In this orientation we will learn what is…..a) The meaning of KAIZEN.

b) The Toyota Production System. (not included)

c) What are the steps in problem solving. (QCRA – QC CIRCLE REPORT of ACTIVITY)

PRESIDENT/CHAIRMAN

EVP

GM OFFICE for F&A

VEHICLE SALES MANAGER

SERVICE MANAGER

PARTS MANAGER

TCUV MANAGER

FINANCE & ACCOUNTING

CUSTOMER RELATIONS OFFICER KAIZEN

HR and ADMIN

Create Annual KAIZEN Plans & Programs for all Departments.

Makes sure that Toyota Alabang will have at least 95% Scores on Toyota Dealer Success Program (TDSP).

In-Charge in OBEYA Room KPI updates monitoring.

Facilitates DEALER-GENBA KAIZEN PRESENTATION (D-GKP) Report of all KAIZEN CIRCLES

In-House KODAWARI and EMS AUDITOR

Facilitates KAIZEN Trainings and Seminars

Attend activities @ TMP (Convention, Summit, Gen. Assy.,Trainings etc.)

Participate / In-Charge in Kaizen Activities for all Departments.

Assists the General Manager in planning of various assigned activities in relation to the Kaizen

Obeya or Oobeya (from Japanese大部屋 "large room" or "war room") refers to a form of project management used in Asian companies (including Toyota) and is a component of the Lean Management.

What is KAIZEN ?

KAIZEN = CONTINUOUS IMPROVEMENT

MOTOROLA 1973

KAIZEN = CONTINUOUS IMPROVEMENT

2nd Part of the Presentation

What is QC Circle Activity?

QC Circles are small groups formed by

ideally five to seven people working on the

front lines in order to continuously manage

and improve products, service and work.

The Fundamentals of QC Circle activities

QC Circle activities aim to:develop members capabilities and

achieve self actualization,make the workplace more pleasant,

lively and satisfying, improve customer satisfaction and contribute to society.

The Basic Principles of QC Circle Activities

-Fully reveal human capabilities and eventually draw out infinite possibilities.

-Respect humanity and build a pleasant, lively and satisfying workplace.

-Contribute to the improvement and development of the enterprise.

Significance of QC Circle activities

`“Solve the problem autonomously by participationof all members” is the most important for QC Circle Activities.

・Self-thinking, self-doing, self-ascertain and appreciate fulfillment is very important for increasing independence

•PDCA cycle is a cycle of making a plan (Plan), implement it (Do), check the results (Check), and take necessary actions toimprove (Action)

Genchi Genbutsu means visiting an actual site, looking at actual objects and investigating closely, in order to understand the fact accurately.

Introduction............................ such as introduction of the company

QC circle overview................. such as introduction of circle members

Process overview.................. overview a process related to the theme

Step 1: Select the work place problem

Step 2: Grasp the current situation

Step 3: Set a target

Step 4: Make an activity plan

Step 5: Analyze the cause

Step 6: Setup countermeasures

Step 7: Result of countermeasures

Step 8: Check the results

Step 9: Standardized and establish

Step 10: Reflect on the activity

PLAN

DO

CHECK

ACT

SELECT WORKPLACE PROBLEMS

PROPOSED

THEME

Will it make

the

work easier?

Can the circle

solve it by

themselves?

Can they

complete it

on

time?

What will happen

if the

problem is not

solved

now?

What will be

the benefit to

the company?

TOTAL

POINT

PRIORITY

RANKING

1

Delayed

Installation of

Toyota Genuine

Accessories

1. 25% under

2. About 50%

3. 75 & Over

1. Cannot do

2. Ask for help

3. Can do

1. Cannot

do

2. Can do

1. No change

2. Worsen

gradually

3. Worsen

suddenly

1. 25% under

2. About 50%

3. 75% over14 1

2Warehouse

Denial Parts

1. 25% under

2. About 50%

3. 75 & Over

1. Cannot do

2. Ask for help

3. Can do

1. Cannot

do

2. Can do

1. No change

2. Worsen

gradually

3. Worsen

suddenly

1. 25% under

2. About 50%

3. 75% over12 2

3Low Counter

Sales

1. 25% under

2. About 50%

3. 75 & Over

1. Cannot do

2. Ask for help

3. Can do

1. Cannot

do

2. Can do

1. No change

2. Worsen

gradually

3. Worsen

suddenly

1. 25% under

2. About 50%

3. 75% over11 3

“ Bakit sabi nyo may stock kayo pero wala naman pala saactual!”

- Clarisse/Vios-

POOR CUSTMER SATISFACTION

LOW TDSP SCORE

Delayed Installation

of Toyota Genuine

Accessories

5% DELAYS

20% DELAYS

0% DELAYS

What WhoJAN FEB MAR APR MAY JUN JUL AUG SEP OCT

1w

2w

3w

4w

1w

2w

3w

4w

1w

2w

3w

4w

1w

2w

3w

4w

1w

2w

3w

4w

1w

2w

3w

4w

1w

2w

3w

4w

1w

2w

3w

4w

1w

2w

3w

4w

1w

2w

3w

4w

AStep 1: Select

Workplace ProblemKaizen Circle

P

A

BStep 2: Grasping the

Present SituationKaizen Circle

P

A

C Step 3: Set a TargetKaizen Circle

P

A

DStep 4: Make an Activity

PlanKaizen Circle

P

A

DStep 5: Analyze the

CauseKaizen Circle

P

A

FStep 6: Set-up and Carry-

out CountermeasuresKaizen Circle

P

A

GStep 7: Results of Countermeasures

Kaizen Circle

P

A

HStep 8: Check the

ResultsKaizen Circle

P

A

I Step 9: StandardizationKaizen Circle

P

A

Delays in

Accessories

Installation

METHOD

Shortages of Accessories supply.

No order of accessories

Stocks are not replenished regularly

No SOP in ordering stocks 2

Difficulty to locate the unit

No specific installation area in

accessories

No Available Space 1

MP’s Commits right away to the client

MP’s promise time given by the MP miscalculated

MP’s are not aware for the Standard Flat Time 3

Over loading of work

High number of units w/ accessories to be installed

MP’s do not refer the Daily Workload Schedule of accessories installer

There is so many additional accessories to be installed

No proper schedule of workload 4

MATERIALS MAN

METHOD

Delayed unit delivery

Difficulty to locate the vehicle

in the workshop

Releasing team not aware

of unit location

No tool to visualize actual

location of unit

1

2

Delayed unit delivery

Long Billing QueueDelayed Billing

Car jockey not readily available

Car jockeys are checklisting vehicles received

Frequent reopening of repair orders by SA

No confirmation of mode of payment and

additional discounts prior to unit releasing

Delayed unit delivery

No monitoring of units for release

No specific Person-In-Charge to monitor units for release

No dedicated car jockeys

for unit releasing

3

No SOP in monitoring units for release4

MACHINE

No Available Space

VERIFICATION RESULT

BAY AREA is only use for Brand New

Units for release.

Delay in accessorizing as

the installer have

difficulty to locate the unit

because there is no

available installation bay

0

50

100

150

200

On time

Delivery

Overloading of

Work Incorrect

Unit Details MP'S commit

right away to

client

Shortages of

accessories

supply

Unit is not

physically

available

No Available

Space

Product

Quality &

Damage

Items

187

13

6 16

5 3 2 3

N = 235

Period: Jan – Mar 10,2014

0.8 %

TRUE CAUSE

Assign one (1) or two (2) slots at bay area for units

with TGA Installation

Expected Effect\ Expected Cost Expected Lead Negative Influence for Comprehensive Circle Conclussion

Time other Department Evaluation all Members

Small Low Short Nothing Possible

Average Average Average

Large High Long Influencial Impossible

P – Coordination meeting withInstaller, BP, Car Jockey

D – Actual ImplementationC – Checking of consistencyA – Perform Necessary djustment

PDCADate: July 15,2014

Eliminated delays in accessories installation

BEFORE AFTERCOUNTERMEASURE

Assign one or

two slots at bay

area for units with

TGA installations

0

5

10

15

BEFORE KAIZEN AFTER KAIZEN

DELAYED CLIENTS

Jan –Aug 2014

0

100%

Delayed due to No Accessories Bay Available

2

To increase the rate of Units to be done on time based on Delivery Schedule from 80% to 97.5% starting August 2014.

0%

20%

40%

60%

80%

100%

120%

JANUARY- MARCH 2014 TARGET JULY - AUG 2014

80%

97.5%96%

96% Target Achievement after Kaizen

WHAT WHEN WHERE WHO WHY

Assign one slot at

dispatch area for units

with TGA installations

Daily Service Bay Installer For faster installation of

accessories

SOP in Replenishment

of Accessories Daily Accessories Counter AIC

To monitor the availability

of every accessories

Attending the meeting

on MP’s meeting Weekly TAI Conference Room AIC

To ensure MP’s are aware

of accessories lead time

Accessories Installation

Schedule Monitoring

Sheet

Daily Parts Department AIC

To monitor the preparation

and schedule installation

Daily Monitoring

Accessories Sheet

Before and After

Accessories

Installation

Parts Department AIC To verify the start – finish of

installation

“ Do something with focus and

interest for a brighter

tomorrow….

- Imelda Benitez

“ I am proud to be a member of

Kaizen Team…

- Joey Liza

“In this activity, I learned the

true meaning of teamwork. I

appreciate the efforts of my

co-team members in giving

their ideas, suggestions. I am

happy and I enjoyed this

activity.”

- Ely Mariano

“ TEAMWORK is a key to make

our kaizen successful….

- Chito Mangona

“ Doing a kaizen project needs

an extra time aside from

fulfilling our major task, but its

all worth it….

- Irene Ullamot

The group has been performing as one team, communicating very well with

each other to find better solutions to theproblems caused by the root causes

they have found out. They have increased their awareness of

what “Team Work” is that gave them better results to reach their goals..

Congratulations!.

Product Quality C

Production Volume A

Cost Reduction B

Meeting Deadlines A

Improving Safety B

Workplace Improvement B

Benefits of the Company

Large effect = A Small effect = B No effect = C

3 IMPORTANT THINGS IN PRESENTATION◦ 1. Content -

1.1 – What is the purpose of your presentation?

1.2 – Who is your audience?

1.3 – content and delivery should focused on your goal

2. Design –

2.1 – Use only one or two different fonts.

2.2 – Use only few colors except for highlights.

2.3 – should be eye friendly.

3. Delivery –

3.1 – Believe in yourself.

3.2 – practice, practice, practice, It is very important that you know what

you are saying.