kaizen presentation
DESCRIPTION
Basic overview of Kaizen.TRANSCRIPT
KAIZEN PRIMER
Presented By: Anurag Shekhawat
GSM: 00-968-95523416
Email: [email protected]
LinkedIn:http://om.linkedin.com/in/anuragshekhawat
WHAT IS KAIZEN ?
�WELL, IT’S A JAPANESE TERM
WHAT IS KAIZEN ?
�WELL, IT’S A JAPANESE TERM
�FOR IMPROVEMENT
WHAT DOES IT MEAN?
◊ KAI = TO CHANGE, TO CORRECT
◊ ZEN = GOOD
MAIN USE IN ….
….CONTINUOUS IMPROVEMENT,
MAINLY USEDMAINLY USED
IN THE
MANUFACTURING SECTOR
HOW DOES IT ACHIEVE THIS?
� ELIMINATION OF WASTE (MUDA)
ANDAND
� INCORPORATION OF EFFICIENCY
RESULT !!!
GENERATES
TOTAL TOTAL
QUALITY
MANAGEMENT
( T. Q. M.)
ORIGIN OF THE TERM-1
• POST WORLD WAR 2 PERIOD IN JAPAN
• COMPLETE DESTRUCTION IN THE COUNTRY DUE TO WAR
• REBUILDING OF INFRASTRUCTURE • REBUILDING OF INFRASTRUCTURE BECAME KEY FOCUS
• DID NOT WANT TO RE-INVENT THE WHEEL
• SCOUTED AROUND FOR NEW TECHNOLOGY
ORIGIN OF THE TERM-2
• HAD TO RE BUILD FACTORIES
• RE BUILDING JAPAN SCHEMES
• MANUFACTURING BECAME KEY FOCUS
• EXCELLENCE IN OPERATIONS • EXCELLENCE IN OPERATIONS ALREADYA KEY INGREDIENT IN JAPANESE DNA
• THUS, MANUFACTURING EXCELLENCE BECAME OPERATIVE WORD
HOW DID THEY DO IT???
• BROUGHT IN AMERICAN STATISTICAL QUALITY CONTROL EXPERTS SUCH AS DR W. EDWARD DEMING
• DEMING PRIZE MOST SOUGHT AFTER QUALITY AWARD IN JAPANQUALITY AWARD IN JAPAN
• DEMING TECHNIQUES MORE IMPLEMENTED IN JAPAN THAN AMERICA
• RESULT IS SEEN IN POSITION OF JAPANESE MANUFACTURING
• MAJOR IMPLEMENTATION – TOYOTA
WHAT IS THE BASIC PROCESS?
1. IDENTIFY AND ELIMINATE WASTE IN THE PROCESS
2. PERFORM THE PROCESS BETTER THAN BEFORE
3. MAKE THE PROCESS BETTER THAN BEFORE3. MAKE THE PROCESS BETTER THAN BEFORE
4. IMPROVE THE PROCESS, EVEN IF IT IS NOT WRONG
5. BECAUSE IF WE DONT, SOME ONE ELSE WILL
6. AND WE WILL NOT BE ABLE TO COMPETE WITH THOSE WHO DO
INPUTS REQUIRED!!!
1. PARTICIPATION FROM ALL EMPLOYEES OF THE COMPANY
2. NEEDS CHANGE IN COMPANY CULTURE
3. EMPLOYEES SHOULD CONTRIBUTE BECAUSE IT WILL RESULT IN BENEFIT FOR THE INDIVIDUAL AND THE EMPLOYEEIT WILL RESULT IN BENEFIT FOR THE INDIVIDUAL AND THE EMPLOYEE
4. IT CANNOT BE FORCED ON THE EMPLOYEE
5. MANAGEMENT MUST LEAD BY EXAMPLE
6. EMPLOYEE TRAINING AND COMMUNICATION – CONSTANT FEEDBACK TOWARDS SUGGESTIONS FOR IMPROVEMENT
HOW DOES IT WORK?
• PROBLEMS ARE OPPORTUNITIES FOR CHANGE / IMPROVEMENT
• FIND, REPORT & FIX PROBLEMS
• MAKE SMALL CONTINOUS CHANGES DAILY
• THEN MONITOR RESULTS• THEN MONITOR RESULTS
• ADJUST ACCORDINGLY
• WILL RESULT IN COMPOUND IMPROVEMENT
• CAN LINK PERFORMANCE APPRAISALS TO QUALITY & QUANTITY OF SUGGESTIONS
IMPLEMENTATION PROCESS
• STANDARDIZE AN OPERATION
• MEASURE THE STANDARDIZE OPERATION
• COMPARE MEASUREMENTS AGAINST COMPARE MEASUREMENTS AGAINST REQUIREMENTS
• INNOVATE TO MEET REQUIREMENTS & INCREASE PRODUCTIVITY
• STANDARDIZE NEW OPERATIONS
• REPEAT PROCESS
FIVE MAIN ELEMENTS OF
KAIZEN
1. TEAMWORK
2. PERSONAL DISCIPLINE
3. IMPROVED MORALE
4. QUALITY CIRCLES4. QUALITY CIRCLES
5. SUGGESTIONS FOR IMPROVEMENT
KAIZEN 5 S FRAMEWORK
1. SEIRI – TIDINESS
2. SEITON – ORDERLINESS
3. SEISO – CLEANLINESS
4. SEIKETSU – STANDARDIZATION4. SEIKETSU – STANDARDIZATION
5. SHITSUKE – MAINTAINING THE DISCIPLINE
KAIZEN
• IS PEOPLE ORIENTED
• EASY TO IMPLEMENT
• REQUIRES LONG TERM DISCIPLINE
• HAS BEEN USED BY PERSONAL • HAS BEEN USED BY PERSONAL IMPROVEMENT EXPERTS SUCH AS ANTONY ROBBINS –WWW.TONYROBBINS.COM
RESULTS….
FOR EXAMPLE, IN TOYOTA
• ONE US PLANT IN 1999
• 7,000 EMPLOYEES SUBMITTED 75,000 • 7,000 EMPLOYEES SUBMITTED 75,000 SUGGESTIONS
• 99% WERE IMPLEMENTED
HOW TO IMPLEMENT
• FORM QUALITY CIRCLES
• MEET REGULARLY, PERHAPS ONCE A WEEK
• ASK ALL EMPLOYEES TO CONTRIBUTE IDEAS / SUGGESTIONS THROUGH THE IDEAS / SUGGESTIONS THROUGH THE QUALITY CIRCLE
• QUALITY CIRCLE EVALUATES IDEAS
• APPROVED IDEAS ARE IMPLEMENTED
• AND MONITORED
• THE PROCESS CONTINUES
ACHIEVING
EXCELLENCE / PEFECTION…
……..IS A
CONTINUOUS CONTINUOUS
PROCESS!!!
Q & AQ & A
THANK YOU!!THANK YOU!!