KAIZEN

Thapar University, Patiala (Department of Mechanical Engineering)

Presented by: Gopal Krishan Dixit

What is Kaizen?

There are 2 approaches to problem solving: The 1st involves innovation - applying high cost solutions such as state of the art technology

The 2nd uses common sense tools, checklists & techniques that do not cost money.

This approach is called kaizen

Kaizen = Kai [to take apart and make new] Zen [ to think about so as to help others]

Definition :

Kaizen = Thoughtful Acts of Continuous Improvement!

DEFINITION
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The Kaizen philosophy is drawn from the Japanese word Kai which means continuous and Zen meaning improvement or wisdom. The Kaizen management philosophy, therefore, is defined as making continuous improvementslow, incremental but constant.

The Japanese word "KAIZEN" means improvement, improvements without spending much money, involving everyone from managers to workers, and using much common sense. The Japanese way encourages small improvements day after day, continuously. The key aspect of KAIZEN is that it is an on-going, never-ending improvement process. The Kaizen way encourages small day-to-day yet continuous and never-ending improvement process involving everyone from managers to workers using the most basic tenet of survival: Common sense. In business applications, Kaizen covers most of the modules of successful Japanese concepts. Kanban, 5S, quality circles (QCs), just-in-time (JIT) delivery, automation, suggestions systems, etc., are all embedded into the Kaizen system of modern business management.

HISTORY
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The story of the Kaizen miracle started in the 1930s. Sakichi Toyoda, founder of Toyota,

In 1950 Toyota implemented quality circles leading to the development of Toyotas unique Toyota Production System. Toyota System is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. These continual small improvements (Kaizen) add up to major benefits.

In 1986 Masaaki Imai introduced to the Western world the Japanese term Kaizen and made it famous through his book, Kaizen: The Key to Japan's Competitive Success.

In 1997 Imai introduced an evolved form of Kaizen in his book Gemba Kaizen:

Kaizen and Management

Management has two major components: maintenance improvement. The objective of the maintenance function is to maintain current technological, managerial, and operating standards. The improvement function is aimed at improving current standards. Under the maintenance function, the management must first establish policies, rules, directives and standard operating procedures (SOPs) and then work towards ensuring that everybody follows SOP. The latter is achieved through a combination of discipline and human resource development measures. Under the improvement function, management works continuously towards revising the current standards, once they have been mastered, and establishing higher ones. Improvement can be broken down between innovation and Kaizen. Innovation involves a drastic improvement in the existing process and requires large investments. Kaizen signifies small improvements as a result of coordinated continuous efforts by all employees.

What,Why and How to use Kaizen?

Eliminate the Gap!

Kaizen
Customer Supplier

Why Kaizen?

The Need for Change

To stay competitive, businesses needs to:

bridge the gap between where we are now and where we need to be.

To do that, we need to change the way we do business.

Implementation of Kaizen Strategy: 7 Conditions

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Top management commitment Middle management commitment Work force commitment Setting up an organization dedicated to promote Kaizen Appointing the best available personnel to manage the Kaizen process Conducting training and education Establishing a step-by-step process for Kaizen introduction.

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Steps for implementation

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Problem Identification Analysis Idea Formulation Idea Selection Implementation

Every time a new measure is implemented, it must be seen how it goes, check the results, search out, admit mistakes, and try to do better in the next attempt. - By TAICHI OHNO
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The PDCA (Plan-Do-Check-Act) cycle can be used for implementation of Kaizen.

Steps for implementation

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v Develop need and understanding of kaizen v Create a vision on kaizen v Create a structure for kaizen implementation v Provide kaizen training v Design promotional activities v Develop recognition systems v Design review and monitoring systems The efficiency, growth and development of an organization, what ever may be type of organization depend on the capability of the personnel and the technology. The capability if the person depends on the type of training and the motivation

Some rules for improvement are:

v Do not make excuses v Think of how to do it, not how to explain it v Dont be afraid of trying for fear of failure v Do it now, dont keep it for tomorrow v Problems beget wisdom v Try v Replace/ remove activities that are non-value adding v There is always room for improvement v Debunk the myths v Management is starting with planning and comparing it with results (PDCA cycle)

Kaizen Events are:

Widely applicable Can be used in both manufacturing and nonmanufacturing environments

Team based & cross functional Team members can be from various functions of the business. Top management participation is encouraged.

Planned & tied to business goals Events are planned in advance and tied to business goals and or value streams. Planning is critical to the success of the event. Focused in scope Events are very focused, Dont take too much on at one time!
Short term, fast & iterative Events last approximately 2 to 5

Kaizen Events are:

Based on IMPLEMENTATION Events are biased to ACTION. Plan your events on DOING

Highly effective & results oriented. Kaizen events will generate

quick results. Measurable results. Establish the baseline, and measure the change! Use many of the tools found in the House of No Waste Events may use a variety of the Lean Tools (5s, Cellular, Pull..)

A Learning Experience Every member of a Kaizen Team will walk away from the event learning something new!

4 Phases of How to Kaizen:

A.) Select an Event B.) Plan an Event C.) Implement an Event D.) Follow-up to an Event

What is TQM Concept in Japan?

TQM, also known as Total Quality Control (TQC), is a management tool for improving total performance. TQC means organized Kaizen activities involving everyone in a company managers and workers in a totally systemic and integrated effort toward improving performance at every level. It is to lead to increased customer satisfaction through satisfying such corporate cross-functional goals as quality, cost, scheduling, manpower development, and new product development. In Japan, TQC activities are not limited to quality control only. Elaborate system of Kaizen strategies has been developed as management tools within the TQC approach. TQC in Kaizen is a movement aimed at improvement of managerial performance at all levels. According to the Japan Industrial Standards, "implementing quality control effectively necessitates the cooperation of all people in the company, including top management, managers, supervisors, and workers in all areas of corporate activities such as market research and development, product planning, design, preparation for production, purchasing, vendor management, manufacturing, inspection, sales and after-sale services, as well as financial control, personnel administration, and training & education. Quality control carried out in this manner is called company-wide quality control or total quality control (TQC)." Quality control in Japan deals with quality of people. It is the fundamental concept of the Kaizen-style TQC. Building quality into its people brings a company a half-way towards producing quality products.

5s
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Seiton

The next step of kaizen is Seiton. This concept is dealing with how we arrange things so that it make us easy to get those things right away once we need them. It is clear that it involves at least two actions; how we keep those things and standard of how urgent we need them. It
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Seiri using red tag movement

Well, Japanese people have a good tool in order to get rid of this problem. They call it red tag movement. Below are steps to guide us to implement red tag movement. Provide come pieces of tags, (of course, they must not in red, we can use any color, as long the same color for
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Seiso

Seiso, the third step in "5S", says that 'everyone is a janitor.' Seiso consists of cleaning up the workplace and giving it a 'shine'. Cleaning must be done by everyone in the organization, from operators to managers. It would be a good idea to have every area of the workplace assigned to a person or group of persons for cleaning. No area should be left uncleaned. Everyone should see the 'workplace' through the eyes of a visitor - always thinking if it is clean enough to make a good impression.
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Seiketsu

The fourth step of "5S", or seiketsu, more or less translates to 'standardized clean-up'. It consists of defining the standards by which personnel must measure and maintain 'cleanliness'. Seiketsu encompasses both personal and environmental cleanliness. Personnel must therefore practice 'seiketsu' starting with their personal tidiness. Visual management is an important ingredient of seiketsu. Color-coding and standardized coloration of surroundings are used
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Shitsuke

The last step of "5S", Shitsuke, means 'Discipline.' It denotes commitment to maintain orderliness and to practice the first 4 S as a way of life. The emphasis of shitsuke is elimination of bad habits and constant practice of good ones. Once true shitsuke is achieved, personnel voluntarily observe cleanliness and orderliness at all times, without having to be reminded by management.

THANKS