification means to divide the whole into smaller portions
according to certain criteria. In case of quality control,
stratification generally means to divide data into several groups
according to common factors or tendencies (e.g., type of defect
and cause of defect).
Dividing into groups fosters understanding of a situation.
This represents the basic principle of quality control.

37
Stratification
2. When is it used and what results will be obtained?
The common and basic principle of quality control is stratification, i.e.,
to think a matter out by breaking it into smaller portions. Stratification
has a number of useful purposes. The table below shows only a few
examples of these purposes.

38
Method Usage Result
Stratification
Grouping by day,
time, place, worker,
or process
X
Y
Z
Number of Units



Used to observe variations
among strata.
Used to identify the
relationship between cause
and effect.
Used to identify a purpose
and means to serve the
purpose
[Used during phases to monitor
the situation, analyze causes,
review effectiveness of an action,
perform standardization, and
implement a selected control
measure.]
Allows observation
of variations among
strata.
By performing a
cause analysis using
the stratified data,
the following can be
accomplished.
1.Identification and control of a
problem
2.Division of data (obtained by
using each QC tool) into several
groups
39
Stratification
Item Method of Stratification
Elapse of time
Hour, a.m., p.m., immediately after start of work,
shift, daytime, nighttime, day, week, month
Variations among workers
Worker, age, male, female, years of experience,
shift, team, newly employed, experienced worker
Variations among work
methods
Processing method, work method, working
conditions (temperature, pressure, and speed),
temperature
Variations among
measurement/inspection
methods
Measurement tool, person performing
measurement, method of measurement, inspector,
sampling, place of inspection

40
Check Sheet
1. What is Check sheet ?
A check sheet is a sheet designed in advance to allow easy
collection and aggregation of data. By just entering check
marks on a check sheet, data can be collected to extract
necessary information, or a thorough inspection can be
performed in an efficient manner, eliminating a possibility
of skipping any of the required inspection items.
A check sheet is also effective in performing stratification
(categorization).
41
Check Sheet
2. When is it used and what results will be obtained?
Please refer to the table on next slide for the usage
and benefits of a check sheet. It is frequently used
in daily business operations, often not specifically
for QC purposes.
42
Ensures collection of
required data.
Allows a thorough
inspection of all check
items.
Can understand
tendencies and
variations.
Can record required
data.
Method Usage Result
Check Sheet
Check Sheet Check Sheet
Day
Process
Process 1
Process 2
Process 3
Check Sheet Check Sheet
Day
Process
Process 1
Process 2
Process 3
Used to collect
data.
Used when
performing a
thorough
inspection.
Used during phases to
monitor the situation,
analyze causes, review
effectiveness of an action,
perform standardization, and
implement a selected
control measure
43
Check Sheet
A check sheet used to identify defects
Date
Defect
Vertical Scratch
Scratch
Dent
Total
Date
Defect
Vertical Scratch
Scratch
Dent
Total
44
Control Chart (Control Chart / Graph 1)
1. What is Control Chart ?
A control chart is used to examine a process to see if it is stable or to
maintain the stability of a process.
This method is often used to analyze a process. To do so, a chart is
created from data collected for a certain period of time, and dots plotted
on the chart are examined to see how they are distributed or if they are
within the established control limit. After some actions are taken to
control and standardize various factors, this method is also used to
examine if a process is stabilized by these actions, and if so, to keep the
process in a stable state.
45
Control Chart
2. When is it used and what results will be obtained?
There are two types of control charts: one used for managerial
purposes and the other for analytical purposes. A control chart is used
to identify dots that are outside the control limit, which indicate some
anomalies in a process. In addition, seven consecutive dots showing
values that are below or above the mean (central) value, or an
increasing or a decreasing trend represented by seven consecutive
dots also indicate a problem in a process.

We need to examine what has caused such a tendency.
46
Method Usage Result
Control Chart
Control Chart Control Chart
x-R Control Chart
Control Chart Control Chart
x-R Control Chart

[Used during phases to
monitor the situation,
analyze causes, review
effectiveness of an
action, perform
standardization, and
implement a selected
control measure
Used to observe a
change caused by
elapse of time.
In the example x bar -R
control chart, X bar
represents the central value,
while R indicates the range.
Can identify a change
caused by elapse of
time.
Can judge the
process if it is in its
normal state or there
are some anomalies
by examining the dots
plotted on the chart.
Control Chart for Managerial Purposes: Extends the line indicating the control limit used for analytical purposes to
plot data obtained daily to keep a process in a good state.
Control Chart for Analytical Purposes: Examines a process if it is in a controlled state by collecting data for a certain
period of time. If the process is not controlled, a survey is performed to identify its cause and develop
countermeasures.
47
Control Chart
x - Control Chart
Group Number
Examples of Values
Represented by Dots
control limit
seven
A decline
represented by
seven
x - Control Chart
Group Number
Values above the
control limit
represented by
seven
Consecutive dots
A decline
represented by
seven
consecutive dots
48
Graph
What is Graph ?
A graph is a graphical representation of data, which
allows a person to understand the meaning of these
data at a glance. Unprocessed data simply
represent a list of numbers, and finding certain
tendencies or magnitude of situation from these
numbers is difficult, sometimes resulting in an
interpretational error. A graph is a effective means to
monitor or judge the situation, allowing quick and
precise understanding of the current or actual
situation.
A graph is a visual and summarized representation
of data that need to be quickly and precisely
conveyed to others.
49
Method Usage Result
Graph/Run Sheet
0
20
40
60
80
100
120
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
East
1st Qtr
13%
2nd Qtr
17%
3rd Qtr
57%
4th Qtr
13%
Changes in a time-sequential
order line graph

Amounts bar graph, etc.

Ratios pie graph, band chart,
etc.
(The items listed above are
representative examples.)
Can observe changes in
a time-sequential order,
ratios, and amounts.

A graph is the most
frequently used tool to
examine the various
matters such as those
listed on the left.
50
Graph
S
a
l
e
s

Sales
Office
Iwate Tokyo Osaka Shizuoka
[ Bar Graph of Sales]
Survey Period: Dec. 1999
Prepared by: M/T
[Band Chart of Expenses]
( million)
Before
Taking
Actions
After
Taking
Actions
Chemicals Chemicals
(430) (430)
Chemicals Chemicals
(240) (240)
Oils Oils
(200) (200)
Oils Oils
(150) (150)
Electricity Electricity
(170) (170)
Electricity Electricity
(108) (108)
( Total: 8 million)
( Total: 4.95 million)
S
a
l
e
s

million)
Sales
Office
A B C D
[ Bar Graph of Sales]
Survey Period: Dec. 1999
Prepared by: M/T
[Band Chart of Expenses]
million)
Before
Taking
Actions
After
Taking
Actions
Chemicals Chemicals
(430) (430)
Chemicals Chemicals
(240) (240)
Oils Oils
(200) (200)
Oils Oils
(150) (150)
Electricity Electricity
(170) (170)
Electricity Electricity
(108) (108)
( Total: 8 million)
( Total:
4.95 million)
51
Histogram
1. What is Histogram ?
When creating a histogram, a range of data is divided into
smaller sections having a uniform span,and the number of data
contained in each section (the number of occurrences) is
counted to develop a frequency distribution table. Then, a
graph is formed from this table by using vertical bars, each
having the height proportional to the number of occurrences in
each section.
52
Histogram
2. When is it used and what results will be obtained?
A histogram is mainly used to analyze a process by examining the
location of the mean value in the
graph or degree of variations, to find a problem point that needs to be
improved. Its other applications are listed in the table below.

53
Method Usage Result
Histogram
Histogram Histogram
Standard
Range
Range of
Variations
X Axis (Values
Actually
Measured)
Histogram Histogram
Standard
Range
Range of
Variations
X Axis (Values
Actually
Measured)
Used to assess the actual
conditions.
Used to analyze a process to
identify a problem point that needs
to be improved by finding the
location of the mean value or degree
of variations in the graph.
Used to examine that the target
quality is maintained throughout the
process.
Others
[Used during phases to
monitor the situation, analyze
causes, and review
effectiveness of an action.]
Can identify the
location of the mean
(central) value or
degree of variations.
Can find out the scope
of a defect by inserting
standard values.
Can identify the
condition of distribution
(e.g., whether there is
an isolated, extreme
value).
54
Scatter Diagram
1. What is Scatter Diagram ?
A scatter diagram is used to examine the relationship between
the two, paired, interrelated data types, such as height and
weight of a person. A scatter diagram provides a means to
find whether or not these two data types are interrelated. It is
also utilized to determine how closely they are related to
identify a problem point that should be controlled or improved.
55
Scatter Diagram
2. When is it used and what results will be obtained?
The table on next slide shows some examples of scatter diagrams
usage. If, for example, there is a relationship where an increase in the
number of rotations (x) causes an increase in abrasion (y), there exists
positive correlation. If, on the other hand, the existence of a
relationship where an increase in the number of rotations (x) causes a
decline in abrasion (y) indicates that there is negative correlation.

56
Method Usage Result
Scatter Diagram
Used to identify a relationship
between two matters.
Used to identify a relationship
between two matters and establish
countermeasures based on their
cause and effect relation.
Scatter Diagram Scatter Diagram
Axis
x Axis
A
b
r
a
s
i
o
n
Number of
Rotations
Scatter Diagram Scatter Diagram
Axis
x Axis
A
b
r
a
s
i
o
n
Number of
Rotations
[Used during phases to monitor the
situation, analyze causes, and review
effectiveness of an action.]
Can identify cause
and effect relation.
Can understand
the relationship
between two
results.
57
Scatter Diagram
A
b
r
a
s
i
o
n

(
m
i
c
r
o
n
)

Axis
x Axis
Number of
Rotations
A
b
r
a
s
i
o
n

(
m
i
c
r
o
n
)

Axis
x Axis
Number of
Rotations
58
Process control
( Standardization )
Evaluation of result
Implementation
Develop
Improvement
method
( Solution )
Detecting causes of
problem
Record of facts
Defining the
problem
Identification of
problem
Control
Chart
Scatter
Diagram
Histogra
m
Cause &
Effect
Diagram
Pareto
Diagra
m
Stratifi
cation
Check
sheet
Graphs
Application of QC tools in Problem Solving
Relation :-
Strong Normal
59
Stratification Basic processing performed when
collecting data
Pareto Diagram To identify the current status and issues
Cause and Effect Diagram
To identify the cause and effect relationship
Histogram To see the distribution of data
Scatter Diagram To identify the relationship between two
things
Check Sheet To record data collection
Graph To find anomalies and identify the current
status
Control chart To control the process
To sum up 7 QC tools (Numerical data ) are used as follow:




Quality Circles
Agenda
What are Quality Circles?
History of Quality Circles
Quality Circle Tools
Benefits of QCs
When QC can be ineffective?
Innovation in QCs
Quality circle definition
Quality Circle -is a small group of 6 to 12
employees doing similar work who voluntarily
meet together on a regular basis to identify
improvements in their respective work areas
using proven techniques for analysing and
solving work related problems coming in the
way of achieving and sustaining excellence
leading to mutual upliftment of employees as
well as the organisation
Quality Circles
Are a method of continuous quality improvement in an
organisation by direct involvement of employees in quality
They operate on the basic principle that employee
participation in decision making and problem solving
improves the quality of work
They are:
Voluntary group of persons
Meet on regular basis
Work on similar tasks
Share area of responsibility
Solve problems related to work


Characteristics of Quality Circles
Volunteers
Set Rules and Priorities
Decision made by consensus
Organized approach to problem solving
Members of a circle need to receive training
Support of senior management required
Members need to be empowered
History
Started in 1962 in Japan

Kaoru Ishikawa is the creator of Quality Circles

Movement in Japan is coordinated by Japanese
Union of Scientists and Engineers (JUSE)

In India Quality Circles is promoted by QCFI (Quality
Circle Forum of India)
Basics of Quality Circle
Adopt prevention procedures rather than corrective
measures
Minimize scrap and downtime
Improving quality - increase productivity, theory of
Total Quality Control (TQC)
QC relies on visual representations:
scatter diagrams,
flow charts,
cause & effect diagram etc
Quality Assurance
Covers all activities from design, development,
production, installation, servicing and
documentation
Includes regulation of quality for:
Raw Material
Assemblies
Product
Components & other services related to production
Three major attributes of QC
Quality Circle is a form of participation
management.
Quality Circle is a human resource
development technique.
Quality Circle is a problem solving technique.

Structure of quality circle
A steering committee: This is at the top of the
structure. It is headed by a senior executive and
includes representatives from the top management
personnel and human resources development
people. It establishes policy, plans and directs the
program and meets usually once in a month.
Co-ordinator: He may be a Personnel or
Administrative officer who co-ordinates and
supervises the work of the facilitators

Structure of quality circle
Facilitator: He may be a senior supervisory
officer. He co-ordiates the works of several
quality circles through the Circle leaders.
Circle leader: Leaders may be from lowest
level workers or Supervisors. A Circle leader
organises and conducts Circle activities.



Structure of quality circle
Circle members : They may be staff workers.
Without circle members the porgramme
cannot exist. They are the lifeblood of quality
circles.

Basic problem solving techniques
Brain storming
Pareto diagrams
Cause and effect analysis
Data collection
Data analysis
The operation of quality circle

Problem selection
Problem analysis
Generate alternative solutions
Select the most appropriate solution
Problem identification
Prepare plan of action
Present solution to management for approval
Implementation of solution
Quality Circle Tools
Ishikawa Diagram - shows hierarchies of causes
contributing to a problem
Pareto Chart - analyses different causes by
frequency to illustrate the vital cause
PDCA-Deming wheel - Plan, Do, Check, Act, as
described by W. Edwards Deming

Pareto charts
Benefits of QCs
Increased productivity
Improved quality of work life
Boost employee morale
Enhances creativity
Improved teamwork
Employee involvement
When QC can be ineffective?
Inadequate training
Not entirely voluntary
Lack of Top Management interest
Unsure of Purpose
Decision making does not necessarily take
place
Innovation and QCs (IQC)
Cross functional teams, members drawn from
different departments
IQC communication website- facilitates
exchange of experiences & interact
Impart new tools & techniques through
workshops & courses
Members can come from suppliers as well -
wider scope
Leaders or mentor organization helping other
organization
Relevance of quality circles
where there is scope for group based solution of work
related problems
Manufacturing firms
Factories
Firms
Schools
Hospitals
Universities
Banks

KAIZEN
Kaizen Just Do It!
Kaizen means continuous improvement.
Moreover, Kaizen means continuing
improvement in personal life, home life, social
life, and working life.
When applied to the workplace Kaizen means
continuing improvement involving everyone
managers and workers alike.
- Mr. Masaaki Imai (1986)
Japanese word meaning
Kai - gradual and orderly change, Zen - for
the better
involves everyone in the organization in
small improvements using conventional
knowledge and tools
without large capital investments.
A culture - way of life
focusing on eliminating waste
begins and ends with people
Total system focus not just one
department
Kaizen Extends to Individual Life
Everybody deserves to and should be
willing to improve himself/herself for the
better continually.
If a man has not been seen for three
days, his friends should take a good look
at him to see what changes have befallen
him - an old Japanese saying that describes how
natural Kaizen is
Kaizen Key Concepts
Quality first
If something can be improved, a measure must exist by which
improvement can be quantified quality characteristics
Upstream management
Speak with data
Variability control and recurrence prevention
Seven Deadly Wastes
Over-production
Waiting
Transportation
Over-processing
Inventory
Motion
Defects

THE Kaizen WET BLANKET LIST
1. I am too busy to study it.
2. It's a good idea, but the timing is premature
3. It is not in the budget
4. Theory is different from practice
5. Isn't there something else for you to do ?
6. I think it doesn't match corporate policy
7. It isn't our business; let someone else think about it
8. Are you dissatisfied with your work ?
9. It's not improvement, it's common sense
10. I know the result, even if we don't do it
11. I will not be held accountable for it
12. Can't you think of a better idea ?

BASIC TIPS FOR KAIZEN ACTIVITIES

1. Discard conventional fixed ideas.
2. Think of how to do it, not why it cannot be done.
3. Do not make excuses. Start by questioning current
practices.
4. Do not seek perfection. Do it right away even if for
only 50% of target.
5. Correct it right away, if you make mistake.
6. Do not spend money for KAIZEN, use your wisdom.
7. Wisdom is brought out when faced with hardship.
8. Ask 'WHY?" five times and seek root causes.
9. Seek the wisdom of ten people rather than the
knowledge of one.
10. KAIZEN ideas are infinite.
Three functions should happen simultaneously within any
organizations
Maintenance
Innovation
Major improvements in
technology/equipment
Requires substantial investment
Best suited to a good economy
Kaizen
Kaizen Just Do It!
Kaizen means continuous improvement.
Moreover, Kaizen means continuing
improvement in personal life, home life, social
life, and working life.
When applied to the workplace Kaizen means
continuing improvement involving everyone
managers and workers alike.
- Mr. Masaaki Imai (1986)
Japanese word meaning
Kai - gradual and orderly change, Zen - for
the better
involves everyone in the organization in
small improvements using conventional
knowledge and tools
without large capital investments.
A culture - way of life
focusing on eliminating waste
begins and ends with people
Total system focus not just one
department
Kaizen Extends to Individual Life
Everybody deserves to and should be
willing to improve himself/herself for the
better continually.
If a man has not been seen for three
days, his friends should take a good look
at him to see what changes have befallen
him - an old Japanese saying that describes how
natural Kaizen is
Kaizen Key Concepts
SDCA to PDCA standardized work
Quality first
If something can be improved, a measure must exist by which
improvement can be quantified quality characteristics
Upstream management
Speak with data
Variability control and recurrence prevention
Seven Deadly Wastes
Over-production
Waiting
Transportation
Over-processing
Inventory
Motion
Defects
THE Kaizen WET BLANKET LIST

1. I am too busy to study it.
2. It's a good idea, but the timing is premature
3. It is not in the budget
4. Theory is different from practice
5. Isn't there something else for you to do ?
6. I think it doesn't match corporate policy
7. It isn't our business; let someone else think about it
8. Are you dissatisfied with your work ?
9. It's not improvement, it's common sense
10. I know the result, even if we don't do it
11. I will not be held accountable for it
12. Can't you think of a better idea ?
BASIC TIPS FOR KAIZEN ACTIVITIES


1. Discard conventional fixed ideas.
2. Think of how to do it, not why it cannot be
done.
3. Do not make excuses. Start by questioning
current practices.
4. Do not seek perfection. Do it right away even if
for only 50% of target.
5. Correct it right away, if you make mistake.

BASIC TIPS FOR KAIZEN ACTIVITIES


6. Do not spend money for KAIZEN, use your
wisdom.
7. Wisdom is brought out when faced with
hardship.
8. Ask 'WHY?" five times and seek root causes.
9. Seek the wisdom of ten people rather than the
knowledge of one.
10. KAIZEN ideas are infinite.
Three functions should happen simultaneously within any
organizations
Maintenance
Innovation
Major improvements in
technology/equipment
Requires substantial investment
Best suited to a good economy
Kaizen