Kaizen masaakiimai-090701152003-phpapp01
-
date post
11-Sep-2014 -
Category
Business
-
view
2 -
download
0
description
Transcript of Kaizen masaakiimai-090701152003-phpapp01
![Page 1: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/1.jpg)
KAIZENThe Key to Japan’s Competitive Success
By MASAAKI IMAI
// YIS//062709//
![Page 2: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/2.jpg)
TABLE OF CONTENTS
6. The KAIZEN Approach to Problem Solving
5. KAIZEN Management
4. KAIZEN, The Practice
3. KAIZEN by Total Quality Control
2. Improvement East and West
7. Changing the Corporate Culture
1. KAIZEN, The Concept
// YIS//062709//
![Page 3: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/3.jpg)
KAIZENThe Concept
CHAPTER I
// YIS//062709//
![Page 4: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/4.jpg)
KAIZEN Values Kaizen & Management
Implications of QC for KAIZEN
KAIZEN & TQCKAIZEN & The
Suggestion System
Kaizen & Competition
Process Oriented
Management VS Result Oriented
Management
// YIS//062709//
![Page 5: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/5.jpg)
• C
ustomer orientation
• TQ
C
• R
obotics
• Q
C circles
• S
uggestion system
• A
utomation
• D
iscipline in the
workplace
• TP
M
• K
amban
• Q
uality improvem
ent
• Just in Tim
e
• Zero defects
• S
mall-group activities
• C
ooperative labor –
managem
ent relations
• P
roductivity improvem
ent
• N
ew-product developm
entKaiZe
N
// YIS//062709//
![Page 6: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/6.jpg)
JOBS FUNCTION PERCEPTIONS
// YIS//062709//
Innovation
KAIZEN
MaintenanceInnovatio
n
Maintenance
Top management
Middle management
Supervisors
Workers
Japanese perceptions Western perceptions
![Page 7: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/7.jpg)
// YIS//062709//
Top Management
Determine to introduce Kaizen as a corporate strategy
Provide support and direction for Kaizen
by allocating resources
Establish policy for Kaizen and cross functional goals
Realize Kaizen goals through policy
deployment and audits
Build system, procedures, and
structures conducive to Kaizen
Middle Management
and Staff
Deploy and implement Kaizen
goals as directed by top management
through policy deployment and cross functional
managementUse Kaizen in functional
capabilities
Establish, maintain, and upgrade
standard
Make employees Kaizen-concious through intensive training programs
Help employees develop skills and tools for problem
solving
Supervisors
Use Kaizen in functional rules
Formulate plans for Kaizen and provide
guidance for workers
Improve communication with workers and sustain
high moraleSupport small group activities (such as quality circles) and
the individual suggestion system
Introduce discipline in the workshop
Provide Kaizen suggestions
Workers
Engage in Kaizen through the
suggestion system and small group
activities
Practice discipline in the workshop
Engage in continuous self-development to become better
problem solvers
Enhance skills and job performance
expertise with cross education
![Page 8: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/8.jpg)
Deming Wheel
// YIS//062709//
Design
Production
Sales
Research
PDCA
![Page 9: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/9.jpg)
// YIS//062709//
Three Award in Sumo Tournament ;
- An outstanding performance award- A skill award- A fighting spirit award
Focus more on processRather than result !!!
![Page 10: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/10.jpg)
Improvement East & West
CHAPTER II
// YIS//062709//
![Page 11: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/11.jpg)
JAPANWESTERN
INNOVATION
KAIZEN
ScienceTechnol
ogyDesign
Production
Market
Innovation KAIZEN
Continuous Improvement
Breakthrough
![Page 12: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/12.jpg)
// YIS//062709//
KAIZEN INNOVATION
Long termUn-dramatic
EffectShort term Dramatic
Small steps Pace Big steps
Continuous & incrementalTimeframe
Intermittent &non incremental
Gradual & consistent Change Abrupt & volatile
Everybody Involvement “Champion”
Collectivism, group efforts, systems
approachApproach Rugged individualism,
individual ideas & efforts
1
![Page 13: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/13.jpg)
// YIS//062709//
KAIZEN INNOVATION
Maintenance & Improvement
ModeScrap
& Rebuild
Conventional know-how & state of the art Spark Technological breakthroughs,
new inventions, new theories
Little investment Great effort to maintain
Practical Requirements
Large investment Little effort to maintain
PeopleEffort
orientationTechnology
Process & efforts for better results
Evaluation criteria
Results for profits
Slow growth economyEconomic condition
Fast growth economy
2
![Page 14: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/14.jpg)
// YIS//062709//
Innovation
Maintenance
Maintenance
Standard
Standard
Actual
Actual
Time
Innovation Standard
Standard
KAIZENActual
ActualKAIZEN
Time
PATTERN
Innovation
Innovation + Kaizen
![Page 15: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/15.jpg)
// YIS//062709//
INNOVATION
Creativity
Individualism
Specialist oriented
Attention to great leaps
Technology oriented
Information: closed, proprietary
Functional (specialist) orientation
Seek new technology
Line + staff
Limited feedback
KAIZEN
Adaptability
Teamwork (system approach)
Generalist-oriented
Attention to details
People oriented
Information: open, shared
Cross functional orientation
Build on existing technology
Cross functional organization
Comprehensive feedback
![Page 16: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/16.jpg)
// YIS//062709//
High Technology
Technology oriented innovation
Technology oriented KAIZEN
Innovative product with Kaizen orientation
Low TechnologyPeople oriented
KAIZENKaizen oriented
product
Technology Level Preferred Process Product
Upcoming Japanese product perceptions
![Page 17: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/17.jpg)
KAIZEN by TOTAL QUALITY CONTROL (TQC)
CHAPTER III
![Page 18: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/18.jpg)
// YIS//062709//
1
2
3
4
5
Quality control deals with the Quality of people
Speaks with data
Quality first, not Profit first
Manage the previous process ( Upstream)
The next process is the customer
6
7
Customer oriented TQC, not manufacturer oriented TQC
TQC starts with training and ends with training
8
9
Cross Functional Management to Facilitate Kaizen
Follow PDCA cycles
10 Standardize the results
![Page 19: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/19.jpg)
// YIS//062709//
5. Safety
6. New-product development
7. Productivity improvement
8. Supplier management
4. Meeting delivery schedule
3. Meeting production quota
1. Quality assurance
2. Cost reduction
TQC
TQC
![Page 20: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/20.jpg)
Muda (Waste)Muri (Strain)
Mura (Discrepancy)
Manpower
Technique
Method
Time
Facilities
Jigs and tools
Materials
Production volume
Inventory
Place
Way of thinking
![Page 21: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/21.jpg)
// YIS//062709//
Definitions of
problem
Analysis of problem
Identification of
causes
Planning counter-measure
s
Implemen-tation
Confirmation of
results
Standardi-zation
PLAN
DO
CHECK
ACT
![Page 22: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/22.jpg)
// YIS//062709//
Man ( operator) Machine (facilities) Material Operation Method
Does he follow standard?Does it meet production
requirements?Are there any mistakes in
volume?Are the work standards
adequate?
Is his work efficiency acceptable?
Does it meet process capabilities?Are there any mistakes in
grade?Is the work standard upgraded?
Is he problem conscious? Is the oiling (greasing) adequate?Are there any mistakes in
the brand name?Is it a safe method?
Is he responsible/accountable?
Is the inspecction adequate?Are there impurities mixed
in?Is it a method that ensures a
good product?
Is he qualified?is operation stopped often because
of mechanical trouble?Is the inventory level
adequate?Is it an efficient method?
Is he experienced?Does it meet precision
requirements?Is there any waste in
material?is the sequence of work
adequate?
Is he assigned to the right job?
Does it make any unusual noises? Is the handling adequate? Is the setup adequate?
Is he willing to improve? Is the layout adequate?Is the work in process
abandoned?Are the temperature and
humidity adequate?
Does he maintain good human relations?
Are there enough machines/facilities?
Is the layout adequate?Are the lighting and ventilation
adequate?
Is he healthy?Is everything in good working
order?Is the quality standard
adequate?
Is there adequate contact with the previous and next
processes?
4M
checklist
![Page 23: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/23.jpg)
KAIZEN the PRACTICE
CHAPTER IV
![Page 24: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/24.jpg)
// YIS//062709//
Achieve maximum
quality with maximum efficiency
Maintain minimum inventory
Eliminate hard work
Use tools & facilitates to maximize quality &
efficiency & minimize
effort
Maintain a questioning
& open-minded
attitude for constant
improvement based on
teamwork & cooperation
MANUFACTURING OBJECTIVES
![Page 25: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/25.jpg)
// YIS//062709//
Management Oriented KAIZEN
Group Oriented KAIZEN Individual Oriented KAIZEN
Tools Seven Statistical ToolsNew Seven ToolsProfessional skills
Seven Statistical ToolsNew Seven Tools
Common senseSeven Statistical Tools
Involves Managers & Professional QC- circles group members Everybody
Target Focus on system & Procedures
Within the same workshop Within one’s own work area
Cycle (Period) Lasts for the duration of project
Requires 4-5 months to complete
Anytime
Achievements As many as management chooses
2-3 per years Many
Supporting system
Line & Staff project team Small-group activitiesQC circlesSuggestion system
Suggestion system
Implementation cost
Sometimes require small investment to implement the decision
Mostly inexpensive Inexpensive
Result New system and facility improvement
Improved work proceduresRevision of standard
On-the-spot improvement
Booster Improvement in Managerial performance
Morale improvementParticipationLearning experience
Morale improvementKAIZEN awarenessSelf-development
Direction Gradual & visible improvementMarked upgrading of current status
Gradual & visible improvement
Gradual & visible improvement
![Page 26: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/26.jpg)
// YIS//062709//
5s
B
E
C
D
ASeiri
Seiton
Seiso
Shitsuke Seiketsu
![Page 27: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/27.jpg)
// YIS//062709//
Waste of REJECTS
quality
Waste in WIP
Waste in DESIGN
deliverycost
product
Method / system
resources
moneyfacilitiesmanpower
Waste in EXPENSES
Waste in FACILITIES
Waste in MANPOWER
Waste in MANAGEMENT
Waste in MOTION
Waste in FIRST PHASE OF PRODUCTION
NINE WASTES !!
![Page 28: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/28.jpg)
// YIS//062709//
JIT
Shortened lead time
Reduced time spent on non-process work
Reduced inventory
Better balance between different processes
Problem clarification
![Page 29: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/29.jpg)
// YIS//062709//
QCS
Top management responsibility :
Strategy & Planning
Administration responsibility:
Provide support
![Page 30: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/30.jpg)
100%
50%
0%
Invo
lvem
ent
Idea Development
DesignDevelopment
ModelDevelopment
Trial runs & customer appraisal
Final product design
Tools & machinery
Process control
Production
Time
PRODUCT DEVELOPMENT PHASE
AT IDEAL COMPANY
![Page 31: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/31.jpg)
KAIZEN MANAGEMENT
CHAPTER V
![Page 32: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/32.jpg)
// YIS//062709//
Management & Labor ; Enemies or Allies?
Confrontation fighting over how to divide the pie
Cooperation Working together to bake bigger pie
![Page 33: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/33.jpg)
Manager's first job is to learn to communicate with his employees so both workers and the company can achieve their common goal
Union leader who cannot understand financial statement and analyze the company's performance will not be able to negotiate with management on such labor-related subjects as technological innovation, personnel transfers, and scrapping facilities
![Page 34: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/34.jpg)
// YIS//062709//
Collective bargaining
Alleviation of frustrations
Labor-management consultation
Small-group activities
Confrontation
Cooperation
Formal & Organization oriented
Informal & Individual oriented
MANAGEMENT & LABOR RELATION
![Page 35: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/35.jpg)
// YIS//062709//
+Job allocation if labor is flexible
Income potential
Job potential if management is
flexible
-
Job potential If management is not flexible
Job allocationIf labor is not
flexibleLABOR RESPONSE
Calls for management
initiatives
Calls for labor initiatives
![Page 36: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/36.jpg)
Goals
Long range policy
Annual top management policy
Cross-functional policy
Departmental (functional) policy
Governing Body
Board of directors meeting
Top management
Top management cross functional committee
Line management
Top management
Division Management
Middle Management
Supervisors
General statement of direction for change (qualitative )
Definition of top management statement(quantitative)
Specific goals(quantitative)
Specific actions(quantitative)
POLICY DEPLOYMENT
![Page 37: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/37.jpg)
The KAIZEN APPROACHto PROBLEM SOLVING
CHAPTER VI
![Page 38: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/38.jpg)
// YIS//062709//
KAIZEN starts with a problem, more precisely the recognition that a problem exists
When there is no problem , there is no
potential for improvements
![Page 39: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/39.jpg)
// YIS//062709//
Seven Statistical tools
• Pareto diagrams• Cause & Effect diagram• Histograms• Control charts• Scatter diagram• Graphs• Check-sheets
New Seven tools
• Relations diagram• Affinity diagram• Tree diagram• Matrix diagram• Matrix data-analysis diagram• PDPC (Process Decision
Program Chart)• Arrow Diagram
![Page 40: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/40.jpg)
// YIS//062709//
Who What Where When Why How
Who does it? What to do? Where to do it? When to do it?Why does he do
it?How to do it?
Who is doing it? What is being done?Where is it
done?When is it done? Why do it? How to do it?
Who should be doing it?
What should be done?
Where should It be done?
When should it be done?
Why do it there?How should it be
done?
Who else can do it?
What else can be done?
Where else can it be done?
What other time can it be done?
Why do it then?Can this method be used in other
areas?
Who else should do it?
What else should be done?
Where else should it be
done?
What other time should it be done?
Why do it that way?
Is there any other way to do it?
Who is doing 3-Mus?
What 3-Mus are being done?
Where are 3-Mus being
done?
Are there any time 3-Mus ?
Are there any 3-Mus in the way of
thinking?
Are there any 3-MUs in the
method?
5Ws + 1 H
![Page 41: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/41.jpg)
// YIS//062709//
VELOCITY FOR COMPETITIVE ADVANTAGE
Standardization
Process optimization
Elimination of waste
Evolution in people and technique
Durable training
![Page 42: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/42.jpg)
// YIS//062709//
1. Form a team & allocate responsibilities
Seven Steps
2. Measure current state
3. Analysis & improvement
4. Apply first improvement
5. Set process with new scenario
6. Analysis & improvement
7. Set-up board for visualization & monitoring
CUTTING CHANGE
OVER TIME
![Page 43: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/43.jpg)
CHANGING the CORPORATE CULTURE
CHAPTER VI
![Page 44: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/44.jpg)
// YIS//062709//
1The costumer : The ultimate Judge of quality
2The eye of the needle – struggle to enter the market
3Supplier relations
4Changing Corporate culture : Challenge to the west
“We call some societies primitive because of their desire to remain in the same state and in unchanging standard
of living – as their gods or ancestors created them at the beginning of time”
![Page 45: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/45.jpg)
Establishing better
criteria to measure optimum inventory
levels
Developing additional
supply sources that can ensure faster
delivery
Improving how orders are placed
Improving the quality
of information provided to suppliers
Establishing better physical
distribution system
Understanding the
suppliers internal
requirements better
Anticipate Business Fluctuation
BUY(Outside contactors)
MAKE(part time/contract employee)
![Page 46: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/46.jpg)
// YIS//062709//
Conventional Wisdom
Higher quality leads to higher costs
Larger lots lead to lower costs
Workers do not need to be taken into account
Japanese Revolutions
Higher quality leads to lower costs
Smaller lots lead to lower costs
A thinking worker is a productive worker
![Page 47: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/47.jpg)
// YIS//062709//
Constant effort to improve industrial relationsConstant effort to improve industrial relations
Emphasis on training & education of workersEmphasis on training & education of workers
Developing informal leaders among the workersDeveloping informal leaders among the workers
“Creating a Cooperative atmosphere and
corporate culture”
“Creating a Cooperative atmosphere and
corporate culture”
Formation of Small Group Activities such as QC circlesFormation of Small Group Activities such as QC circles
Support & recognition for workers’ KAIZEN effortSupport & recognition for workers’ KAIZEN effort
Conscious effort for making the workplace a place where Workers can pursue life goals
Conscious effort for making the workplace a place where Workers can pursue life goals
Bringing social life into the workshop as much as practical
Bringing social life into the workshop as much as practical
Training supervisor so that they can communicate better& create a more positive involvement with workers
Training supervisor so that they can communicate better& create a more positive involvement with workers
Bringing discipline to the workshopBringing discipline to the workshop
getting workers' acceptance and
overcoming their resistance
to change.
![Page 48: Kaizen masaakiimai-090701152003-phpapp01](https://reader038.fdocuments.net/reader038/viewer/2022110113/5411b7ce7bef0ad2678b808c/html5/thumbnails/48.jpg)
// YIS//062709//
“Be it our working life, our social life, or our home life, deserves to
be constantly improved”
KAIZEN PHILOSOPHY