PRESENTED BY:-

PRIYANKA KANSAL

ALVA BANSAL

HARIPAL SINGH

HEMAANG SEHGAL

KAIZEN….CHANGE FOR BETTER Kaizen is a philosophy that

sees improvement In productivity as a gradual and methodical process.

It has five founding elements: Team work Personal Discipline Improved Morale Quality Circles Suggestions for

Improvement

KAIZEN CYCLE

KAIZEN IMPLEMENTATION

KAIZEN & MUDA (WASTE)

5 S APPROACH OF KAIZEN

5 s of kaizen Seiri (Sort): Seiton

(Stablize/Neatness) Seiso (CleanUp/Shine) Seiketsu (Standardize) Shitsuke (Discipline)

INNOVATION, KAIZEN, MAINTENANCE

HIERARCHY OF KAIZEN INVOLVEMENTTOP MANAGEMENT

MIDDLE MANAGEMENT

SUPERVISORS WORKERS

Be determined to introduce Kaizen as a corporate strategy

implement Kaizen goals through policy deployment and cross-functional management

Use Kaizen in functional areas

Engage in Kaizen through the suggestion system and small group activities

Establish policy for Kaizen and cross-functional goals

Establish, maintain and upgrade standards

improve communication with workers and sustain high morale

Engage in continuous self development to become better problem-solvers

Build systems, procedures and structures conducive to Kaizen

Help employees, develop skills and tools for problem solving

Introduce discipline in the workshop and provide Kaizen suggestions

Enhance skills and job performance expertise with cross-education

BENEFITS OF KAIZEN

There is a high level of employee involvement which enhances their morale and motivation.

It helps to improve quality, there by enhancing customer satisfaction.

Improve productivity resulting in low cost of operation.

Reduce the rate of accidents thus improving work safety.

waste reduction in areas such as inventory, waiting time, transportation.

CHALLENGES FOR KAIZEN

Kaizen is a top-down approach. People oriented approach, so employee

support is critical for successful implementation of Kaizen.

Requires a long term discipline and commitment, so everyone should be patient about the results.

Should be a continuous process or else the expected results would not be obtained.

KAIZEN IMPLEMENTATION BY

14 principles of Toyota for kaizen implementation

1. Base your management decisions on a long-term philosophy, even at the expense of short-term financial goals.

2. Create a continuous process flow to bring problems to the surface.

3. Use "pull" systems to avoid overproduction. 4. Level out the workload (heijunka). (Work

like the tortoise, not the hare)

KAIZEN IMPLEMENTATION BY

5. Build a culture of stopping to fix problem to get quality right at first time.

6. Standardized task and processes are foundation for continuous improvement and employee empowerment.

7. Use visual control so that no problem are hidden.

8. Use of only reliable and thoroughly tested technology to serve your process and people.

9. Grow the leaders who thoroughly understand the work and teach it to other people.

KAIZEN IMPLEMENTATION BY

10. Develop exceptional people and teams that follow your philosophy.

11. Respect your extended network partners like suppliers by challenging them and inducing them to improve.

12. Go and see for yourself to thoroughly understand situation.

13. Make decision slowly but implement them rapidly.

14. Become a continuously learning organization through reflection and improvement.

KAIZEN IN TAJ HOTEL, MUMBAI Problem: Breakage in main

kitchen of Taj hotel, Mumbai was prominent because of improper movement of cutlery and crockery.

Solution: Kaizen team was set up and system of one crockery at one time in dishwater was implemented. The layout of dish water area was changed in order to support the one piece system.

Results: Breakage of crockery came down and resulted in savings of Rs 8 lakhs per annum.

KAN BAN

Kanban ( 看板 ?), also spelled kamban, pronounced /ˈkɑːnˈbɑːn/, and literally meaning "signboard" or "billboard“.

It is a concept related to lean and just-in-time (JIT) production.

It is a scheduling system that tells you what to produce, when to produce it, and how much to produce.

KAN BAN CARDS

Kanban cards are a key component of Kanban that utilizes cards as signal.

Used to move materials within a manufacturing or production facility or move materials from an outside supplier to the production facility.

Kanban cards thus, in effect, help to create a demand-driven system.

THREE BIN SYSTEM

In it we use three bins, one bin on the factory floor (demand point), one bin in the factory store, and one bin at the suppliers' store.

The bins usually have a removable card that contains the product details and other relevant information — the kanban card.

When the bin on the factory floor becomes empty, the empty bin and kanban cards are returned to the factory store.

THREE BIN SYSTEM…..

The factory store then replaces the bin on the factory floor with a full bin, which also contains a kanban card.

The factory store then contacts the supplier’s store and returns the now-empty bin with its kanban card.

The supplier's inbound product bin with its kanban card is then delivered into the factory store completing the final step to the system. Thus the process will never run out of product and could be

THREE BIN SYSTEM….

ELECTRONIC KAN BAN

It is a signaling system that uses a mix of technology to trigger the movement of materials within a manufacturing or production facility.

It uses technology to replace traditional kanban cards with barcodes and electronic messages.

Barcodes are scanned at various stages of the manufacturing process to signal the demand.

ELECTRONIC KANBAN…..

E-Kanban systems can be integrated into enterprise resource planning (ERP) systems.

E-Kanban help to eliminate common problems such as manual entry errors and lost cards.

E-Kanban used to optimize inventory levels by better tracking supplier lead and replenishment times.