Unit of competence kaizen level ii berhanu tadesse (1)

Trident Computer ICT Software Engineering and Business TVET Institution Tuesday November 21,

2017 By Berhanu Tadesse Taye Job Sheet UC Kaizen

Trident Computer ICT Software Engineering and Business TVET Institution Tuesday November

21, 2017 Job Sheet UC Kaizen

BUSINESS AND FINANCE

CLERICAL Works Support

NTQF Level II

JOB SHEET KAIZEN

UNIT OF COMPETENCE Apply

Continuous Improvement Processes (Kaizen)





Occupational Standard: Clerical Works Support Level II

Unit Title Apply Continuous Improvement Processes (Kaizen)

Unit Code BUF BCS2 13 1012

Unit Descriptor This unit of competence covers the exercise of good workplace

practice and effective participation in quality improvement teams.

Personnel are required to ensure the quality and integrity of their

own work, detect non-conformances and work with others to suggest

improvements in productivity and quality.

Elements Performance Criteria

1. Satisfy quality system requirements in daily work

1.1 Access information on quality system requirements for own job function

1.2 Record and report quality control data in accordance with quality system

1.3 Follow quality control procedures to ensure products, or data, are of a defined quality as an aid to acceptance or rejection

1.4 Recognize and report non-conformances or problems

1.5 Conduct work in accordance with sustainable energy work practices

1.6 Promote sustainable energy principles and work practices to other workers

2. Analyze opportunities for corrective and/or optimization action

2.1 Compare current work practices, procedures and process or equipment performance with requirements and/or historical data or records

2.2 Recognize variances that indicate abnormal or sub-optimal performance

2.3 Collect and/or evaluate batch and/or historical records to determine possible causes for sub-optimal performance

2.4 Use appropriate quality improvement tools and techniques



to rank the probabilities of possible causes

3. Recommend corrective and/or optimization actions

3.1 Analyze causes to predict likely impacts of changes and decide on the appropriate actions

3.2 Identify required changes to standards and procedures and training

3.3 Report recommendations to designated personnel

4. Participate in the implementation of recommended actions

4.1 Implement approved actions and monitor performance following changes to evaluate results

4.2 Implement changes to systems and procedures to eliminate possible causes

4.3 Document outcomes of actions and communicate them to relevant personnel

5. Participate in the development of continuous improvement strategies

5.1 Review all relevant features of work practice to identify possible contributing factors leading to sub-optimal performance

5.2 Identify options for removing or controlling the risk of sub-optimal performance

5.3 Assess the adequacy of current controls, quality methods and systems

5.4 Identify quality improvement opportunities to continuously improve performance

5.5 Develop recommendations for continual improvements of work practices, methods, procedures and equipment effectiveness

5.6 Consult with appropriate personnel to refine recommendations before implementation of approved improvement strategies

5.7 Document outcomes of strategies and communicate them to relevant personnel

Variable Range

Quality control procedures

Quality control procedures may include:

standards imposed by regulatory and licensing bodies

enterprise quality procedures

working to a customer brief or batch card and associated quality procedures

checklists to monitor job progress against agreed time, costs and quality standards



preparation of sampling plans

the use of hold points to evaluate conformance

the use of inspection and test plans to check compliance

Sustainable energy principles and work practices

Sustainable energy principles and work practices may include:

examining work practices that use excessive electricity

switching off equipment when not in use

regularly cleaning filters

insulating rooms and buildings to reduce energy use

recycling and reusing materials wherever practicable

minimizing process waste

Quality improvement

tools and techniques

Quality improvement tools and techniques may include:

run charts, control charts, histograms and scatter grams to present routine quality control data

plan, do, check, act (PDCA)

Ishikawa fishbone diagrams and cause and effect diagrams

logic tree

similarity/difference analysis

Pareto charts and analysis

force field/strength weakness opportunities threats (SWOT) analysis

Reporting Reporting may include:

verbal responses

data entry into laboratory or enterprise database

brief written reports using enterprise performs

Relevant personnel Communication to relevant personnel may involve:

supervisors, managers and quality managers

administrative, laboratory and production personnel

internal/external contractors, customers and suppliers

Quality improvement opportunities

Quality improvement opportunities could include improved:

production processes

hygiene and sanitation procedures

reductions in waste and re-work

laboratory layout and work flow

safety procedures

communication with customers

methods for sampling, testing and recording data



Evidence Guide

Critical Aspects of Competence

Assessors should ensure that candidates can:

use the enterprise's quality systems and business goals as a basis for decision making and action

apply all relevant procedures and regulatory requirements to ensure the quality and integrity of the products/services or data provided

apply and promote sustainable energy principles and work practices

detect non-conforming products or services in the work area

follow enterprise procedures for documenting and reporting information about quality

contribute effectively within a team to recognize and recommend improvements in productivity and quality

apply effective problem solving strategies

implement and monitor improved practices and procedures

Underpinning

Knowledge and

Attitudes

Demonstrates knowledge of:

specifications for laboratory products and services in the candidate's work area

quality requirements associated with the individual's job function and/or work area

scientific and technical knowledge underpinning the processes, procedures, equipment and instrumentation associated with the candidate's work tasks and duties

workplace procedures associated with the candidate's regular technical duties

sustainable energy principles

relevant health, safety and environment requirements

layout of the enterprise, divisions and laboratory

organizational structure of the enterprise

lines of communication

role of laboratory services to the enterprise and customers

methods of making/recommending improvements

Standards, procedures and/or enterprise requirements

Underpinning Skills

Demonstrates skills to:

applying problem solving techniques and strategies

applying statistical analysis and statistical sampling procedures

detecting non-conforming products or services in the work area



documenting and reporting information about quality

contributing effectively within a team to recognize and recommend improvements in productivity and quality

implementing and monitoring improved practices and procedures

organizing, prioritizing activities and items

reading and interpreting documents describing procedures

recording activities and results against templates and other prescribed formats

working with others

Resources

Implication

Access is required to real or appropriately simulated situations,

including work areas, materials and equipment, and to information

on workplace practices and OHS practices.

Methods of

Assessment

Competence may be accessed through:

Interview / Written Test

Observation / Demonstration

Context of

Assessment

Competence may be assessed in the work place or in a simulated

work place setting.

Phase one: - Planning and preparation phase

This phase leads you thorough the steps of preparing for Kaizen event. Upper management will

have given guidelines to the event coordinator. The coordinator and the plant manager, dividing

responsibilities as appropriate, schedule the event, select the area and the problem for improvement,

and choose the team leader (or leaders, if the event will include more than one area.)

Select an area

The first step is to choose where you will conduct your first Kaizen event. You want to choose an

area that will have an impact but not pose too many difficult problems to solve in the beginning.

Each event will teach you things that will make the next event smoother and easier to run



successfully. Also, each event provides a training ground for new team leaders. As people gain

experience in running events, and as measureable results accumulate in the areas where events have

been run, it will become possible to tackle more complex lines and difficult problems. Start slowly

and build momentum as you gain confidence and experience. You will get each time you do an

event and so will your teams.

You can choose several areas where you would like to start and compare the merits of each. But

during the implementation of the Kaizen event in the selected area the enterprise can disseminate to

other work station, and finally the enterprise will have the all compound Kaizen implemented. This

will ensure that you start with the best one first, based on several criteria, and help you determine

what will be next. Each Kaizen event should be chosen in order to create a progression of results

that support the enterprise the implementation of Kaizen. There are a number of things to consider

during area selection.



KAIZEN EVENT AREA SELECTION MATRIX

Criteria Area/line A Area/line B Area/Line C

Deluged with WIP

Activities occur all over the plant

Significant bottlenecks

Frequent, major production stoppages

Everything is mess

Product is medium to high volume

Cell of no more than 12 operators

Complete, not a partial process

4-6 processes to complete the part

Visible, robust process

Process can be copied in other areas

Significant market or financial impact

Operational problems(not management

issues) to resolve

Operators have already been cross-trained

Operators have been exposed to kaizen

events

Most employees are familiar with the area

The fundamentals of TPS are visualized in the model developed by Toyota, known as Toyota

Production System House (Figure 2-2).



Figure 4 Toyota Production System House

(Source: http://www.gembutsu.com/system_files/library/15.pdf )

TPS is based on two concepts – ‘’Jidoka’’ and ‘’Just –In-Time’’, which are occupied with the

elimination of the defective products and wasteful practices. The first concept is translated as

‘’automation with a human touch’’ and referrers to the visualization of the problems during

production, i.e. the ability of the machine to recognize and stop the production in case defects

occur, which ultimately leads to improved quality in the production. The concept of JIT refers to

the consistency and reliability of production in a continuous flow with elimination of waste e.g.

extra inventory, extra material handling et cetera.

http://www.gembutsu.com/system_files/library/15.pdf



TPS lays ground on stability - through work standardization and the tools of continuous

improvement (Kaizen), and waste reduction - through production leveling (Heijunka). Toyota’s

business philosophy is based on motivation and training of the personnel, therefore central role in

Toyota Production System, Source: http://www2.toyota.co.jp/en/vision/production_system/ (07.03.2010)

http://www2.toyota.co.jp/en/vision/production_system/

Trident Computer ICT Software Engineering and Business TVET Institution Tuesday November 21, 2017

By Berhanu Tadesse Taye Job Sheet UC Kaizen

the success of the processes, the continuous improvement, and the system sustainability play the

commitment and good training of the personnel. Continuous improvement and stability can be

sustained through techniques such as 5S, Standardization, Visual control and management. Liker

(2004) suggests that Lean has four dimensions and in order to create a Lean organization, all of

them have to be applied. These four dimensions are captured in the Toyota model of successful

management style and uniqueness known as the ‘’4P’’ model (Liker 2004).

Figure 2 The Toyota Way - '4P Model'

(Liker 2004, p.6)

Liker (2004) asserts further, that despite employing variety of TPS tools, it is possible to follow

only a select few of the Toyota Way principles, which will lead to short-term, non-stable jumps


By Berhanu Tadesse Taye Job Sheet UC Kaizen

on performance measure, while truly practice of the full set of Toyota Way principles will be in

accordance with TPS and will lead to sustainable competitive advantage.

1

TPS has become well known and studied worldwide. Toyota 4P model has been applied

successfully in different types of organizations for the improvement not only of production but

also of various business processes, and despite the fact that is a relatively new philosophy it

has already been proven as efficient. The Toyota model and TPS have laid the foundation of a

completely new paradigm - Lean Thinking and Lean Production.

Select the team members

The team leader’s first responsibility is to select the team members. The team members are the

people who actually conduct the kaizen event. There should be a maximum of 15 people on the

team. Team members must be created depend on the task that each member is doing and also

chosen for their ability to work together and also because they understand and support the

potential of the kaizen event. Those who complain or belittle the potential will slow down or

even block success, especially for the first few events you implement.

Select the team leaders

After choosing the area and the problem focus for the team leader must be identified. The team

leader lead conducting event; he or she chooses the team members prepare for the event, creates

the schedules, gathers the materials and tools, and follows all event activities, reobstacles and

helping with documentation and report leader keeps the team on target, ensuring that they make

objectives of the event. Team leaders should be selected enough ahead of the event so that they

can rearrange their schedules to make leading the event their top priority.

Prepare the Team Leader

Team leaders will need to know the goals and objectives of the event, the production

requirements, and the expectations of team members. Information from past events should be

shared with the team leader, such as past problems encountered and gains achieved. The team

leader should also be given information about what to do in an emergency, safety rules related to

the area, what to do when things bog down, how to handle personality conflicts, and where to


21, 2017 By Berhanu Tadesse Taye Job Sheet UC Kaizen

access needed data. In addition to sustain the team members, the leader has a number of response

and activities before, during, and after the event.

In order to have a big impact right away choose an area:

That is deluged with WIP

That has activities that occur all over the plant

That has a significant bottleneck or other major hindrance production flow

Where everything is a mess

Train the team

Potential team members with a positive outlook may in the fundamentals of Kaizen. All team

members and the team leader need to be trained in the methods that will be used or implemented

during the event. Team leader is responsible for scheduling and coordinating required training in

advance of the event and for provision for the team members to discuss and absorb what they

learned. Training will be conducted mainly by the human resources but it can also conducted by

the training coordinator and team leader also.

Select a problem for improvement

Once the area has been selected, the focus for the kaizen event must be decided. Be sure that you

mark the boundaries of the chosen area clearly and that you set and maintain the boundaries

during the kaizen event. Talk to the people who work in the selected area about the project and

work with them in deciding on the problem to be improved.

The reasons you chose this particular area for a Kaizen event probably included some

understanding of what is needed in this area. Now it is time to check your assumptions and

examine the conditions and the process used in this area more closely. In selecting a focus for the

Kaizen event several things need to be considered. Has 5S been conducted there? Should that be

the focus of the first event in this area or do you want to implement 5S more gradually before

conducting the event?



Phase two: - Implementation phase - Implementing 5S

5s starts you off on the right foot. It is a perfect tool for bringing a team of operators together and

allowing them to focus on their own areas first. It teaches them to focus on their own operation

and identify the waste in their work without being scrutinized or criticized by others.

5S is a system of steps and procedures that can be used by individuals and teams to arrange work

areas in the best manner to optimize performance, comfort, safety and cleanliness.

Principles of 5S

Elimination of waste

Everybody is involved, Co-operative effort

Attack root cause

Human being is not infallible

Objectives

Productivity improvement by saving time, space etc

Reduced cycle times

Increased floor space

Improved working conditions

Reduced lead times

Established operating procedures

Increased profitability

Reduced search time

Improved delivery times



Lowered incident rates

Reduced inventory costs

Improved database management

Improve housekeeping

Beautify by simple means

Improved working team performance

Improved inventory management

Improved customer satisfaction

Reduced training cycles

Reduced number of accidents

Improved morale

Enhanced communication

Increased adherence to established standard operating procedure

Improved access to information

Enhanced cross-shift communication

Enhanced levels of communication

The following steps are taken by the organization’s core implementation teams:

1. Plan a course of action

2. Educate the work group

3. Evaluate the work area

4. Initiate the 5S’s

5. Measuring results



6. Maintaining 5S activities

5S implementation

• Seiri – Sorting

• Seiton – Stabilize

• Seiso – Shine

• Seiketsu – Standardization

• Shitsuke – sustain

If we do not do 5S, you can’t do any other work efficiently. They are features which are common

to all places and are the indicators of how well an organization is functioning.

SEIRI = Sorting

Distinguish between necessary and unnecessary items and eliminate the unnecessary items.

Establish criteria for eliminating unwanted items to eliminate unwanted items either by disposing

them or by relocating them.

What is unnecessary?

1. Item is not needed

2. Item is needed however quantity in stock is more than what is needed for consumption in

near future

Contingency Parts - Critically decide the quantity of contingency parts to be retained and criteria

for such parts.

Criteria for identification of necessary equipments and parts.

Frequency Storage Method

LOW Things you have not used in the past one year

Things you have used once in the last 6-12 months

Throw them out

Store at distance OR

Keep in store

AVERAGE Things you have used only once in the last 2-6

months

Things used more than once a month

Store it in central place in

your zone

Store it in central place in

your zone



HIGH Things used once a week

Things used daily or hourly

Store near the workplace

Store near the workplace

Identifying unnecessary items

1. Parts & Work in Process (WIP)

• Things fallen back behind the machine or rolled under it

• Broken items inside the machine

• Things under the racks/ platform

• Extra WIP

• Stock of rejected items

• Items accumulated over period for rework

• Material awaiting disposal decision

• Material brought for some trial, still lying even after trial

• Small quantity of material no longer in use

2. Tools, Tooling’s, Measuring devices

• Old jigs, tools not in use are lying

• Modified tools, tooling for trial, are lying after trial

• Worn out items like bushes, liners, toggles etc. lying

• Broken tools, bits, etc. may be lying

• Measuring equipment not required for the operation being performed, is lying

3. Contingency Parts

• Many times storage place for contingency parts become a last refuge for broken parts,

surplus items and things nobody is likely to use

4. Shelves and Lockers

• Shelves and lockers tends to collect things that nobody ever uses , like surplus, broken

items etc.

5. Passages and Corners



• Dust, material not required seem to gather in corner

6. Besides Pillars and under the stairs

• These places tend to collect junk, spittoon etc.

7. Walls and Bulletin Boards

• Old out dated notices which have lost their relevance

• Posters or bulletins on wall

• Dust, remains of torn notices, cell tape pieces

8. Floor, Pits, Partitions

• Defective parts

• Protection caps, covers

• Packing material

• Hardware items , small items

• Even tools, tooling

9. Computer Hard Disk

• Many unwanted, outdated, temporary files pile up

Improvement methods

1. Flow Process Chart (Procedural Analysis) - drawing a process flow chart for the system

2. Operational Analysis - preparing the sequence of operations for system

3. Check List - a check sheet is used to decide what sort of main system and sub system are

necessary.

Dealing with papers

How to reduce papers on your Table?

Make a single pile of papers

Go through them and sort in following categories

a. Immediate action

b. Low priority



c. Pending

d. Reading material

e. For information

SEITION = Stabilize

To determine type of storage and layout that will ensure easy accessibility for everyone.

Activity - Functional storage

- Creating place for everything and putting everything in its place

How to achieve Systematic Arrangement?

1. Decide where things belong

Standardize Nomenclature

Determine an analytical method of storage

2. Decide how things should be put away

Name & locations to everything. Label both item and location

Store material functionally

Prevent mistakes with coding by shapes & color

Follow first in first out rule

If two identical items are to be located, then store them forseparately, use color

coding.

3. Obey the Put away rules

Put the things back to their location after their use

Use the following during stabilizing

Signboards

Shadow boards

Color codes

Outline markings



Labels

To follow up a systematic arrangement use the following Guide.

Indicators Direction

Usage frequency Store frequently used material near the workplace and less

frequently at some distance

Weight and shape of the

material

Heavy material should be stored at lower levels/layers Place

directly on the material handling device for ease of handling

Category All items required for an operation may be stored in one

location.

E.g. Allen key, spanner etc hand tools required for setting m/c

Operation wise All items required for an operation may be stored in one

location.

E.g. Allen key, spanner etc hand tools required for setting m/c

Outlining and Placement

Marks

Mark boundaries of dept., aisles, Machines.

Follow straight line, right angle rule.

Nothing shall be kept outside the boundaries.

Stands and shelves

Keep only required number of stands and shelves

Standardize height, size

Provide casters where necessary so that it can be moved

Wires and Ducts

Color code.

When there are multiple connections - bundle the wires, label

them and make sure that they are in straight line /right angle and

firmly anchored.

Machine-tools & Tools

Put the tools in the order you need them.

Location of the tool should be such that it can be put away with

one hand.

Try to eliminate some hand tools by permanently attaching it to

the bolt head.



Blades, Dies, Other

important consumables

Store them in the protected place.

Maintain these things regularly by applying rust.

Preventive, oiling etc.

WIP- Work In Process

Designate a place for each component/part.

Decide on how much quantity to be stored.

Ensure that there is no damage to good part during transit, they

do not get rusty and they are not mislabeled.

Oils

Reduce number of oils used (Standardize).

Color code for oil.

Safety aspects - fire prevention, pollution, leak and spillage.

Instrumentation &

Measuring Devices

Label them, show direction of flow.

SEISO=Shining (Cleaning)

Cleaning trash, filth, dust and other foreign matter. Cleaning as a form of Inspection

Activity - Keep workplace spotlessly clean

- Inspection while cleaning

- Finding minor problems with cleaning inspection

Here cleaning means more than just keeping things clean. Cleaning should be viewed

as a form of Visual Inspection. Preventive measures should be taken to tackle problems

of dust, grim, burrs, leakage etc. Root cause of the problem should be identified and it

should be eliminated

SEIKETSU = Standardization

Standardization is a review process that helps the work group document agreements

made during 5S activities and develop a standard operating procedure for all 5s



activities. It helps ensure that everyone uses the best practices and makes standards

visible so that variations can be easily and immediately recognized.

Setting up standards /Norms for a neat, clean, workplace and details of how to maintain

the norm (Procedure).

Regularizing 5S activities so that abnormalities are revealed

Activity - Innovative visual management

- Color coding

- Early detection of problem and early action

Condition

• For maintaining previous 3S, deploy visual management

• It has been estimated by scientific study that 60% of all human activities starts with sight

• 5S is easy to do once. It is consistency that is difficult. That is why Visual Management

is so important, so that everybody will know that there is some problem.

What visual control communicates?

It grabs one or more of our senses in order to

• Alert us to an abnormality

• Help us recover quickly

• Promote adherence and prevention

• Enable successful self management

Some methods for visual communication

Color coding

Use of Labels



Danger alerts

Indication where things should be put

Directional arrows/ marks

Transparent covers

Performance indicators

Some methods for visual communication

Labels

Precision management labels

Inspection labels

Temperature labels

Responsibility labels

Points to remember in making visual control tools

Make them easy to see from distance

Put the display on the things

Everyone can tell what is right and what is wrong

Anybody can follow them and make necessary corrections easily

Work place should look brighter & orderly

Some everyday visual management examples

Traffic signal

Zebra crossing



In car - Petrol indicator

- Speed indicator

Direction arrows

Electric danger sign etc.

SHITSUKE = Sustain (Self Discipline)

This function helps the work group follow through on all 5S agreements made for the work area.

It helps ensure that applying the 5S’s becomes a self disciplined standard operating procedure.

Standardization involves three activities:-

1. Performing a visual assessment

List agreements that are not being followed.

Determine why not.

2. Developing an improvement plan

Get consensus on solution

Be specific:

Identify responsibilities

Set deadlines

Post the plan in the 5S work area bulletin board

File it in the 5S resource center

3. Developing individual responsibilities.

Assemble work group members in personal work areas



Have each individual determine the effectiveness of his or her individual

organizing methods in support of the 5S agreements.

Have team members prepare personal 5S plan:

Be realistic

Be specific

Review plan frequently, and make adjustments accordingly.

Diagrammatic Sketch of 5S implementation



Seven types of waste

The main seven types of waste are:-

1. Overproduction

2. Excess Inventory

3. Waiting

4. Transporting

5. Defect-making

6. Unnecessary Motion

7. Excess Processing

1. Overproduction

Cause

Workforce and facilities in excess of production needs

Big lot production

Anticipatory production

Machines that turn out parts too quickly

Big and fast production machine

Products are produced on and on

Outcome

Disturbance of flow

Increase in inventory(products, stock in- progress)

Outbreak of defects



Deterioration of turn-over ratio of funds

Advance preparation of materials and parts

Disturbance of flexibility in planning

How to Eliminate Overproduction

Full work

Line balancing

One-piece flow

Pull production

Quick-change over productions

Level production

2. Excess Inventory

Cause

Weak inventory control awareness

Bad facility layout

Big lot production

Bottle-neck process

Anticipation production

Speculative production

Outcome

Lengthened delivery time



Nipping an improvement in the bud

Waste of space

Needs for inspection for transportation

Expansion of working capital needs

How to eliminate excess inventory

U-shaped manufacturing cells, layout of equipment by process instead of operation

Production leveling

Regulatory the flow of production

Pull production using Kaizen

Quick changeover productions

3. Waiting

Idle time caused by both human and machine waiting. The need to wait may be caused

by many things, including conveyance delays, machine failures, or some operators

working too fast or too slow. It is important to examine the causes of idle time.

Cause

Bottle-neck process

Bad facility layout

Obstruction of flow

Trouble at previous process

Capacity imbalance

Big lot production



Outcome

Waste of manpower, time, and machines.

Increase in the In-process Inventory

How to eliminate waiting (idle time)

production leveling

product-specific layout

Mistake-proofing

Human automation

Quick changeover

Automation maintenance

Line balancing

4. Transporting

Cause

Bad facility layout

Big lot production

Single-skilled worker (over-specialization)

Sedentary operation

Low morale

Outcome

Waste of space



Production deterioration

Increase I transportation processing

Expansion of transportation

Occurrence of scratches and dents

How to eliminate transporting waste

U-shaped manufacturing cells, layout of equipment by process instead of

operation

5. Defect-Making

Defect waste includes the defects themselves, the costs of inspecting for defects, responding to

customer complaints, and making repairs all of which increase because of the defects

themselves. Human errors create defects, as does variance in upper/lower tolerances in machine

operations. When defects occur, customer complaints increase. This is one measure of defect

rate. Stockpiles of defective products are another measure of this type of waste. When defects

occur at a significant rate, inspection staff is often increased so that the defects are not passed on

to the customer and inventory may be increased to make up for the defective part produced. In

addition, productivity decreases and the cost of materials rise.

Cause

Emphasizing down-stream processes by inspection

Poor methods and standards for inspection

Excessive quality requirements

Material handling and conveyance

Lack of standard operation



Outcome

Increase in material cost

Productivity deterioration

Increase in personnel and processes for inspection

Increase in defects and claims

How to eliminate Defects

Standard operations

Mistake-proofing devices

Full-lot inspection

Building quality in at each process

Flow production

Elimination of the need to pick up and set down work pieces

Improvement of jigs using human automation

Promotion of value analysis and value engineering.

6. Unnecessary Motion

More inventories naturally leads to more motion. Motion refers to any transport or transference

of materials, parts, finished goods, from one place to another for any case. Material handling is

one part of motion.

Causes

Isolated operation



Craftsmanship traits prevail

Bad layout

Large lot production

No education or training

Outcome

Increase in manpower and processing

Minimization of skills

Unstable operation

Unnecessary movement

How to eliminate unnecessary motion

U-shaped manufacturing cells

Flow production

Multi-skilled operations

Standing to perform operations

Higher utilization rate

7. Excess Processing

Processing waste refers to operations and processes that may not be necessary. An increase in

defects may result from inappropriate or outdated operations or processes. Increased worker

hours may result in process waste and defects. Lack of training or standardization may also

produce process waste. Design changes may eliminate the need for certain operations, yet

workers may continue to do those operations because they don’t yet understand the change. For



instance, screw holes may continue to be drilled even though the fastening method has changed

to welding or glue, or too many screws may be used.

Outcome

Unnecessary processing and operation

Incomplete standardization

Materials are not studied

Increasing in manpower and processing

Lower work efficiency

Increase in defects

Cause

Lack of analysis of proper order of processing

Inadequate study of processes

Inadequate study of operations

Lack of analysis of contents of operation

Improper jig and its use

Insufficient standardization

Lack of analysis of materials

How to eliminate excess processing

U-shaped manufacturing cells

Flow production

Multi-skilled operations



Standing to perform operations

Higher utilization rate

Kaizen board

KAIZEN continuous improvement board

STAFF PERFORMANCE RECORD

IMPOROVEMENT/SUCCESS CORNER

Picture of well performing employee...

PROBLEM/IDEA CORNER

One weeK>>>

SOLUTION CORNER

One week>>>

N.B. The size of the stand should be 2 times a flipchart paper.

Additional to the stand we need space for:

Green;blue;red sticker

Marker

Idea and solutions formats

Tape

0%

100% C C

Seri

Idea

A

Problem

2

Idea

B

Idea

C

Problem

1

Solution

A

Solution

B



How to use the “KAIZEN continuous improvement board”?

This board is the main source of information regarding KAIZEN and the actual status of

improvement and activities leading to further improvements. For every working group or team

such a board has to be developed and kept up to date. Therefore an enterprise can be divided in

many small units which should be encouraged to work “as independent as possible”. A team has

to focus on how they can contribute to the company’s overall set of targets. As long as the team

is able to transform their ideas and small problems into solution, they should do this immediately

without asking for help from outside the team. This is real KAIZEN!!! Only if a problem is too

big, too much money needed or other departments or experts needed for realizing a solution, the

team has to transfer the idea/problem (a reason how a solution contributes to improvement

should be part) to the next higher hierarchy level.

As soon as every small unit or team is with such a KAIZEN board, it’s easy for the whole

management to be informed at any time, just be walking around and check the information given

on the KAIZEN boards. This is the 5th

s – sustain!!! Make sure that the reached improvement

level will stay in future.

The information on the board is divided into four corners:

The “Staff performance record corner” shows the actual staff performance as well as the

gaps and need of training on the actual task of the process flow

The “Improvement/success corner” shows the actual status of the three to five most

important improvement targets for this team. Additional you can put samples of success

(picture of best performer from this team, letter of thanks from the GM and the comment

from GM (see the format in the annex)

The “Idea/problem corner” is the place where every team member is expected to place his

ideas or small problems(see the format in the annex)

The “Solution corner” covers the solution actually developing by the team(see the format

in the annex)

Roles for using the board:

1. The staff performance is visible by three different colours red = newcomer; blue =

average performer with space of improvement; green = best performer able to do his

process step independent without outside help)

2. The improvement graphs have to be updated on a weekly basis. As soon as the result is

below the target, the team has to search for a reason why and find an idea or solution for

improvement

3. Everybody from the team is invited to put his ideas on the board! After maximum one

week time, the idea/problem should be transferred into a solution! So the Idea paper has

to go to the solution corner!

4. After another week, small solutions have to be put into reality! Bigger solutions/problems

have to be sent to the next hierarchy level for realisation.



SPMT (Sample Staff Performance Maintenance Tool)

Enterprise logo

Record of staff performance

Maintenance Department Electrical

Employee is able to do the job independent

Employee is able to do the job under supervision

Employee not trained on this job

/ Employee not involved in this job

Name of workers

Name of occupation /job

Managing department

Machine operation

Electrical/electronic maintenance

Building electricity

winding

Machine installation

Electrical supervision

Mechanic supervision

Utility supervision

Tsegazeab Mehari green / / / / / green

green

green

Rezene Alemayehu Red Blue Red Blue / / green

/ Red

Weldeyas Abraha / Blue Blue Blue Blue

Red

/ / /

Gezahegn Libanos / Blue Blue green

Blue

Red

/ / /

No of trained staff 1 0 0 1 0 0 2 1 1

No of need staff 2 3 3 3 2 2 2 1 2

Date when trained staff is needed

jan oct oct dec feb oct jan jan oct

Gap 1 3 3 2 2 2 0 0 1



The Deming improvement cycle

Plan – Kaizen Lead works with management to gather information and objectives for

improvement. This includes process area of focus, resources, management and customer

complaints about the process, and any current process performance data that is available.

Do – Kaizen Lead facilitates “Kaizen Event” with assigned resources to analyze current

process and implement improvements to meet management objectives.

Check – Kaizen Lead and team members gather data on the effects of the changes and present

results to management and organization.

Act – Kaizen Lead and team members document and standardize new process and develop a

monitoring plan to ensure improvement gains are sustained.

Plan

Do

Act

Check



Meaning and concept

According to Wikipedia, Kaizen, Japanese for "improvement", or "change for the better" refers to

philosophy or practices that focus upon continuous improvement of processes in manufacturing,

engineering, and business management. It has been applied in healthcare, psychotherapy, life-

coaching, government, banking, and other industries. When used in the business sense and

applied to the workplace, kaizen refers to activities that continually improve all functions, and

involves all employees from the chief executive to the assembly line workers. It also applies to

processes, such as purchasing and logistics, which cross organizational boundaries into the

supply chain. By improving standardized activities and processes, kaizen aims to eliminate

waste. Kaizen was first implemented in several Japanese businesses after the Second World

War, influenced in part by American business and quality management teachers who visited the

country. It has since spread throughout the world and is now being implemented in many other

venues besides just business and productivity

Kaizen is a system of continual undertaking by an enterprise to improve its business activities

and processes with the goal to always improve quality of products and services so that the

organization can meet fully customer satisfaction. KAIZEN can be built in and run with an

integrated and company-wide approach through collaboration of all the levels of the

organization that are top management, middle managers and front-line employees.

Commitment, genuine participation and motivation of all the three actors are critical factors.

KAIZEN normally places the foremost importance in improvements at the front-line workplaces

as the foundation of all the improvements efforts.

KAIZEN encompasses all the areas that are related to quality, cost, and delivery, whose

simultaneous improvements are essential in achieving customer satisfaction and success of the

organization, KAIZEN, as undertaken by an enterprise, involves continual, dynamic and self-

disciplined practice in the quest of improvements towards ever higher quality and productivity. In

this perspective, the practice of KAIZEN is conducive to creation of a corporate culture in which

the organization’s members are endogenously self-motivated to work together to continually

self-innovative and improve their organization. It also promotes the realization of human

potentials of all the members of the organization.

http://en.wikipedia.org/wiki/Japanese_language

http://en.wikipedia.org/wiki/Psychotherapy

http://en.wikipedia.org/wiki/Life-coaching

http://en.wikipedia.org/wiki/Life-coaching

http://en.wikipedia.org/wiki/Assembly_line

http://en.wikipedia.org/wiki/Logistics

http://en.wikipedia.org/wiki/Supply_chain

http://en.wikipedia.org/wiki/Economy_of_Japan

http://en.wikipedia.org/wiki/Second_World_War

http://en.wikipedia.org/wiki/Second_World_War



Kaizen is a philosophy and approach for the continuous incremental improvement of

performance.

The main thing you need to know to begin a continuous improvement program is how important

it is- how the smallest ideas can lead to the greatest results. Kaizen involves every employee in

making change—in most cases small, incremental changes. It focuses on identifying problems

at their source, solving them at their source, and changing standards to ensure the problem

stays solved.

These continual small improvements add up to major benefits. They result in improved

productivity, improved quality, better safety, faster delivery, lower costs, and greater customer

satisfaction. On top of these benefits to the company, employees working in Kaizen-based

companies generally find work to be easier and more enjoyable—resulting in higher employee

moral and job satisfaction, and lower turn-over. Kaizen is a system that involves every

employee - from upper management to the cleaning crew. Everyone is encouraged to come up

with small improvement suggestions on a regular basis. This is not a once a month or once a

year activity. It is continuous. Japanese companies, such as Toyota and Canon, a total of 60 to

70 suggestions per employee per year are written down, shared and implemented.

In most cases these are not ideas for major changes. Kaizen is based on making little changes

on a regular basis: always improving productivity, safety and effectiveness while reducing

waste.

Suggestions are not limited to a specific area such as production or marketing. Kaizen is based

on making changes anywhere that improvements can be made. Western philosophy may be

summarized as, “if it isn’t broke, don't fix it.” The Kaizen philosophy is to do it better, make it

better, and improve it even if it isn't broken, because if we don't, we can't compete with those

who do.

Kaizen involves setting standards and then continually improving those standards. To support

the higher standards Kaizen also involves providing the training, materials and supervision that

is needed for employees to achieve the higher standards and maintain their ability to meet those

standards on an on-going basis.

The ten principles for improvement shown below describe the spirit you need to have in order

to be successful in your kaizen activities.



Ten basic principles for improvement

1. Throw out all of your fixed ideas about how to do things.

2. Think of how the new method will work-not how it won’t

3. Don’t accept excuses. Totally deny the status quo.

4. Don’t seek perfection. A 50-percent implementation rate is first as long as it’s done on

the spot.

5. Correct mistakes the moment they are found.

6. Don’t spend a lot of money on improvements.

7. Problems give you a chance to use your brain.

8. Ask ‘why? ‘at least five times until you find the ultimate cause.

9. Ten people’s ideas are better than one person’s.

‘Improvement knows no limits.

Kaizen approach

The steps that we have to follow during Kaizen approach are:

1. Project selection - Projects should be selected that are important and have the right

scope to ensure success

2. Owner involvement – owners are involved in the decision making and implementation

3. Data driven – out comes are driven by facts and data, not opinions and assumptions

4. Quick wins – implement quick wins immediately to show success and generate

momentum

5. Simple calculations – always provide feedback and praise to team members

6. Celebrate success – always provide feedback and praise to team members

Importance of kaizen



1. Kaizen eliminates the hidden costs that result from the seven types of waste that can

exist in the production process.

2. Kaizen improves the value-added operations in the production process so that the

product delivered to the customer is of the high quality, lowest cost, and shortest delivery

time possible.

3. A kaizen event allows major changes to be made in practical area quickly and ‘with

minimum loss of production time.

4. ‘Kaizen Improves space utilization, product quality, use of capital, communications,

production capacity and employee retention.

5. Kaizen provides immediate results. Instead of focusing on large, capital intensive

improvements, Kaizen focuses on creative investments that continually solve large

numbers of small problems. Large, capital projects and major changes will still be

needed, and Kaizen will also improve the capital projects process, but the real power of

Kaizen is in the on-going process of continually making small improvements that

improve processes and reduce waste.

6. Kaizen Reduces Waste in areas such as inventory, waiting times, transportation, worker

motion, employee skills, over production, excess quality and in processes.

7. Employees working in Kaizen-based companies generally find work to be easier and

more enjoyable-resulting in higher employee moral and job satisfaction, and lower turn-

over

8. Kaizen provides immediate results; creative investments that continually solve large

numbers of small problems.

9. The real power of Kaizen is in the on-going process of continually making small

improvements that improve processes.



KAIZEN

EVENTS

MANAGEMENT

KAIZEN LEAD

(TEAM LEADER)

COORDINATOR

EVENT TEAM

MEMBERS



There are a number of important things to consider in determining the people who will be

involved in making Kaizen events a success. Of course, the team and the team leader are the

principal participants, but there are many others whose roles will provide the necessaries backup

and follow-through that the team will need before, during and after the event so that their efforts

take hold and bring measurable and lasting result. Everyone involved will need a general

commitment to Kaizen event to make it return optimal improvements to the plant.

Roles and responsibilities-Management

Management is comprised of executive, process owners, managers of the process being

improved.

Main responsibilities are

The plant manager’s primary role is to communicate wholehearted support for the kaizen

teams

Driven Kaizen or continuous improvement culture

Work with Kaizen lead to identify the process area to be improved and objectives of

Kaizen activities

Attend all kick-off Kaizen events and participates in Kaizen Events as needed for

approval/feedback by the team

Identify resources and provide time and materials to execute activities

Publicly endorse Kaizen improvements activities

Remove barriers to Kaizen team success and empower the kaizen team

Recognize the team for their efforts

Keep on eye on the continues availability of employees ideas and make sure that is

implemented



Be committed to give feedback on the implementation of Kaizen continuously and to

make the given solutions implemented according to their schedule.

Knowing that the whole company is backing you up makes it possible for you to put your

whole attention and best thinking it in to a Kaizen event.

Roles and responsibilities-The human resource manager

Human resources should participate from the start in identifying team members and helping with

pre-training. This pre-training should occur before the event to help team members be prepared

for the changes that will take place in their work areas during and after the event. They can be

given guide lines about how to handle those changes, and how to help the co-workers do so as

well.

Roles and responsibilities – Coordinator

He/she is the responsible person for the implementation of Kaizen event in the whole

compound of the enterprise.

Lead the team leaders

Has to organize the training equipment, facilities and handouts

Is the way between team leaders and executive managers

Participate in Kaizen Events as needed

Team player in application of Kaizen methodology

Provide process expertise and feedback during all Kaizen activities

Help manage implementation of solutions and ensure transition of improved process to

the business

Act as a change catalyst

He she is the responsible person for the never ending P-D-C-A circle

Roles and Responsibilities – Kaizen Lead (team leader)

Lead all Kaizen activities and facilities the Kaizen event



Train team members in Kaizen principles and techniques

Work with management to define process area, resources, and problem and goal

statements for Kaizen improvements efforts

Schedule all meetings for completing Kaizen deliverables

Clearly define desired outcomes of Kaizen activities with management and team

members

Accountable for reporting event progress and coordinating communication to

management and stakeholders

Manage implementation of solutions and ensure transition of improved process to the

business

Maintain all documentation from the event, prepare and submit all deliverables

Train the team members about the Kaizen event

Keep the staff performance record sheet up to date permanently

Hand over the training need information to the training coordinator

Carry out assessment after a defined period of time

Roles and responsibilities – Team members

Participatory in all Kaizen activities(recommended number of team members does not

exceed 15)

Team player in application of the Kaizen methodology

Provide process expertise and feedback during all Kaizen activities

Are responsible for tasks within the team action plan

Delivery regular updates to team and management on status of action steps



Help manage implementation of solutions and ensure transition of improved process to

the business

Act as a change catalysts

ANNEX. 1 Management comment format

no management name and position date comment signature

1

2

3

4



Annex. 2 Suggestion format

Idea/problem sheet

solution sheet

SOLUTION SHEET

Solution for the idea/problem No:……………….

……………………………………………………………

……………

……………………………………………………………

…………….

……………………………………………………………

…………….

……………………………………………………………

……………...

……………………………………………………………

……………

……………………………………………………………

…………….

Solved by:

Name:………………………..

Signature:……………………..

Date……………………………….

Annex 3. 5S checklist

IDEA/ PROBLEM

SHEET

Idea/problem No:………………………

Description of idea/problem:

……………………………………………

……………………

……………………………………………

……………………

……………………………………………

………………….

……………………………………………

………………….

……………………………………………

………………….

……………………………………………

………………….

Generated by:

Name:………………………..

Signature:……………………..

Date……………………………….



No’’ Item 0 1 2 3 4 Comment

1 Are all notices and other information available in the

work area up to date

2 Is unused equipment and machinery eliminated from

the plant

3 Is obsolete inventory and raw material eliminated from

the

plant

4 Are aisles and doorways free from material and

blockages

5 Are all tripping hazards and obstructions eliminated

6 Are all work area boundaries clearly marked

7 Are storage places for all tools and equipment

designated

and marked

8 Are storage places for all work in progress designated

and

marked

9 Are all machinery, storage equipment and columns

identified and numbered

10 Are all pipes, controls and gauges identified and

labeled

11 Is the plant free from trash and dirt

12 Is the floor and machinery free from all foreign

material

13 Are machines clean and in good repair

14 Are sources of dust, dirt and foreign material under

control

15 Are oil analysis and other techniques used to gauge




machine condition

16 Are cleaning and checking schedules available and in

documented use

17 Are up to date work instructions, including quality

checks,

available and in use at all work stations

18 Are all bins and parts properly identified and tagged

19 Are gauges and indicators labeled to clearly show the

normal operating range

20 Are all start-up safety checks carried out and

documented

21 Is everyone wearing proper safety gear

22 Are all unused tools and equipment properly stored

23 Are all raw materials and work in progress properly

stored

24 Are all personnel fully trained in the tasks they are

responsible for, and regularly tested

25 Is there a regular auditing process to verify

compliance

with all elements of the production and safety systems

total

= 100

Scoring method:

0 = ‘No’, where the only choice is ‘0’ or ‘4’, otherwise it means ‘not at all’

1 = Some evidence of a plan, but very little conformance

2 = About half the instances noted were in conformance




3 = Instances noted were mostly in conformance, but one or more problems were found

4 = ‘Yes’, where the only choice is ‘0’ or ‘4’, otherwise complete conformance with no problems

noted

Total possible score is 100.

Please see the instructions to the auditor for detailed information about how to carry out a

particular check.

Introduction

This unit of competence covers the exercise of good workplace practice and effective

participation in quality improvement teams. Personnel are required to ensure the quality and

integrity of their own work, detect non-conformances and work with others to suggest

improvements in productivity and quality.

Satisfy quality system requirements in daily work, Access information on quality system

requirements for own job function, Record and report quality control data in accordance with

quality system, Follow quality control procedures to ensure products, or data, are of a

defined quality as an aid to acceptance or rejection, Recognize and report non-conformances or

problems, Conduct work in accordance with sustainable energy work practices,

Promote sustainable energy principles and work practices to other workers,

Analyze opportunities for corrective and/or optimization action, Compare current

work practices, procedures and process or equipment performance with requirements and/or

historical data or records, Recognize variances that indicate abnormal or sub-optimal

performance, Collect and/or evaluate batch and/or historical records to determine possible causes

for sub-optimal performance, Use appropriate quality improvement tools and techniques to rank

the probabilities of possible causes, Recommend corrective and/or optimization actions,

Analyze causes to predict likely impacts of changes and decide on the appropriate

actions, Identify required changes to standards and procedures and training, Report

recommendations to designated personnel, Participate in the implementation of recommended



actions, Implement approved actions and monitor performance following changes to

evaluate results, Implement changes to systems and procedures to eliminate possible

causes, Document outcomes of actions and communicate them to relevant personnel,

Participate in the development of continuous improvement strategies, Review all

relevant features of work practice to identify possible contributing factors leading to sub-optimal

performance, Identify options for removing or controlling the risk of sub-optimal performance,

Assess the adequacy of current controls, quality methods and systems, Identify quality

improvement opportunities to continuously improve performance, Develop recommendations

for continual improvements of work practices, methods, procedures and equipment effectiveness,

Consult with appropriate personnel to refine recommendations before implementation of

approved improvement strategies, Document outcomes of strategies and communicate them to

relevant personnel

Conceptual Overview and Definitions of Kaizen

Kaizen is a Japanese word that has become common in many Western companies. Kaizen culture

an organizational culture based on the three super ordinate principles namely process and results,

systemic thinking, nonjudgmental and non-blaming (Mullins, 2010). The word indicates a

process of continuous improvement of the standard way of work. It is a compound word

involving two concepts: Kai (mean change) and Zen (mean for the better). The term also comes

from ‘Gemba Kaizen‘meaning ‗continuous improvement‘(CI). Continuous Improvement is one

of the core strategies for excellence in production, and is considered vital in today‘s competitive

environment (Robinson, 1991). It calls for endless effort for improvement involving everyone in

the organization.

Principle1: Kaizen is process oriented. Processes need to be improved before results can be

improved. Principle2: Improving and maintaining standards. Combining innovations with the on-

going effort to maintain and improve standard performance levels is the only way to achieve

permanent improvements. Here, kaizen focuses on small improvements of work standards

coming from on-going efforts. There can be no improvement if there are no standards. The



PDCA Cycle (Plan-Do-Check-Act) is used to support the desired behaviours. This cycle of

continuous improvement has become a common method in Kaizen; it is used to generate

improvement‘s habits in employees. Principle3: People Orientation. Kaizen should involve

everyone in the organization, from top management to workers. One of the strongest

mechanisms aligning with this third principle is Group-oriented Kaizen. Kaizen teams focus

primarily on improving work methods, routines and procedures usually identified by

management (Imai, 1986). Kaizen Application and Implementation Kaizen implementation is not

once in a month or once in a year activity. It is continuous. Imai (1997) expressed that the rate of

the worker participation in terms of providing important suggestion for their organization and

Japanese companies, (such as Toyota and Canon, a total of 60 to 70 suggestions per employee

per year are written down, shared and implemented). In most cases these are not ideas for major

changes. Kaizen is however, based on making little changes on a regular basis namely, always

improving productivity, safety and effectiveness while reducing waste. Suggestions are not

limited to a specific area such as production or marketing. Kaizen is generally based on making

changes anywhere that improvements can be made. A Western philosophy may be summarized

as; they say goes if it isn‘t broken, don't fix it." The Kaizen philosophy is to "do it better, make it

better, and improve it even if it isn't broken, because if we don't, we can't compete with those

who do." Kaizen in Japan is a system of improvement that includes both home and business life.

Kaizen even includes social activities. It is a concept that is applied in every aspect of a person's

life. In business Kaizen encompasses many of the components of Japanese businesses that have

been seen as a part of their success. Quality circles, automation, suggestion systems, Just-In-

Time delivery, Kanban and 5S are all included within the kaizen system of running a business.

Kaizen involves setting standards and then continually improving those standards. To support the

higher standards kaizen also involves providing the training, materials and supervision that is

needed for employees to achieve the higher standards and maintain their ability to meet those

standards on an on-going basis. Kaizen is focused on making small improvements on a

continuous basis (Imai, 1997). Many scholars in the field believe that there are certain minimal

conditions which have to be met for successful implementation of kaizen. This includes

conducive political framework, harmonious social relations, compassionate and sympathetic

attitude, and capacity to take individual, as well as collective responsibility, and ability to work



collectively or high social capital (Ohno, I., Ohno, K., Uesu, S., Ishiwata, A., Hosono, A.,

Kikuchi, T., et al., 2009)

2.4.2 Roles of Management and Employees in Implementing Kaizen

When we see bureaucratic application of the management system it has perceptual difference

between Western nations and Japan regarding job function. These includes: (1). Western

Approach: Importance to systems and procedures are, through systems in that organizational

level and functions are established. Here, the focus is on control i.e. functioning within chance

cause variation level. In order to take action when assign causes creep in the context. Changes

are mainly through innovations. They are top and middle management responsibilities. This

leads to the existence of two types of organizations. (A). Status-quo organization has attempt to

improvement or innovation till market condition forces ;(B). Innovation centred organization: is

high technology industry. Eventually it disappeared after sometime (Imai, 1986). (2). Japanese

Approach focuses on technological and process innovation fall largely in the domain of top and

middle management, but improvements are an all pervasive activity from top to bottom with

varying degrees according to (Imai,1986)3. Management has two major functions in kaizen (i)

Create a conducive environment and encourages continuous improvement (technological,

managerial and operative) and establishes standards; (ii) maintaining the standards established;

as we go from the bottom, the improvement function increases and the top and middle

management have a greater role in it. Similarly, as we come down from the top, the supervisors

and workers have a greater role in maintenance function. The important role for management in

maintenance function is to establish the standards, policies and procedures so that they can be

followed by everybody and they could be monitored and reviewed. Management also has the

responsibility to educate and train the people to

3 Masaaki Imai 1986 Kaizen: The Key to Japan’s competitive success. New York: McGraw-Hill. And Masaaki Imai,

1997

Gamba Kaizen: A commonsense, low-cost approach to management. New York McGaraw-Hill.

enable them to follow the standards. Thus, in the Japanese perception, one action follows the

other in succession (Imai 1986)4.



1. Top Management: They work as a establish kaizen as a corporate policy, and (a) to work out

strategies for implementation of kaizen management philosophy in the MSEs; (b) to allocate

resources, extend, support guidance and provide according to the came author (c) establish clear

policies on kaizen and provide cross functional management goals for achieving kaizen; (d)

Evolve systems and procedures and organizational structures for promotion of kaizen (Imai,

1986).

2. Middle Management: (a) Deploying and implementing Kaizen goals directed by top

management. Use kaizen in cross functional management activities; (b.) Improving (kaizen) in

functional capacity; (c.) Maintaining and upgrading existing standards through improvements;

(d.) Providing assistance to workers to develop skills and acquire knowledge on problem solving

tools.

3. Supervisors: (a.) Follow Kaizen in the functional role (b.) Sustain high morale of workers;

keep continuous communication links; assist in kaizen. (c.) Involve in and support SGA like QC

circles and also suggestion system. (d.) Provide assistance and involve workers in kaizen

activities (Imai, 1986).

4. Workers (a.) Through small group activities and suggestion system involve in kaizen

(b). Be disciplined to follow standards. Think of kaizen in day to day activities. (c.) Concentrate

on self-development continuously and increase capabilities for problem solving.

2.4.3. The System, Technique and Implementation of Kaizen Family

Indeed an integral part of Total Quality Management (TQM) is Kaizen therefore the term is

reciprocally related. When an organization/company want to maintain a level of quality that

satisfy their customers at the appropriate time and price then that organization must follow some

quality management techniques to fulfill those principles and planning. According to Imai (1986)

the techniques associated with Kaizen included are, total quality control (TQC)/TQM, just in

time (JIT), total productivity maintenance (TPM), five ‖s‖ (5s), Benchmarking, skill gap analysis,

six sigma the information about it found under TQM, Policy Deployment, a Suggestion System,

Small-group activity, etc. For this research only use some of them than all organizational

performance and effectiveness.



Under Organizational performance and effectiveness also it has, TQM/Kaizen, Six Sigma and

BPR are the meagre ones according to (Mullines, 2010). These are generally expressed in terms

of a way of life for an organization as a whole, committed in total customer satisfaction through

continues process of improvement or an application of radical change, and the contribution and

involvement of people. This topic also emphasize on explanation about the features of TQM and

kaizen in detail.

4 . Masaaki Imai 1986 page 7 and Thessaloniki (2006).Japanese perception of Job function currently world kaizen

leader

21

Total Quality Management (TQM)

One particular approach to improved organizational performance and effectiveness is the concept

of the Japanese inspired total quality management (TQM). There are numerous definitions about

TQM. These are generally expressed in terms of a way of life for an organization as a whole,

committed to total customer satisfaction through a continuous process of improvement and the

contribution and involvement of people according to (Mullines,2010)5. A major influence on the

establishment and development of TQM was the work of Deming, who emphasized the

importance of visionary leadership and the responsibility of top management for initiating

change. A mathematician by training, he was interested in statistical measurement of industrial

processes and attempted to persuade the American manufacturing industry to improve quality,

and to create constancy of purpose for improvement of products and service. Deming cited in,

(Ibid), drew attention to the importance of pride in work and process control, and made constant

reference to the importance of ‗good management‘ including the human side of quality

improvement and how employees should be treated. The successful organization should perform

effectively with organizational matter on policy issues it is constantly seeking opportunities to

improve the quality of its products and/or services and processes. The organization must also

couple quality with a required level of productivity. The chartered management institute gives

the following definition: (Ibid: 782.) TQM is a way of managing which gives everyone in the

organization responsibility for delivering quality to the final customer; quality being described as

‗fitness for purpose‘ or as ‗delighting the customer‘. TQM views each task in the organization

as fundamentally a process

which is in a customer/supplier relationship with the next process. The aim at each stage is to



define and meet the customer‘s requirements with the aim of maximizing the satisfaction of the

final consumer at the lowest possible cost.

Implementation of TQM and Kaizen

If TQM is to be implemented successfully it must be seen as a total process involving all

operations of the organization and the active participation including top management. It demands

a supportive organizational culture and a programme of management change. TQM places

emphasis on the involvement of people as

the key to improved quality. It involves changes to the traditional structure with greater emphasis

on natural 5 Laurie J. Mullins is lecturer in Portsmouth University of United Kingdom (UK) he wrote a book

Management and

organizational Behavior, the TQM information can get in the themes of organizational performance and

effectiveness. work groups, multi-discipline working and team-based management. Attention must

be given to effective education and training, empowerment and the motivation to take ownership

of quality, and systems of communications at all levels of the organization. A related strategy to

achieve a long-term aim, hence, management authors‘ and researchers agreed that the successor

of TQM is the balanced scorecard. According to Drummond cited in, Ibid, puts forward an

interesting debate on comparing the philosophies and ideas of Deming with Taylor‘s Scientific

Management, and questions whether Deming‘s ideas are as radical as they seem. Drummond

suggests: cited in (Mullins, 2010)

The theme Kaizen is integral part of a total quality approach is the Japanese concept of Kaizen,

which literally means ‗improvement‘ or is often interpreted as gradual progress or incremental

change. Kaizen was introduced in several Japanese organizations after the Second World War

and is particularly associated with Toyota. The approach analyses every part of a process down

to the smallest detail; Sees how every part of the process can be improved; Looks at how

employees‘ actions, equipment and materials can be improved; and Looks at ways of saving time

and reducing waste it includes social life outside the working environment according to (Mullins,

2010).

Quality Management



Quality management is a set of ‘coordinated activities that direct and control an organisation

with regard to quality’ (International Organization for Standardization 2000a, p. 8). Quality

management is a generic term used collectively to describe different philosophies, phenomena

and methodologies, such as quality planning, quality improvement (QI) and quality control (QC).

The scope of quality management extends from simple techniques such as inspection, a

suggestion system, quality circles and Kaizen, to advanced concepts such as

Lean, Six Sigma, TQM and the Balance Scorecard. Hence, managing quality is significant for

the success of businesses (Dale 1999). Quality management received immense attention in the

post-war reconstruction of Japan (Fisher & Nair 2009). Fisher and Nair (2009) state that quality

management turned out to be the most significant economic contribution for Japan. Experts such

as Dr Shewhart and Dr Deming introduced the concepts of quality and statistics (Petersen 1999;

Wilcox 2004), which later proved to be the backbone of Japan’s surprisingly improved and

developed economy (Glassop 1995). Extensive focus on quality assisted Japan not only to

recover from the devastating effects of the war, but it also facilitated the country’s emergence as

a leading world economy. This also resulted in turning the focus of the entire world to quality

and quality management (Dahlgaard & Dahlgaard-Park 2006). Quality is a relative term and no

one definition exists (Dale 1994, 1999; Van der Wiele, Dale & Williams 1997). Garvin (1984)

presented eight product quality dimensions: performance, features, reliability, conformance,

durability, serviceability, aesthetics and perceived quality. Further, it is important to note that

any product can be checked for quality against these dimensions singly or collectively. As for the

conceptual development of quality, Dale (1999) and van der Wiele, Dale and Williams (1997)

present a transitional model. According to Dale (1999) and van der Wiele, Dale and Williams

(1997), the evolutionary steps of the quality concept show a complete conceptual transition,

moving from inspection to QC to QA, and then to TQM. However, as shown in Figure 2.1,

quality evolution can also be described as starting from inspection and moving to QC, then to

QA, and then perhaps to quality management Phase I (QM Phase I), quality management Phase

II (QM Phase II) and possibly quality management Phase III (QM Phase III), thus highlighting

how all these stages are closely interrelated (Khurshid, Waddell & Glassop 2010). In other

words, the journey to measure and improve quality begins with product inspection and leads to



process control, system management, incorporating cultural change and, finally, performance

management or, perhaps, sustainable organisation, (see Figure 2.1).

Figure 2.1: Evolution of Quality as Collated by Author from Dale (1994, 1999); van der

Wiele, Dale and Williams (1997); and Khurshid, Waddell and Glassop (2010)

In examining the sequence, one can perceive that, to achieve performance enhancement

effectively, it is essential to follow the sequence. This is because all the transitional stages are

interlinked and omission of any stage could result in the development of an ineffective quality

management system. For example, at the stage of process control, QC cannot be carried out

without product inspection; similarly, QA activity includes QC and so on. Most of the time, the

industry adopts the latest version of quality management without proper execution of the prior

stages, which is why the majority of implementations turn out to be sour experiences and the

methodology is usually termed as a fad (Ponzi & Koenig 2002; Ramberg 2000; Zhivago 2007).

This seems to be true in the case of SMEs in which quality management adoption is largely the

result of push by their customers and not by choice of the SMEs themselves (Brown, van der

Wiele & Loughton 1998). Further, the absence of theoretical foundations for the implementation



of quality management in SMEs is another gap to be considered. Although Anderson,

Rungtusanatham and Schroeder (1994) tried to establish the theoretical basis for quality

management, overall the literature is silent. As a result, most often, SMEs show an absence of

proper conceptual understanding of quality management; thus, an ineffective quality

management system, without any proper strategy to improve the performance, is established and

implemented. Critical analysis suggests that, for the most part, in SMEs, there is nothing wrong

with any of the quality management techniques and much is dependent on the intention behind

its adoption along with the commitment of the top management. As discussed earlier, the term

quality management is quite broad and it includes a variety of methodologies and philosophies.

Among various quality management programs, ISO 9000, discussed in the next passage and are

overviewed in the following sections.

ISO 9000 Standard

The ISO 9000 standard series is the most implemented quality management standard in the world

(British Standards Institution [BSI] 2011), across all types of organisations, large as well as

SMEs. BSI (2011) reports that over one million organisations in 178 countries are using the ISO

9000 standard to address their quality management needs. The implementation of ISO 9000

standard is more as compared to other quality management programs in organisations belonging

to Organisation for Economic Co-Operation and Development (OECD) countries, as identified

by Mellor and Hyland (2005). The ISO 9000 standard series has also received recognition in the

literature (Antony, Kumar & Madu 2005; Wessel & Burcher 2004). ISO 9000 is helpful and

essential for understanding the basic philosophy of quality management. ISO 9000 is based on a

process approach model with the intention of implementing it with the help of the Deming Cycle

that is, Plan (P), Do (D), Check (C) and Act (A) (ISO 2008; Moosa & Sajid 2010). The

International Organization for Standardization (ISO) describes eight quality management

principles that provide a basis for establishing and implementing quality management in any

organisation, regardless of type, size and product they produce (ISO 2008; Pfeifer, Reissiger &

Canales 2004). Table 2.1 presents the eight quality management principles mentioned in the ISO

9000 standard (ISO 2000a, pp. v–vi).



Table 1: Quality Management Principles

EIGHT QUALITY MANAGEMENT PRINCIPLES

1) Customer focus: Organizations depend on their customers and therefore should

understand current and future customer needs, should meet customer

requirements and strive to exceed customer expectations.

2)Leadership:

Leaders establish unity of purpose and direction of the organization.

They should create and maintain the internal environment in which

people can become fully involved in achieving the organization's

objectives.

3) Involvement

of people:

People at all levels are the essence of an organization and their full

involvement enables their abilities to be used for the organization's

benefit.

4) Process approach: A desired result is achieved more efficiently when activities and related

resources are managed as a process.

5) System approach

to Management:

Identifying, understanding and managing interrelated processes as a

system contributes to the organization's effectiveness and efficiency in

achieving its objectives.

6) Continual

improvement:

Continual improvement of the organization's overall performance

should be a permanent objective of the organization.

7) Factual approach

to decision making:

Effective decisions are based on the analysis of data and information.

8) Mutually

beneficial supplier

relationships:

An organization and its suppliers are interdependent and a mutually

beneficial relationship enhances the ability of both to create value.

Source: Adapted from “Quality Management Systems—Fundamentals & Vocabulary (ISO

9000:2000)” by International Organisation for Standardization (2000)



Abbreviations and Acronyms

AA TVET: Addis Ababa Technical and Vocational Education and Training

AOTS: Association for Overseas Technical Scholarship

APP: Annual Performance Plan

BMSE: Bureau of Micro and Small Enterprises

BTEP: Phase Training Professional Development Training in Outcomes Based Education and

Training for Curriculum Development Officers

CBT: Competency-Based Training

Co-op: Cooperative

CPD: Continuing Professional Development

CSA: Central Statistical Authority

CTE: Career Training and Education

DTVET: Department of Technical Vocational Education and Training

EKI: Ethiopia Kaizen Institute

ESDP: Education Sector Development Program

ETP: Education and Training Policy

EFQM: European Foundation for Quality Management

GIZ: The German Society of International Cooperation (Gesellschaft für Internationale

Zusammenarbeit)

GTP: Growth and Transformation Plan



ICT: Information Communication Technology

IGAs: Income Generating Activities

ILO: International Labour Organization

ISO: International Organization for Standardization

JICA: Japanese International and Cooperation Agency

JIKA: Japan International Kaizen Agency

JIT: Just in Time

JUSE: Union of Japanese Scientists and Engineers

MDGs: Millennium Development Goals

MFCSA: Micro Finance Credit and Saving Association

MSEs: Micro and Small Enterprises

KAB: Know about Business

MBE: Small Business & Enterprises

MoE: Ministry of Education

ODA: Official Development Assistance

OJT: On the Job Training

PDCA: Plan-Do-Check-Act

QA: Quality assurance

QC: Quality control

QC: Quality Circle

QCC: Quality Control Cycle

QFD: Quality function deployment

QI: Quality improvement



QM Phase I: Quality management Phase I

QM Phase II: Quality management Phase II

QM Phase III: Quality management Phase III

R&R: Reward and Recognitions

MOTI: Ministry of Trade and Industry

NGO: Non-Governmental Organization

SMED: Single-Minute Exchange of Dies

SMEs: Small and Micro Enterprises

SQC: Statistical Quality Control

SDCA: Standardization-Do-Check-Act

SDPs: sustainable development plans

SPSS: Statistical Package for the Social Sciences

TICAD: Tokyo International Conference for African Development

TPM: Total Productive Maintenance

TQC: Total Quality Control

TQM: Total Quality Management

TPM: Total Productive Maintenance

TVETA: Technical and Vocational Education and Training Agency

UC: UNIT OF COMPETENCE

UNIDO: United Nations Industrial Development Organization

UNESCO: United Nations Educational, Science and Cultural Organization

WIE: Work-Integrated Learning

WACE: World Association for Cooperative Education



ZD: Zero Defects

3Mu: three Mu, Muda (wastefulness), Muri (excessiveness), Mura (dispersion)

5S: Five S, (Sort, Set in Order, Shine, Standardize, and Sustain)

Japan’s words in to English language On 5S

Seiri – Sorting

• Seiton – Stabilize

• Seiso – Shine

• Seiketsu – Standardization

• Shitsuke – sustain

Japanese 5Ss terms: translation in to English words

seiri - eliminating everything not required for the work being performed

(sort)

seiton - efficient placement and arrangement of equipment and material (set

in order)

seison - tidiness and cleanliness (shine)

seiketsu - ongoing, standardized, continually improving, standardize



seiton, continue the situation in proper manner sustain

shitsuke - discipline with leadership


21, 2017 By Operation Sheet UC Kaizen


By Berhanu Tadesse Taye Operation Sheet UC Kaizen

English words of 5Ss Amharic Translation

Sort:- የማያስፈልጉ ቁሶችን እንደሚያስፈልጉበት ጊዜ ለይቶ አርቆ ማስቀመጥ ወይም ማስወገድ

Stabilize:- እቃዎችን በስርአት ማስቀመጥ/ ለአንድ እቃ አንድ ቦታ

Shine:- አካባቢያችንና መገልገያዎቻችንን ማጽዳት

Standardize:- ከላይ የተጠቀሱትን ስራዎች እንደ አሰራር ደረጃ መመደብና መተገበር

Sustain / self discipline:- ሁሉም ሰራተኛ 4ቱን ስራዎች እንደ መደበኛ ስራ ማከናወኑን ማረጋገጥ

Waste /muda/ elimination: BKnTN ¥SwgD

Office kaizen bx-”§Y µYzN btlYM (bb!éãC y¸µÿD µYzN) m\r¬êE ›§¥

qN bqN bMÂkÂWÂcW tGÆ‰T y¸f-R BKnTN ¥SwgD nWÝÝ

Waste (BKnT) SNL _‰T ÃlW xgLGlÖT ¼MRT bmS-T ydNb®C F§¯T

b¥à§T ym¼b@t$N ¼yDRJt$N¼ ‰:YÂ tL:÷Â ›§¥ l¥úµT MNM ›YnT

:s@T y¥Y=MR ¥N¾WNM XNQS”s@ ¼|‰ Ymlk¬L¼ YH BKnT btlÃ†

mLk# l!gl{ YC§LÝÝ

Glossaries of Terms

Attitude:

A way of thinking either positive or hostility behaviours over what somebody react on

it or appraisal of impression in one‘s mind by making





Abnormality Management

Also called Ijo-kanri. It is the process of identifying and immediately responding to

activities that are outside of the standard method of operation

Activity Sheet

Lists the team, objectives, current situation, problems, and charts for a kaizen topic. A

summary sheet (an activity sheet) should be filled out well before the start of the kaizen.

It should carefully define the scope and breadth of the kaizen, illustrating why the topic is

important and how it fits into the scheme of goals of the company. It should be

communicated at the kick-off among all company leaders who may have processed

affected by the kaizen

Affinity Diagram

Tool used in initial stages of brainstorming to get the most thinking out a diverse group of

people

Agile Manufacturing

Agile manufacturing strategies — tools, techniques, and initiatives that enable a plant or

company to thrive under conditions of unpredictable change. Agile manufacturing not

only enables a plant to achieve rapid response to customer needs, but also includes the

ability to quickly reconfigure operations — and strategic alliances — to respond rapidly

to unforeseen shifts in the marketplace. In some instances, it also incorporates

"mass customisation" concepts to satisfy unique customer requirements. And, in the

broadest sense, it includes the ability to react quickly to technical or environmental

surprises

Andon

An andon is a tool of visual management, originating from the Japanese for 'lamp' and is

a set of lights placed on machines or processes to indicate their operational status. The





lights are commonly colour-coded green for normal operations, yellow for a changeover

or planned maintenance, and red for abnormal down time. The red light is often

combined with an audible signal such as music or an alarm

Annual Inventory Turns – Stock Turn

Annual inventory turns -- A measure of asset management that is calculated by dividing

the annual cost of goods sold (for the most recent full year) by the average on-hand total

inventory value at plant cost. Total inventory includes raw materials, work in process and

finished goods. Plant cost includes material, labour, and plant overhead

Auto Time

The time when a machine is running on automatic cycle and a person is not needed to

operate the machine. It is commonly applied to NC machine cycles, oven cycles, wash

cycles , etc.

Automatic Time

Same as Auto Time

Autonomation

Also called Jidoka. autonomation is automation with 'the human touch', capable of

detecting and preventing defects, and stopping a machine or process when an abnormality

occurs. It is a pillar of the Toyota Production System

Blast

Rapid Process Improvement following a standard format

Bottleneck

Bottleneck -- Any point in manufacturing operations at which movement is slowed

because demand placed on a resource is equal to or more than capacity

http://www.kaizenworld.com/kaizen/autonomation.html





Brainstorming

A confirmed process to creatively and efficiently generate a high volume of ideas through

an approach that is free of criticism and judgment

Cluster:

Is a closely organized group of peoples and sectors etc to do similar work and who work

closely together on the same purpose and nonlinear activity that generates ideas, images

and feelings around stimulus word ―Good desired information is the key to good

decisions‖.

Cellular Manufacturing

Cellular manufacturing -- A manufacturing approach in which equipment and

workstations are arranged to facilitate small-lot, continuous-flow production -- often in a

U-shaped cell. In a manufacturing "cell," all operations necessary to produce a

component or subassembly are performed in close proximity, thus allowing for quick

feedback between operators when quality problems and other issues arise. Workers in a

manufacturing cell typically are cross-trained and, hence, able to perform multiple tasks

as needed

Check Sheet

A deceptively simple device to accurately record easy-to-understand data, forcing

agreement on the definition of each condition — various people observing record the

same information. A complete check sheet includes complete source description (time,

date, conditions, etc.) and content in columns by categories of what is being counted. The

count itself is marked at each instance. A four-sided box with a line through the middle is

a more accurate tally than the traditional hash marks — easy to overstrike a hash mark

Chaku-chaku line

A production line where the only human activity is to 'chaku' or 'load' the machines. The

machines eject the finished parts automatically using hanedashi





Counter-clockwise flow

A basic principle of lean production cell layout is that the flow of material and the motion

of people should be from right to left, or counter clockwise. The origin of this idea came

from the design of lathes and machine tools with the chuck facing right, making it easier

for right-handed people to load from the right

Cycle Time

Manufacturing cycle time is often confused with production lead-time. Cycle time is the

time it takes to do one repetition of any particular task.

Cycle time can be categorised into

1. manual cycle time

2. machine cycle time

3. auto cycle time that is also referred to as touch time or hands-on time

Downstream Pull System

See Pull System

Entrepreneur-

An innovative individual, who organizes, owns, manages & assumes the risks of an

economic venture (business). Quality control circle (QCC) is “a small group of frontline

operators who continually control and improve the quality of their work, products, and

services

Enterprise:

It indicates a company or business that makes or sells goods or services in order to make

profit. It also refers institutions which hold all forms of training jointly with TVET

providers (MoE, 2007). In this research, an enterprise refers to apprenticeship training

provider at service, production and trade sectors that admit and train (in agreement with

the TVETCs) apprentices for a fixed period of time (Longman, 2007 cited in Alemu,





2012). Refers to institutions which hold all forms of training jointly with TVET providers

(MOE, 2007). An enterprise refers to the sector wise institution in which kaizen is

implemented jointly with TVET colleges.

Elements of work

The elements of work are

· value-added work

· non value-added work

· waste

Thoroughly understanding the elements of work is a key first step to becoming lean

External Set-Up

All set-up tasks that can be done while the machine is still running, such as collecting

tools, the next piece of material, or fixture. Transferring set-up activities from internal to

external in order to reduce machine down time is a central activity of set-up reduction

and SMED

FIFO

Also known as First-in First-out.

It is a system of keeping track of the order in which information or products need to be

processed. The goal of FIFO is to prevent earlier order from being delayed unfairly in

favour of new orders

Flow Production

One of the 3 Elements of JIT, flow production is defined as moving the product or

information from one value-added step to the next continuously. See also One-Piece

Flow

Gemba

Gemba is Japanese for 'actual place' or 'the place where it happens'. In manufacturing,

gemba is the shop floor. The gemba is where value is created





Gembutsu

It is Japanese for 'actual thing' or 'actual product'. The tools, materials, machines, parts,

and fixtures that both add value and cause problems are your gembutsu

Genjitsu

It is Japanese for 'the facts' or 'the truth'. The actual facts or the reality of what is

happening on the shop floor and in the business

Hanedashi

An auto-eject device that unloads the part from the machine once the cycle is complete.

This allows the operators to go from one machine to the next, picking up and loading. It

is a key component of chaku-chaku lines

Implementation:

Is the carrying out, execution, or practice of a plan, a method, or any design for doing

something. As such, implementation is the action that must follow any preliminary

thinking in order for something to actually happen.

Ijo-kanri

It is Japanese for 'abnormality management'. The goal of standardisation and visual

management is ijo-kanri, allowing the supervisor or manager to monitor abnormalities in

order to take quick action to correct them. Continuous waste elimination and problem

solving through kaizen are only possible when the abnormalities are clearly visible

Index:

It is a combination of several individual measures combined in some way to result in a

single, overall indicator of performance.





Internal Set-Up

Internal set-up tasks can only be done when the machine is stopped, such as changing the

fixture or changing the tools. After as much of the internal tasks have been externalised,

the remaining internal changeover time is reduced through use of quick-change

mechanisms

Just-In-Time Production

A production system to make what the customer needs when the customer needs it in the

quantity needed, using minimal resources of man, material, and machinery. The three

elements to making Just-in-Time possible are Takt time, Flow production, and the Pull

system

Kaiaku

Kaikau si the opposite of kaizen. Change for the worse. Bad change.

Kaizen

Kaizen is Japanese for 'change for the better' or 'improvement'. A methodology of

continuous cost reduction, quality improvement, and delivery time reduction through

shop floor involvement and rapid action now practiced in businesses worldwide

Kaizen:

Is a Japanese word that loosely translates to ‗change for the good.‘ So, kaizen simply

means to make improvements through long process. Forms of Kaizen a week-long

Kaizen event and sustained forever. Also known as Kaizen blitz, rapid improvement

process, or continuous improvement workshop. This is what people traditionally think of

when they hear the term

http://www.kaizenworld.com/what-is-kaizen.html





Kaizen (Imai, 1986). Is a management philosophy and is a “continuous improvement”

involving the entire workforce from the top management to middle managers and

workers. Is a system of continuous improvement in quality, technology, process,

company culture, productivity, safety and leadership.

Kanban

Japanese for 'sign'. The kanban system is a tool of the pull system to signal that the

customer has 'pulled' or bought the product from the producer. Cards, carts, boxes,

electronic signals are examples of kanban. Squares painted on the floor to indicate

storage areas are often mistakenly referred to as kanbans.

LIFO

The result of a typical material or information flow system without FIFO, resulting in

earlier orders being perpetually delayed by new orders arriving on top of them. Also Last

In First Out

Lead-Time

Typically, the time from customer order to shipment of the product ordered. The lead-

time includes actual cycle time, order-processing time, and time lost by the 7 wastes of

production. Lead-time can be measured as

· production lead-time

· inventory lead-time, or

· customer lead-time

Lean Manufacturing

The authors James Womack and Dan Jones coined ‘Lean production’. Lean is a

competitive strategy focusing on delivering greater value to the customer by eliminating

wasteful steps through continuous improvement activities, based on the Toyota

Production System

Levelling

http://www.kaizenworld.com/what-is-kanban.html





Smoothing out the production schedule by averaging out both the volume and mix of

products. Production levelling allows a consistent workflow, which makes it possible to

set standards and identify abnormalities. Level loading is the foundation of the Toyota

Production System

Machine Work

Work that is done by a machine. Machine work can overlap with manual work, if the

machine is manually operated

Manual Work

Work that is done by people, without the aid of machinery. The human tasks of operating

or loading machines are also called manual work

Micro and Small Enterprises:

Are those business enterprises, in the formal and informal sector, with paid up capital not

exceeding Birr 20,000 and excluding tech consultancy firms and other tech

establishments (MSEB, 2011).

Motivation-

The condition of being motivated & possessing high morale to act upon the task at hand.

Skill- Ability such as an art, craft, or science, which can be expressed practically.

Muda

Japanese for 'waste'. Elimination of the muda inherent in production and office processes

leads to improved profitability. See also 7 Wastes

Multi-machine Handling

When a machine operator is running more than one machine of a certain type, this is

called multi-machine handling

Multi-process Handling

http://www.kaizenworld.com/kaizen/heijunka.html

http://www.kaizenworld.com/kaizen/muda.html





When a machine operator is doing tasks multiple processes, this is called multi-process

handling

Non Value-Added Work

Activities that may be necessary but do not add value in a way that the customer is

willing to pay for. Examples are packaging, paperwork, and inspection. Non value-added

tasks can create value if their function is to identify and eliminate waste

One-Piece Flow

One-piece flow production is when parts are made one at a time and passed on to the next

process. Among the benefits of one-piece flow are

1. the quick detection of defects to prevent a large batch of defects

2. short lead-times of production

3. reduced material and inventory costs

4. design of equipment and workstations to minimal size

Open Room Effect

This common practice in Japanese offices involves taking down the walls of an office and

laying all of the desks out into one big 'open room'. This saves space and improves

communication between those performing related tasks and creates a sense of teamwork

PDCA

PDCA stands for 'Plan-Do-Check-Act'. This is a basic principle followed for effective

problem solving during kaizen

Pokayoke

Pokayoke or poka-yoke is Japanese for 'goof-proof'. Mistake proofing and fool proof

devices made by designing parts, processes, or procedures so that mistakes physically or

procedurally cannot happen

http://www.kaizenworld.com/kaizen/one-piece-flow.html

http://www.kaizenworld.com/kaizen/poka-yoke.html





Pull System

One of the 3 Elements of JIT. In the pull system, the downstream process takes the

product they need and 'pulls' it from the producer. This 'customer pull' is a signal to the

producer that the product is sold. The pull system links accurate information with the

process to minimises waiting and overproduction

Push System

In contrast to the pull system, product is pushed into a process, regardless of whether it is

needed. The pushed product goes into inventory, and lacking a pull signal from the

customer indicating that it has been bought, more of the same product could be

'overproduced' and put in inventory

QCD (Quality, Cost and delivery)

Quality, Cost, and Delivery are the 3 Elements of Demand. Kaizen activity focuses on

improving QCD metrics

QUALITY-

Is product or service that fulfils an aggregate requirement of Customers, at present, and

in the future, which the customers can buy it. Technical &Vocational Educational

Training (TVET)-refers to all forms and levels of educational process involving, in

addition to general knowledge, the study of technologies, & related sciences &

acquisitions of practical skill, knowledge, attitudes and understanding relating to

occupation in the various sectors of economic and social life, UNESCO,(1989:2).

Performance Measure:

An indicator of performance that show how successful we are in achieving our outcomes.

http://www.kaizenworld.com/kaizen/pull-system.html





Performance management:

Is a systematic process for improving organizational performance by developing the

performance of individual and teams. It is a means of getting better results from the

organizational, teams and individuals by understating and managing performance with an

agreed framework of planned goals, standards and competence requirements.

PRODUCTIVITY-

Productivity implies development of attitude of mind and constant urge to find better,

cheaper, easier, quicker, and safer means of doing a job, manufacturing a product and

providing services.

Sequential Changeover

Also sequential set-up. When changeover times are within Takt time, changeovers can be

performed one after another in a flow line. Sequential changeover assures that the lost

time for each process in the line is minimised to one 'Takt' beat. A set-up team or expert

follows the operator, so that by the time the operator has made one round of the flow line

(at Takt time), it has been completely changed over to the next product

SMED

SMED is an acronym for Single Minute Exchange of Dies. A system of set-up reduction

and quick changeover pioneered and developed by Shigeo Shingo

Standard Work

Standard Work is the most efficient combination of man, machine, and material. The

three elements of standard work are

1. Takt Time

2. work sequence

3. standard work-in-process

http://www.kaizenworld.com/kaizen/smed.html

http://www.kaizenworld.com/kaizen/standard-work.html





Performing standard work allows for a clear and visible 'standard' operation. Deviation

from standard work indicates a problem, which is then an opportunity for improvement

Standard Work In Process

Also Standard WIP. The minimum work-in-process required to maintain standard work.

Standard WIP parts are

1. parts completed and in the machine after auto cycle

2. parts placed in equipment with cycle times exceeding Takt Time

3. parts currently being worked on or handled by the operators performing standard

work

Stop-the-line authority

When workers are able stop the line to indicate a problem, this is stop-the-line authority.

The production line or machine remains stopped until the supervisor, manager, engineer,

maintenance personnel, or support staff have identified the problem and taken corrective

action

Suggestion System

In a suggestion system workers are encouraged to identify wastes, safety, and

environmental concerns and submit improvement ideas formally. Rewards are given for

suggestions resulting in cost savings. These rewards are typically shared among the

production line or the kaizen team

Supermarket

A supermarket is typically located at the end of a production line (or the entrance of a u-

shaped cell). In a supermarket, a fixed amount of raw material, work in process, or

finished material is kept. The supermarket is a tool of the pull system that helps signal

demand for the product





STAKEHOLDERS-

All role players at different levels in the TVET system, including training providers,

trainers employees, employees, trade unions, NGO & others who involve in training &

HRM & etc.

Strategic management system:

Describes the use of the balanced scorecard in aligning organization short time actions

with strategy often accomplished by cascading the balanced scorecard to all levels of the

organization, aligning budgets and business plans to strategy, and using the scorecard as

feedback and learning mechanism.

Takt Time

German word for 'beat' or 'rhythm'. Takt time is the pace at which the customer is buying

a particular product or service. Takt time is calculated by taking the available time to

work and dividing it by demand for that period of time. Takt time is not how long it takes

to perform a task. Takt time cannot be reduced or increased except by changes in sales or

available time to work. All cycle times must be within Takt time for customer demand to

be met. Takt time is one of the 3 Elements of JIT

Tebanare

Japanese for 'hands-off'. The goal of tebanare is to inexpensively automate manual

machines to allow people to do work that is more valuable that only a person can do

Training:

Is the formal teaching of skills and is often undertaken by an organization as a strategic

activity aimed at improving the performance of the business by improving the

performance of its employees.

http://www.kaizenworld.com/kaizen/takt-time.html





Trainees:

‘Trainee’ refers to the learners who are enrolled at government TVET institutes and

colleges.

Trainer:

Refers to the instructor who is employed in different field of study to train the trainees in

government TVET institutes and colleges.

TVET institutes and Colleges:

Are institutions that orient trainees with the acquisition of knowledge, skill and attitude

for the world of work (UNESCO and ILO, 2002). In the Government NGOs and privates

TVET institutes and Colleges which offers Technical Vocational Education Training

from level 1 up to level 5 and short term training only the selected unite of competency.

SME:

Improved definition of small enterprises Industrial sectors that in comprises

manufacturing and constructions. It operates with 6-30 persons and/or with a paid up

capital of total asset Birr 100,000(one hundred thousand) and not exceeding Birr 1.5

million (FDRE MSEB, 2011).

Total Productive Maintenance - TPM

TPM aims at maximising equipment effectiveness and uptime throughout the entire life

of the equipment. Often the operator is involved in simple, regular tasks such as cleaning,

checking, and oiling the machine

Two-Bin System

An example of both visual management and the pull system, whereby two bins or

containers are used trigger reorder of parts or materials. The each bin contains enough

http://www.kaizenworld.com/kaizen/tpm.html





parts to last during the delivery lead-time. When one bin is empty, it is time to reorder the

two-bin quantity

Value-Added Work

Work that the customer is willing to pay for. Any activity that transforms the shape or

function of the material or information in a way that the customer wants

Vertical Handling

When machines or operations are integrated into a production line in such a way that the

material progresses through the process towards completion, this is called vertical

handling. Also, vertical integration

Visual controls

Various tools of visual management such as colour coding, charts, andons, schedule

boards, labels and flow lines

Visual Management

When the normal state and abnormal state can be clearly and visually defined, visual

management is possible. In visual management, simple visual tools are used to identify

the target state, and any deviance is met with corrective action

Water spider

The water spider is a skilled and well-trained person who makes the rounds supplying

parts, assisting with changeover, providing tools and materials, and any additional help

needed. The water spider has a routine and knows all processes thoroughly enough to

step in if needed. At Toyota, performing water spider role is a prerequisite for

management positions. Named after the whirligig beetle that swims about agilely in the

water





Work Sequence

The defined steps and activities that need to be performed in order for the work to be

completed

3 Elements of Demand

The three drivers of customer satisfaction are:

· Quality

· Cost

· Delivery

3 ‘G’ Principles

· Gemba - shop floor

· Gembutsu - the actual product

· Genjitsu - the facts

The key to successful kaizen is to go to the shop floor, work with the actual product and

get the facts (reality)

3Ms

Muda - waste, Mura - irregular actions, and Muri - strain make up the 3 M's. Existing

perception of factory work is that it is dangerous, dirty and stressful, full of waste and

unpredictable events

3 Principles of Lean

· Takt time

· One piece flow production

· Downstream pull system (from the customer)

5Cs

American equivalent of 5S — see below





5M of Production

· Man

· Machine

· Material

· Method

· Measure

The understanding of these factors and the establishment of standards are key steps in

strengthening the production processes

5S

5S is the principle of waste elimination through workplace organization. It is derived

from the Japanese starting the words in “S”:

· Seiri - sort

· Seiton - straighten

· Seiso - sweep

· Seiketsu - standardise

· Shitsuke - sustain

7 Tools of QC

Data gathering and analysis tools used for kaizen activities originally by QC Circles.

They are flow charts, histograms, Pareto diagrams, scatter diagrams, cause and effect

diagrams (fishbone charts), control charts, and check sheets

7 Wastes of Production

There are types of waste that describe all wasteful activity in a production environment.

No more, no less. Anything that does not add value is considered waste. Elimination of

the 7 wastes leads to improved profits. The 7 wastes are

http://www.kaizenworld.com/what-is-5s.html





· Overproduction

· Transportation

· Motion

· Waiting

· Processing

· Inventory

· Defects

7 Flows

Flow of: People, Raw Material, Sub Parts, Final Products, Equipment, Information and

Engineering. All of these must be evaluated in setting up a flow layout

14 Points

The 14 points could be called founding factors of transformation of manufacturing to

flow production systems — the original lean compass by Dr. W. Edwards Deming

1. Create Constancy of Purpose toward improvement of product and service

2. Adopt the model across the board

3. Cease dependence on mass inspection

4. End the practice of awarding business on price tag

5. Constantly and forever improve the system of production and service to improve

quality and productivity and thus constantly decrease costs

6. Institute value adding methods of training

7. Institute value enhancing methods of leadership both in supervision and in

management — leaders whose purpose is to help people and machines and fixtures do a

better job

8. Drive out Fear

9. Break down barriers between departments

10. Eliminate slogans, exhortations and meaningless "fads of the month"

11. Eliminate quotas

12. Remove barriers that rob the hourly worker of pride of workmanship





13. Make education and continuous training and retraining part of company's institution

14. Put everybody in the company to work to accomplish the transformation. Kaizen is

everyone's job

80/20 rule (Pareto principle)

Italian mathematician, Pareto, showed that 80% of frequency is caused by 20% of the

issues.

Unit of competence kaizen level ii berhanu tadesse (1)

Education

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