1

Kaizen…….Change for the better

Kaizen is a philosophy that sees improve-ment in productivity as a gradual andmethodical process.

It makes the work environment moreefficient and effective through its five founding elements:• Team work• Personal Discipline• Improved Morale• Quality Circles• Suggestions for Improvement

2

Source : www.1000ventures.com 3

KAIZEN Innovation• Japan Strong Weak• West Weak Strong

Figure 2.1 Features of KAIZEN and Innovation

KAIZEN Innovation

1. Effect Long-term and long-lastingbut undramatic

Short-term but dramatic

2. Pace Small steps Big steps

3. Timeframe Continuous and incremental Intermittent and non-incremental

4. Change Gradual and constant Abrupt and volatile

5. Involvement Everybody Select few “champions”

6. Approach Collectivism, group efforts,systems approach

Rugged individualism,individual ideas and efforts

7. Mode Maintenance andimprovement

Scrap and rebuild

8. Spark Conventional know-how andstate of the art

Technological break-throughs,new inventions, new theories

9. Practicalrequirements

Requires little investment butgreat effort to maintain it

Requires large investment butlittle effort to maintain it

10. Effort orientation People Technology

11. Evaluation criteria Process and efforts for betterresults

Results for profits

12. Advantage Works well in slow-growtheconomy

Better suited to fast-growtheconomy

Kaizen Principles Get rid of all old assumptions.

Don't look for excuses, look for ways to make things happen.

Say "NO" to the status quo.

Don't worry about being perfect - even if you only get it half right “ start NOW.

It does not cost money to do KAIZEN.

If something is wrong "Fix it NOW.

Good ideas flow when the going gets tough.

Ask "WHY" five times - get to the root cause.

Look for wisdom from Ten people rather than one.

Never stop doing KAIZEN. 6

Kaizen Cycle

Source: Archfield Consulting Group7

Steps for implementation

• Identify specific point for improvement in ones own work area.

• Analyze the root cause of the problem and develop solution.• Implement the kaizen and quantify benefits.• Standardize the improvement through proper

documentation.• Fill in the improvements in the standard format and submit

for evaluation.

8

Benefits of Kaizen• It is a process oriented approach, hence has lasting impact as

improvements are made where faults are identified.

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

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

• It helps to improve productivity resulting in low cost of operation.

• It helps to reduce the rate of accidents thus improving work safety.

• It aids in waste reduction in areas such as inventory, waiting time, transportation and others which in turn aids in better utilization of space and resources. 10

Challenges faced by Kaizen

• Kaizen is a top-down approach.

• It requires lot of effort especially by executives at the top-most level.

• It is a people oriented approach. So employee support is critical for successful implementation of Kaizen.

• It requires a long term discipline and commitment. So everyone should be patient about the results.

• It should be a continuous process or else the expected results would not be obtained.

11

Aspects of Kaizen

• Gemba Kaizen:• GEMBA means the place where the products

are made, so GEMBAKAIZEN is KAIZEN activities that take place in GEMBA.

• GEMBAKAIZEN is to make continuous improvement at the real place, where the action is going on, and that can makeyour organization better.

Aspects of Kaizen

• Kaizen Blitz• A Kaizen Blitz, or rapid improvement, is a focused activity on a

particular process or activity. The basic concept is to identify and quickly remove waste.

• Mini Kaizen:• It is part of corporate culture. It requires both conscious and

sub-conscious thinking about improvements day by day and minute by minute on the part of all employees. It also requires that these same employees possess the skills for this type of thinking.

14 Principles followed by Toyota was the first company to implement Kaizen.

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

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

• Use "pull" systems to avoid overproduction.

• Level out the workload (heijunka). (Work like the tortoise, not the hare).

• Build a culture of stopping to fix problems, to get quality right the first time.

• Standardized tasks and processes are the foundation for continuous improvement and employee empowerment.

• Use visual control so no problems are hidden.

• Use only reliable, thoroughly tested technology that serves your people and processes. 14

14 Principles followed by Toyota (Contd.)

• Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others.

• Develop exceptional people and teams who follow your company's philosophy.

• Respect your extended network of partners and suppliers by challenging them and helping them improve.

• Go and see for yourself to thoroughly understand the situation (Genchi Genbutsu).

• Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly.

• Become a learning organization through relentless reflection and continuous improvement (Кaizen).

15

Hierarchy of Kaizen Involvement

TOP MANAGEMENT MIDDLE MANAGEMENT

SUPERVISORS WORKERS

Be determined to introduce Kaizen as a corporate strategy

Deploy and implement Kaizen goals as directed by the top management through policy deployment and cross-functional management

Use Kaizen in functional areas

Engage in Kaizen through the suggestion system and small group activities

Provide support and direction for Kaizen by allocating resources

Use Kaizen in functional capabilities

Formulate plans for Kaizen and provide guidance to workers

Practice discipline in workshop

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

Realise Kaizen goals through policy development and audits

Make employees Kaizen conscious through intensive training programs

Support small group activities and the individual suggestion system

Enhance skills and job performance expertise with cross-education

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

Source: Total Quality Management by Poornima M. Charantimath

16

Kaizen by New Delhi Traffic Police for better Traffic Compliance

17

REFERENCES• Total Quality Management by Poornima M. Charantimath

• http://www.lifepositive.com/Mind/work/corporate-management/kaizen-management.asp

• http://www.rediff.com/money/1999/aug/11japan.htm

•  http://www.rediff.com/money/2005/jan/28spec2.htm

•  http://www.rediff.com/money/1999/sep/30kaizen.htm

• http://www.valuebasedmanagement.net/methods_kaizen.html

• http://www.1000ventures.com/business_guide/mgmt_kaizen_main.html

• http://www.tocforme.com/mainlean.html

18