KAIZEN Updated 030507
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Transcript of KAIZEN Updated 030507
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Session 1 ‘5S’
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A STRATEGY FOR PERFORMANCE
EXCELLENCE
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INTRODUCTION 5S Is a simple but highly effective set of
techniques that remove waste from your work environment through better workplace organization, visual communication and general cleanliness.
The pillers of 5S are defined as Seiri, Seiton, Seiso, Sheketsu, and Shitsuke.
Because each of the five pillars begins with “S”, this method was appropriately names 5S.
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BACKGROUND Developed by the Japanese Workplace Organisation and
Housekeeping System Helps Create a Better
Working Environment and a Consistently High Quality Process
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WHY TO IMPLIMENT 5S? Implementing 5S across the organization will: Change the mindset of employees and
facilitate continuous improvement Improve the efficiency of employees and make
them more productive Eliminate time spent on non-value-added work
affecting individual and workplace efficiency Create a robust foundation for future work in
the quality arenaAs a matter of fact, before implementing any other quality methodology, organizations should implement and institutionalize 5S.
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5S PRONCIPLES SEIRI – Organisation – Sort SEITON – Orderliness – Set in Order SEISO – The act of Cleaning – Shine SEIKETSU – The State of
Cleanliness – Standardize SHITSUKE – The Practice of
Discipline - Sustain
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5S PRINCIPLES Sort – Clearing the work area Any work area should only have the items needed to
perform the work in the area. All other items should be cleared (sorted out) from the work area.
Set In Order – Designating Locations Everything in the work area should have a place and
everything should be in its place. The needed items should be kept in the correct place to allow for easy and immediate retrieval.
Shine – Cleanliness and workplace appearance The third pillar of 5S helps to keep work areas, all
work surfaces and equipment clean and free from dirt, debris, oil, etc.
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5S PRINCIPLES Standardize : Everyone doing things the same
way Everyone in the work area and in the
organization must be involved in the 5S effort, creating best practices and then getting everyone to “copy” those best practices the same way, everywhere, and every time. Work area layouts and storage techniques should be standardized wherever possible.
Sustain : Ingraining the 5S’s into the culture SUSTAIN is the last pillar of 5S and drives the
organization to be disciplined in maintaining these new standards and procedures and in continuously improving the 5S state of the workplace.
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5S PRINCIPLES & ACTIONS Step Name Action
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2
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SortSetIn order
Shine
Standardize
Sustain
Sort out unnecessary items in the work-placeAnd discard them.Arrange necessary items in good order so that They can be easily picked for use “A place forEverything Every things in its place.”Clean your workplace completely so that there isNo dust on floor, machine or any other area Under consideration
Maintain high standard of housekeeping andWorkplace organization at all times.
Train people to follow good house keeping disciplines.
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5S BENEFITS 1. Sales – Increase sales (market
share).2. Savings – Save costs.3. Safety – Provide a safe working
environment.4. Standardization – Standardize the
operating procedure.5. Satisfaction – Employees and
customer satisfaction
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5S BENEFITS The 5S’s lead to improve processes and
ultimately: Reduced set-up times Reduced cycle times Increased floor space Lower safety incident/accident rate Less wasted labor Better equipment reliability
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WHEN TO IMPLIMENT 5S Space is crowded with parts and tools Unneeded items are stacked between
workers Excess inventory on the floor Excess items and machines make it
difficult to improve process flow Equipment is dirty and a collection point
for miscellaneous materials Needed equipment such as tools are
difficult to find
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CHECKLIST FOR ASSESMENT Questions
Do people in your departments struggle to locate drawings, specifications, tools, dies and so forth ?
Are there items in your departments such as files, documents, and equipment, tools, that do not have an owner ?
Are there customer drawings, customer samples, old magazines or telephone directories, in your workplace that are not used and are gathering dust ?
Is there any safety equipment, such as fire extinguishers, lying around that is pass its expiration date ?
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CHECKLIST FOR ASSESMENT Question
Are there loose hanging naked electrical wires in the department / organization ?
Do visitor and customers struggle to reach the right person or department in your organization ?
Are there files in the department that are old, unlabeled, and torn ?
Are there instances of running out of raw material, consumables, stationary and other items ?
Do you observe materials, tools, consumables, files, drawings and so forth getting mixed up ?
Do you observe valuable space being occupied by useless and unwanted items ?
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SEIRI – SORT Seiri is distinguishing or sorting out between wanted and unwanted items in a place and removal of the unwanted such a place can be a shop floor, an office, a house or a hospital.
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HOW TO IMPLIMENT SEIRKI Some typical areas where Seiri might be applied include work in process, unnecessary tools, unused machinery, defective products, and paper and documents.
Separate needed items from unneeded items. Remove unneeded items from working areas Item never used : Discard Item not needed now : Store them. Remove all excess items from working areas,
including work pieces, supplies, personal items, tools instruments, and equipment.
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HOW TO IMPLEMENT SEIRI Use red tag to get rid of unneeded
items. Store items needed by most people in a
common storage area. Assign a person to organize and
manage the common storage area. Store items only needed by each
individual in his/her own working area. Organize working / Storage area.
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RED TAGGING The Red-Tagging Strategy is a simple method for
identifying potentially unneeded items in the factory, evaluating their usefulness, and dealing with them appropriately.
It is simply putting Red tags on items in Factory that need to be evaluated as being necessary or unnecessary.
An Item with Red-Tag is asking 3 Questions. Is this Item needed ? If it is needed, is it needed in this quantity ? If it is needed, does it need to be locate here ?
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CHECK POINTS Throw away/return things which are not
needed Paperless and Re-cycle Bins for papers,
bottles, etc. “Needed things” stored : low, medium & high
usage Personal belongings kept to the minimum Treat defects, leakage, breakage and their
causes One-is-best
Daily “Things-to-do” List One set of tools/stationary/1-page form One hour meeting One stop service for customer One location file (e.g. LAN Server)
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ADVANTAGES OF SEIRI Saving in use of space. Removal of excess equipments/parts. More space made available in filling
cabinet/shelf. Avoidance of error. Eliminate unsafe situations. Easy access to things. Preventing rusting or damage to materials. Reduced inventory by sales of scrap
material/excess materials. Easy available of material.
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SEITON Seiton means to prepare correctly or
straighten. This should be understood as organizing correctly following correct method. This means that maintaining
things in the right way.SEITON implies arranging necessary items
in good order so that they can be easily picked for use. Implementing SEITON
means that every thing should be kept in its place only after use
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SEITON First we should decide where things belong
and every thing should have a place only after use. This will help us to pick things needed without wasting time on searching for them.
Three rules to be followed for implementing SEITON Decide where thing need to be placed Keep the things in that place Always follow the system.
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WHY SEITON Needed items can be easily
found, stored and retrieved. First-in First-out (FIFO) Save space and time.
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GUIDELINES A Place for everything and everything in its
place. Place tools and instructional manual close to
the point of use. Layout the storage area along the wall to
save space. Place items such that they are facing toward
passage for easily access. Store similar items together. Different items
in separate rows. Don’t stack items together. Use rack or shelf
if possible
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GUIDELINES Use small bins to organize small items Use color for quickly identifying items. Clearly label each item and its storage
areas (lead to visibility). Use see-throw cover or door for
visibility. Use special designed cart to organize
tools, jigs, measuring devices, etc., that are needed for each particular machine.
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HOW TO IMPLIMENT SEITON Get rid of unnecessary things. Prepare storage areas, reassign spaces, racks,
cabinets etc.,and provide for the minimum of additional storage facilities.
Decide the place for every thing frequently used items close by at an easily accessible height. Decide how thing should be put back.
Tag/sign/label are required for each location of that material / equipment. Even if some items are needed for temporary use their storage place is to be decided and proper indication to be made put a board indicating that they are temporarily stored.
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HOW TO IMPLIMENT SEITON Color coding, arrows, lamps, etc., to be used for
quick identification, indication is required for out of stock, some body using it or lost etc.,
Define working area, path, entrance / exit lines, door opening lines / traffic flow lines / storage space lines etc.,
Make the system to function with minimum need of tools e.g., use wing nuts wherever possible to avoid need of spanners.
Display cautions, messages and instructions in proper height and written neatly so that people can see from a distance.
All fixed location and color coding should be documented.
Frequent inspection is required.
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CHECK POINTS Everything has a clearly designated name &
place Every place should have a ‘responsible person’
label Eliminate unnecessary covers and locks Functional placement for leaflets, tools and
material Filing standards and control master list First in, first out arrangement Zoning and placement marks Neat notice boards (also remove obsolete
notices) Easy-to-read notices (including zoning) 030-second retrieval of tools, document & parts
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BENEFITS OF SEITON Help reducing time consumed in searching
material for use. Easy to inspect and recognize when material
are taken out from their location. Creates work effectiveness. Creates safety atmosphere. Help in inventory control. Better identification by using color coding. Improves workplace utilization.
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SEISO Seiso means take up the job of
cleaning SEISO insist to clean the workplace completely so that there is no dust on floor, machine, or any other place
under consideration.
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OBJECTIVES Cleanliness ensures a more
comfortable and safe working place.
Cleanliness will lead to visibility so as to reduce search time.
Cleanliness ensures a higher quality of work and products.
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GUIDELINES Use dust collecting covers or devices to
prevent possible dirt or reduce the amount of dirt.
Investigation the causes of dirtiness and implement a plan to eliminate the sources of dirt.
Cover around cords, legs of machines and tables such that dirt can be easily and quickly removed.
Operators clean their own equipment and working area and perform basis preventive maintenance.
Keep everything clean for a constant state of readiness.
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GUIDELINES Individual cleaning responsibility
assigned Make cleaning and inspection easier Clean even the places most people
do not notice Cleaning inspections and correct
minor problems Regular sparkling cleaning
campaigns.
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CHECK POINTS Transparency (e.g. Glass covers for see-
through) Straight line and right-angle arrangements ‘Danger’ warning signs and marks Fire extinguisher and ‘EXIT’ signs and safety
device Work instructions and ‘passed’ labels Electrical wiring neatness and switch labels Energy Preservation – AC Temp. mark/switch Color-coded gangways/pipes and directional
marks
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CHECK POINTS Color coding – paper, files, containers,
etc. Responsibility labels on floor plan or at
sits. Prevent noise and vibration at source Department/Office labels and name
plates Park-like environment (garden
office/factory)
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SEIKETSU Seiketsu means maintaining
high standards of house keeping and workplace organization at all times.
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GUIDELINES Workers should make it a habit to be clean
and tidy (starting with themselves). Here are some things that workers have done under the heading of standardized clean-up:
Removing used, broken, or surplus items from the work area
Marking safety a prime requirements by paying attention to noise, fumes, lighting, cables, spills, and other aspects of the workplace environment
Checking that items are where they should be
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GUIDELINES Listening to the “Voice” of the process
and being alert to things such as unusual noises
Ensuring that there is a place for everything and that everything is in its place
Wearing safe working apparel and using safe equipment
Minimizing all waste and the use of valuable resources such as oil, air, steam, water, and electricity
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SHITSUKE Shitsuke describes to train
people to follow good house keeping disciplines autonomously.
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GUIDELINES No matter how often the 5 S’s were
implemented, 5S conditions would fall apart in no time and the workplace would be dirty and chaotic again.
Unneeded items would being to pile up as before.
Tools, brooms, shovels, dies, etc. would not get returned to their proper place and we would be forced to run all over the place trying to find them..
No matter how dirty equipment became, little or nothing would be done to clean it.
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GUIDELINES Team members would neglect to wear
safety equipment or leave things on the floor and an injury would occur.
Dirty machines would start to malfunction and produce defective parts.
Dirt from the floor would spread to the work area itself and cause defects.
Dark, dirty disorganized work areas would lower morale.
Customers would become disgusted by the dirty conditions and look for someone else to do their products.
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CHECK POINTS Execute individual 5-S responsibilities Wear, if necessary, safety
helmet/gloves/shoes/etc. Good communication and telephone
practices Daily 5-minute 5-S practice One day processing of job/tasks Practice dealing with emergencies Organization Chart and Performance
Indicators Design and follow the 5-S Manuals Quarterly 5-S Audit and improvements Seeing-is-believing : check for 5-S
environment
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IMPLEMENTATION OF 5-S Organize the program committee. (PLAN) Develop a Plan for each S (PLAN) Announcement for the start of the programme
(DO) Provide Training & Education to employees.
(DO) Select a day and everybody cleanups his/her
own working area (DO) Select a day and everybody organizes his/her
own workplace.(DO) Evaluate the results of 5S.(CHECK) Self Examination and take corrective action.
(ACTION)
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EXERCISE-QUALITY DEPT. SORT.
Cleaned Out unneeded item stored in the QA Lab. Cleaned out all needed items in QA Lab (for relocation). Remove unneeded files and documents in QA Filing
System.SET IN ORDER. Organize retained items in QA Lab and QA Inspection
Area. Segregate and Label the majority of gages used for
inspection. Move an additional worktable to the QA Lab to aid in
streamlining the first part inspection process. Label items and areas in the QA Lab. Organize filing cabinets in a logical manner. Labeled files and file drawers.
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EXERCISE-QUALITY DEPT. SHINE
Painted the QA Lab walls, shelving and inspection table.
Repair and paint the carts used for Final Inspection Areas.
STANDARDIZE Standardized the documents and equipment needed for
first part inspections. Arrange and Label gauges. Standardize QA files.
SUSTAIN Revise QA Weekly Check Sheet to include inspections
of items covered in the QA 5S event.
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EXERCISE Prepare 5S Check points for
Maintenance Department
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Setting the ‘5S’ Standards and Guidelines
Conducting the 5S Audit
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Session 2 - Kaizen
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INTRODUCTION “Kai” in Japanese Language means
“Change” and “Zen” means “Good” The literary meaning of Kaizen is
“change for good”
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INTRODUCTION Kaizen is the Japanese philosophy of
continuous improvement by all the employees in an organization so that they perform their tasks a little better each day.
It is a never ending journey centered on the concept of starting new each day with the principle that the methods can always be improved.
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INTRODUCTION Kaizen is the philosophy of
continual improvement, that every process can and should be continually evaluated and improved in terms of time required, resources used, resultant quality, and other aspects relevant to the process.
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INTRODUCTION When Applied to the workplace,
Kaizen means continuing improvement involving everyone – managers and workers alike.
Kaizen is not limited to manufacturing systems only. It also means continuing improvement in personal life, home life, social life, and working life.
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KAIZEN BENEFITS Problems are identified at source and
resolved. Small improvements which are realized can
add up to major benefits for the business Improvements, which lead to changes in
the business quality, cost and delivery of products, mean a greater level of customer satisfaction, and business growth.
By involving employees in looking at their environment to bring about change, results in improved morale as people begin to find work easier and more enjoyable.
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5 W AND 1 H OF KAIZEN What is Kaizen ? Who should do Kaizen ? Why should we do Kaizen ? When should we do Kaizen ? Where should we do Kaizen ? How can we do Kaizen ?
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SUCCESSFUL ORGANIZATION
Organization
Growth Competition CostPressures
ChangingCustomerDemands
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CHANGE TO FACE WITH Competitors becoming increasingly
hostile – pressure on price Changes in the market place (eg.
Liberalization of government policy)
Cheaper overseas products and relaxed imports
New environment / safety rules Globalization
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FUTURE In future, organizations will be based
on knowledge and not just physical assets such as Land or Products.
The most important employees will be ‘Knowledge workers’ and employees will be judged on their ability to acquire knowledge.
‘Knowledge will be the key’
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RESPONSE TO CHANGE Kaizen : A Response to the Changing
Environment
We must change Our way of thinking Our way of doing things
If we don’t move forward, we will move backward
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WHY KAIZEN ? To remain Competitive. Nothing will give more satisfaction,
motivation than seeing our ideas implemented.
To improve our quality of work-life. To improve our customer service. To work smarter, not harder
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WHAT IS KAIZEN Kaizen is basically small
Continuous improvements carried out by a person who is doing the job, in his/her day to day work.
Who decides what is a kaizen ? The person who has done it.
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EXAMPLE OF KAIZEN ROUTINE WORK
New way of filing that saves searching time Use of devices to save time and reduce
fatigue Rearrange work elements
NORMAL (EXPECTED) WORK Daily filing of papers Disposal of old files Learn new PC tools
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EXAMPLE OF KAIZEN IMPROVEMENT (IN OWN AREA)
Dispatch clerk rationalizing postage envelops
Operator inventing a method to load multiple pieces at a time
IMPROVEMENT (IN OTHER’S AREA) Workman suggesting method to eliminate
rejection Idea about how to save energy cost in
company.
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THE CONCEPT OF 3 Mus Here are expressions of problems : Muda – Waste – Activity that does not
add value to the job – Non – value added, unnecessary, avoidable
Mura – Inconsistency – Not uniform in size, strength, ability, value, rank, number, etc.
Muri – Strain – Excessive exertion / tension, demand on one’s emotions
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MUDA Things that do not help anything Things that are not profitable Unprofitable actions are…
Work procedures that make you stack or rearrange materials, parts, products or tools
Work that needs one or more steps Work that makes you wait Searching, Cleaning up messes, repairs,
tune ups, slow operations, sorting and inspections
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MUDA – WASTE Questions to be asked to detect WASTE 5W - 1H What for ? (Purpose)
What is that ? What is it for ? What would happen if that operation was
eliminated ? What else should be done ?
Why ? (Necessity) Why is it necessary ? Why that way ? Why is that being done ?
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MUDA – WASTE 5 W – 1 H Where ? (Place)
Where is the location ? Why there ? Can it be changed ? Can it be combined at
one place ? When ? (Sequence)
Why at that time ? When it is reasonable ?
Who ? ( Operator) Who is that ? Why he does that open ? Are many people doing the same job ?
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MUDA WASTE 5 W – 1 H How ? (Method)
Why is it being done this way ? Is that the best way to do it ? Can it be done another way ? How much will it cost ?
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MURA – INCONSISTENCY Uneven Color, texture or material
thickness General irregularity non uniformity
or nonconfirmity Inconsistency sometimes result
due to addition of personal touch
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MURA – IRRATIONALITIES Inadequacies
Things that are hard to reach or difficult to do
Things that don’t make sense or are hard to find reasons for
Things we do because told to do
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KAIZEN Vs INNOVATION Parameter Kaizen InnovationEffectPaceTime FrameChangeInvolvementApproachModeSpark
Long term & long lasting Short term but dramaticSmall Steps Big stepsContinuous & IncrementalIntermittent & non-incremental
Gradual & constant VolatiteEverybody Selected
Collectivism, group efforts & systems approach Individual Ideas & effortsMaintenance & Improve Scrap & rebuildConvention Know-how New tech, new theories
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WHEN KAIZEN ? Whenever there is a 1. Pain area for individual2. Pain area for Organization3. Dissatisfaction over working
method
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PROBLEM IDENTIFICATION What is a problem ? It’s the deviation from the norm Difference between what’s expected &
what is actually occuring Reducing or eliminating the difference
between the two is solving the problem. All improvements start with the
perception of a problem as a deviation from the ideal.
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Who Should do Kaizen ?
Everyone
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WHERE TO DO KAIZEN ? One’s own work area : Routine /
Non-routine Common relevant area : Own /
Other Dept. Other’s work area : Reception /
Pantry More importantly : One’s own
personal area : HOME
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AREAS FOR KAIZEN COST SAFETY MAINTENANCE WASTE INADEQUACY ENERGY SERVICE PRODUCTIVITY TRUST INCONSISTENCY
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HOW TO DO KAIZEN Use of 5-W & 1-H SCARE Value-Added Non-Value Added PDCA WHY WHY ANALYSIS
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5W & 1H METHOD WHAT
What is wrong ? What is causing problem ?
WHERE Where is the problem ? Area, Location etc.
WHO Who does it ? Who is responsible for this ?
WHEN When does it happen ?
WHY Why does it happen ? Why do we do it this way ?
HOW How else could it be done ? How to improve the situation
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SCARE S – simplify C – combine A – add R – rearrange E - eliminate
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VA/NVA ANALYSIS Draw process flow charts Identify whether value-
added Analyze reasons for NVA
activities Eliminate NVA activities New method of working
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PDCA
PLAN DO CHECK ACT
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PRINCIPLE OF PDCA Every time a new measure
is implemented, it must be seen how it goes, check the results, search out and admit mistakes and try to do better in the next attempt.
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WHY WHY ANALYSIS Why did the machine stop ?
There was an Overload. Why was there an overload ?
The bearing was not sufficiently lubricated Why was it not lubricated sufficiently ?
The lubrication pump was not pumping sufficiently
Why was pump not pumping sufficiently ? The shaft of the pump was warn out and
rattling. Why was the shaft worn out ?
There was no Stainer attached & metal scrap got in.
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KAIZEN CULTURE People are free to make mistakes. People should admit mistakes. Process-oriented thinking, along with result-
oriented. People work in a collaborative manner with mutual
trust. Emphasize what is wrong, rather than who. Make decisions with data, not ad-hoc. Subscribe to marketing concept (customer
concept). You are surrounded by mountains of treasures
(problems). Improvement starts from home. Never fail to standardize.
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IMPROVEMENT STRATEGY
ManpowerMachinesMaterialsMethods
Muda (waste)Mura (Unevenness)Muri (Overstain)
Eliminate Joboperation
With Ease BetterFasterCheaperSafer
The 4 Ms The 3 Mortal Sins
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GOLDEN RULES FOR IMPROVEMENT Do not make an excuse. Think about how to do it, not how to
explain it. Don’t be afraid of trying, due to fear of
failure. Do it now. Do not seek perfection. 60% is good
enough to move forward. Try Try And try.
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GOLDEN RULES FOR IMPROVEMENT Replace activities that do not contribute
to profits with ones that do. Time is the shadow of motion. Do not use money. Use your head. If you
cannot use your head, sweat it out. There is always room for improvement. Management is starting with planning
and comparing it with results (PDCA cycle).
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FUNDAMENTALS OF IMPROVEMENT Start with small improvements Start with one problem, not others Start with an easy area Improvement is a part of daily routine Collect group wisdom Never accept status quo Never reject any Idea before trying Highlite Problems don’t hide them
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Openness of mind is the prerequisite of
Kaizen
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People are not Problems They are Problem solvers
THANK YOU