Book review

Kaizen: MANAGING CONTINUOUS IMPROVEMENTPresented by: Jodawe LunguRyalls Hotel-BlantyreMarch 2014

content1.Toyota Malawi Mission and Vision2.Book review(Leadership Challenge)3.Case Study4.Kaizen Process .5.Creative Problem solving

Toyota Malawi visionWe will be the partner of choice in Malawi and lead the way in mobility and empowering the communities and people who work for us as well as those we work for.MISSIONWe will contribute to Malawis socio-economic development through:Provision of superior quality products, services, and innovative solutions, developing and empowering our people. Creating and ensuring a culture of performance excellence and good governance, providing superior, consistent and equitable services to all customers and building lasting partnership and developing the communities in which we work.

Book reviewThe leadership Challenge by James Poznan and James KouzasFive Characteristics of exemplary leadersChallenge the processModel the wayInspire a shared visionEncourage the heartEnable others to act

CHALLENGE THE PROCESSSearch for opportunities by seizing the initiative and by looking outward for innovative ways to improve. Experiment and take risks by constantly generating small wins and learning from experience.

MODEL THE WAY

.Clarify values by finding your voice and affirming shared values.

Set the example by aligning actions with shared values.

INSPIRE A SHARED VISION

. Envision the future by imagining exciting and enabling possibilities.

Enlist others in a common vision by appealing to shared aspirations

ENCOURAGE THE HEARTRecognize contributions by showing appreciation for individual excellence.

Celebrate the values and victories by creating a spirit of community.

ENABLE OTHERS TO ACTFoster collaboration by building trust and facilitating relationships. Strengthen others by increasing self-determination and developing competence.

SummaryNo matter how capable a leader is, he or she alone wont be able to deliver without the joint efforts that come from the team. Eric Pan

Case study presentationCASE STUDYCore Goal:Improve Customer Satisfaction through kaizen

Data gathered and tools used:Qualitative & Quantitative DataUsing the 10 dimensions of Team Effectiveness

Problems:Operating in a Comfort zone (Not thinking outside the box)Using cause effect Ishikawa/Fishbone Diagram

Case study Ideas for Improvement:Reward system for kaizen implementedTeam building exercises ( Effective Teams )Refer to Kaizen flow chart

Suggested Solutions:Master the basicsKaizen each jobOvercoming the Problem:Review and make use of Informal Team RolesLife Position (Im OK Youre OK)Develop Service Level Agreement and implement

Kaizen processKaizen process flow chartStaff Members generate ideas and are discussed during monthly meetingExecutive secretary compiles the reportsKaizens tabled before management team(Monthly)Management team approves kaizens that can be implemented. Those requiring major changes are forwarded to H/O for MD approvalApproved Kaizens are handed over to the implementation team

Implemented kaizen ideasKAIZENIMPROVEMENT GAINEDKAIZEN NATUREPartition of shelf in the cage warehouseOctober 2013Increased shelf spaceEffective use of available spacesProcess improvementLDP Pictures\187.jpgLDP Pictures\436.jpgChange of security guards seating positionsJanuary 2014Enhancement of security on the workshop sideReduced parts delivery time to counter and workshopProcess CorrectionLDP Pictures\423.jpgLDP Pictures\424.jpgIntroduction of special offers notice boardJanuary 2014Increase sales of production on special offerProcess managementLDP Pictures\439.jpgLDP Pictures\426.jpg

Creative problem solving process(Osborne-parnes)1.Objective FindingThere was no established mechanism to update sales department on the status of parts orderedSales had difficulties in giving feedback to customers on parts ordered.2.Fact FindingThere was a disconnect between parts and sales team on what each team really wanted from the otherThe was no routine parts status updates among the departments

Problem solving conThere was no effective use of the already existing notice boards3.Problem FindingParts department was not providing special orders updates to sales, service departmentsThe main objective was to reduce special orders delivery lead time and delight customers.4.Idea Finding(1)By using Ishikawa cause and effect analysis we discovered that it was the customer that will be delighted if we find a solution to this problem.

PRBLEM SOLVING CONT(11) Unfolding Strategy(a) Let goWaiting for customers to ask so that we can provide feedback(b)Maintain and strengthenWeekly update of special orders board and sending electronic version of the same to concerned parties(c)InitiateFortnightly meetings with sales and service departments5.Solution FindingFortnightly meetings with sales and service departmentElectronic special orders updates report every wednesday

6 .Acceptance of FindingsParts department appointed Limbani Kantondo to be responsible for updating the special orders board and sending the electronic copy of the same every Wednesday.Holding of departmental meetings every two weeks to discuss all issues that are outstanding.LDP Pictures\431.jpgLDP Pictures\Special Orders for Lilongwe.xlsxTHE END