KAIZEN

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.

What is Kaizen? Kai :-Change Zen :-For Betterment When applied to the work place, kaizen means continuing improvement involving everyone managers & workers alike.

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

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.

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.

Three Pillars of KAIZEN Top Management. Motivation. Recognition.

 The person who is closest to the job knows more about the kind of waste that Concrete Thinking exists in the process. The 7 Types of Waste are: 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
Processing Correction Inventory 7 TYPES OF WASTE Waiting Material Movement or Conveyance OverProduction

Waste Elimination

Motion

Note: The memory aid for the 7 Types of Waste is

COMMWIP.

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 handoffs 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.

New Waste Identified

Confusion--- Any missing or misinformation. Any goals or metrics that cause uncertainty 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 require their 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.

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.

Key Elements of KAIZEN - KAIZEN mindset. - Quality Circles. - Suggestions (?). -Discipline of workers - Small group activities. - Co-operation of Labour, Staff and management. -TQM

5S
Seiri Seiton Seiso Seiketsu Shitsuke Sort Set in Order Shine Standardize Sustain

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.

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

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

DEMINGS CYCLE PROCESS

A A P D C S D

IMPROVEMENT

C A A C A C S D P D C S D

A C

P D

TIME

KAIZEN: THREE PRINCIPLES

-See BIG pictures. -Create Learning NOT BLAME Culture. - Consider Process: Be with the problems not with results.

DOs and DONTs

Please make whatever small improvement you can, as often as possible. 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

Successful implementation
-Top Management commitment. -Organization dedicated to promote KAIZEN. - Appointing the best available personnel. - Training and Education. - Step by Step approach

Questions/Doubts