KAIZEN Knowledge Sharing Seminar

Addis Ababa

Ethiopia 23rd March 2016

Enhancing Capacity Building

through Local Efforts

By

Seblewongel Haregewein

DDG, EKI

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KAIZEN CONSULTING

• Kaizen is a strategy to include concepts, systems and tools within the bigger picture of leadership involving people and their culture, all driven by the customer.

• KAIZEN Consulting supports for companies to implement a process of Self Practicing of KAIZEN mainly focusing on P,Q, C, D, S , M, E and G which are basic focus points in every kaizen systems like TQM, TPM, TPS .

• Through continuous improvement (PDCA) challenge are always set, and efforts to achieve subjects are done.

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Integration of KAIZEN DNA with the

project

1.

Quality,

2. Productivity

3. Cost

4. Delivery,

5. Safet

y

6. Environmen

t

7. Motivation

8. Gender

SIMULTANEOUS IMPROVEMENT

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CAPACITY BUILDING

Technical and Analytical skills

Training in EKI

Masters program with

Mekele University

Project work (JICA Project)

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Capacity building Integration

Project Work(JICA PROJECT)

CRT ICT

University Masters(Mekele University)

KAIZEN Masters courses Project works in companies

EKI TRAINING (Internal capacity building)

Introduction to Basic KAIZEN Company attachment

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CRT

TQM

TPS

Advanced KPT

Production scheduling

MRP Appropriate

costing

Economic engineering

Inventory Manageme

nt

Analysis of Similar Kaizen

Promotion Agencies in

Japan

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Source JICA Project Copy Right protected Seblewongel, DDG, EKI

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No. Name of Company Sector Product employee City State

1 Almeda Textile Factory Textile Textile 5,500 Adwa Tigray

2 Sheba Leather Industry Leather Shoes,

tannery 670 Wukro Tigray

3 Wonji Shoa Sugar

Facory Agriculture Sugar 8,339 Wonji Oromiya

4 Kebire Enterprises PLC Textile Suits,

Shirts, etc. 1050 Mekelle Tigray

5 Metahara Sugar

Factory Agriculture Sugar 8,301

Metahar

a Oromiya

6 Peacock shoe Factory Leather Shoes 300 Addis

Ababa

Addis

Ababa Copy Right protected Seblewongel, DDG,

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• Based on the k QC story guideline , each

consultant/trainee will solve the problems of

ICT companies using advanced KAIZEN

techniques and tools.

• Themes are selected that are appropriate for

practicing advanced KAIZEN tools and

techniques.

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Phase 1

• Training for management/Confirm company policy / Policy management

• Subject selection

• Training for A-KPT

• Comprehending the current situation

Phase 2

•Activity planning •Cause analysis

Phase 3

•Counter

measure

Phase 4

•Counter

measure

Phase 5

•Comprehending

result

•Standardization

and training

•Preparation for

report

•Report to

managements of

ICT

ICT

ACTIVITIES

Progress sharing

meeting at the end

of each phase (EKI)

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Kick off program

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Training Training material on RCA and Affinity Diagram

(KJ-Method).

Training on RCA & KJ-Method is given to A-KPT

members.

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A-KPT MEMBERS

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Weekly meeting of A-KPTs

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Discussion with KAIZEN core team

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Discussion with some CFT members

& foreign dyeing expert

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MSc. in KAIZEN(Quality & Productivity

Improvement)

Advantages of the program

• build the analytical and technical capability

of consultants.

• Support enterprises by producing and

supplying well trained manpower.

• to maintain and sustain the application of

KAIZEN.

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MSc….. Cont. . .

• good opportunity to those young graduates who

want to go for higher education

• improves the standard of the universities ,

increase the chances of creating more research

facilities and increases skilled manpower in

different specializations.

• increase more super brains in the country and

increase the nations human resources in higher

technical education.

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• dependency of the country on foreign consultants will be

REDUCED through time.

• One step forward of being classic, professional &

transformational KAIZEN consultant.

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Zambian’s QCC practice

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Out put of the program

• 18 consultants graduated with MSc in

KAIZEN, of which 7 are female.

• 18 Masters thesis projects are done in

different cases of KAIZEN activities in

different manufacturing companies.

Challenges and critical success factors

Impact of kaizen implementation on productivity and

quality improvement

KPT practice and implementation challenges

TPM, OEE, QCC …..

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IMPACT OF KAIZEN IMPLEMENTATION ON

PRODUCTIVITY & QUALITY IMPROVEMENT

(CASE COMPANY: ALMEDA TEXTILE P.L.C.)

Common problems in many manufacturing sectors are

high quality rejects, high inventories, longer lead

time, high cost of production, unable to

satisfying customer orders, unable to take

competitive advantage

The study tries to investigate impact of kaizen implementation on

productivity and quality improvement through 5S and muda

identification and elimination in Almeda Textile P. L. C.

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Conclusion Based on the major findings of the study, it is reasonable to conclude the following:

Implementing and using of Kaizen tools (Suggestion system, QQC /

Team Work and Total quality control (TQC)) and training and education are

the indicators of how far the first level of kaizen is implemented in the

company.

The result of the research work shows that first level of kaizen is implemented at moderate level.

a number of quantitative and qualitative results are obtained through 5S and waste elimination which have direct impact on quality and productivity.

Kaizen tools and pillars have a positive and significant influence on quality and productivity improvement of the company.

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Recommendations

Having in mind the major findings and conclusions of this research, the following recommendations were suggested:

More attention should be given on education and training sessions as it is essential to create an understanding of the dynamics of teamwork, multi-skilling, having open communication among employees and creating workers which would embrace changes in future.

In the improvement of quality and productivity through 5S the 5th S, sustain, is arguably the hardest and is the one that keeps the first four Ss going on. Therefore the company should work more on sustaining activities.

The company should work more on standardization with strong follow up because it is a base for continuous improvements.

The company has to work more on waste elimination since it has a strong correlation with quality and productivity improvement.

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Recommendations Continued …

Kaizen isn’t simply a set of tools for implementation: it is a long term mind-set in which every single employee is committed to make things better. So Almeda Textile P.L.C. should be aware of this.

Almeda Textile P.L.C. for the future should focus in working cooperatively with other external stakeholders like universities and TVET institutions which can help them for further implementation of Kaizen.

In general, since Kaizen is an endless journey, Almeda Textile P.L.C. for the future must work hard for further improvements and achievements in having a fertile ground for second level Kaizen implementation.

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Feed back on thesis projects

• All our thesis project papers are critically

reviewed by Pro. Osada and there was

exchange of opinions with other JDS experts. The papers requires statistical analysis

It is important and essential to feed back the contents of

MSc to the companies.

Importance of generalization.

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sensible practices at workplace

can improve bottom lines more

than mindless investments in

technology and manpower....

Masaaki Imai (father of

Kaizen) chairman and founder

of the Kaizen Institute, Tokyo

Bone Voyage Copy Right protected Seblewongel, DDG,

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