The document discusses the concept of Kaizen, which originated in Japan and means continual improvement. [1] Kaizen focuses on making many small improvements over time through employee involvement to drive better quality, lower costs and increase efficiency. [2] Companies that have implemented Kaizen principles like Toyota, Canon and Fidelity Investments have seen significant benefits including higher productivity, better customer satisfaction and improved profitability. [3] Adopting a culture of continuous improvement requires changing corporate culture and mindsets.
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The document discusses the concept of Kaizen, which originated in Japan and means continual improvement. [1] Kaizen focuses on making many small improvements over time through employee involvement to drive better quality, lower costs and increase efficiency. [2] Companies that have implemented Kaizen principles like Toyota, Canon and Fidelity Investments have seen significant benefits including higher productivity, better customer satisfaction and improved profitability. [3] Adopting a culture of continuous improvement requires changing corporate culture and mindsets.
The document discusses the concept of Kaizen, which originated in Japan and means continual improvement. [1] Kaizen focuses on making many small improvements over time through employee involvement to drive better quality, lower costs and increase efficiency. [2] Companies that have implemented Kaizen principles like Toyota, Canon and Fidelity Investments have seen significant benefits including higher productivity, better customer satisfaction and improved profitability. [3] Adopting a culture of continuous improvement requires changing corporate culture and mindsets.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPTX, PDF, TXT or read online from Scribd
The document discusses the concept of Kaizen, which originated in Japan and means continual improvement. [1] Kaizen focuses on making many small improvements over time through employee involvement to drive better quality, lower costs and increase efficiency. [2] Companies that have implemented Kaizen principles like Toyota, Canon and Fidelity Investments have seen significant benefits including higher productivity, better customer satisfaction and improved profitability. [3] Adopting a culture of continuous improvement requires changing corporate culture and mindsets.
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KAIZEN
The Key to Japans Competitive Success
By VIVEK SHAH KINJAL GUPTA PALAK DABAS VINIT HANKARE VICTORY ABRAHAM 11030241180 11030241191 11030241190 11030241179 11030241186
TABLE OF CONTENTS 1. KAIZEN, The Concept
2. Improvement East and West
3. KAIZEN Management
4. The KAIZEN Approach to Problem Solving
5. KAIZEN, The Practice
6. Changing the Corporate Culture
KAIZEN The Concept
RECTIFICATION
CONTINUAL IMPROVEMENT
INNOVATION
DAY-TO-DAY
The story of the Kaizen miracle started in the 1930s. Sakichi Toyoda, founder of Toyota, which manufactured automatic looms at the time In 1950 Toyota implemented quality circles leading to the development of Toyotas unique Toyota Production System. These continual small improvements (Kaizen) add up to major benefits. They result, for example, in: faster delivery, lower costs, and greater customer satisfaction. In 1986 Masaaki Imai introduced to the Western world the Japanese term Kaizen and made it famous through his book, Kaizen: The Key to Japan's Competitive Success.
Three Award in Sumo Tournament ; - An outstanding performance award - A skill award - A fighting spirit award
Standard Maintenance Actual Standard Maintenance Innovation Actual
Innovation
Time
Actual Standard
KAIZEN
Innovation + Kaizen Innovation
Actual KAIZEN Standard Time // YIS//062709//
Widely applicable Can be used in both manufacturing and non-manufacturing environments Highly effective & results oriented. Kaizen events will generate quick results, Measurable results, Establish the baseline, and measure the change!!! A Learning Experience Every member of a Kaizen Team will walk away from the event learning something new! ! Team based & cross functional Team members can be from various functions of the business. Top management participation is encouraged.
KAIZEN MANAGEMENT
Management & Labor ; Enemies or Allies?
Cooperation Working together to bake bigger pie
Confrontation fighting over how to divide the pie
JOBS FUNCTION PERCEPTIONS
Japanese perceptions Western perceptions
Top management Middle management Supervisors Workers
Top Management Determine to introduce Kaizen as a corporate strategy Provide support and direction for Kaizen by allocating resources Establish policy for Kaizen and cross functional goals Realize Kaizen goals through policy deployment and audits Build system, procedures, and structures conducive to Kaizen
Middle Management and Staff
Deploy and implement Kaizen goals as directed by top management through policy deployment and cross functional management Use Kaizen in functional capabilities Establish, maintain, and upgrade standard Make employees Kaizen-concious through intensive training programs Help employees develop skills and tools for problem solving
Supervisors
Workers
Use Kaizen in functional rules Formulate plans for Kaizen and provide guidance for workers Improve communication with workers and sustain high morale Support small group activities (such as quality circles) and the individual suggestion system Introduce discipline in the workshop Provide Kaizen suggestions
Engage in Kaizen through the suggestion system and small group activities
Practice discipline in the workshop
Engage in continuous selfdevelopment to become better problem solvers
Enhance skills and job performance expertise with cross education
// YIS//062709//
Manager's first job is to learn to communicate with his employees so both workers and the company can achieve their common goal
Union leader who cannot understand financial statement and analyze the company's performance will not be able to negotiate with management on such laborrelated subjects as technological innovation, personnel transfers, and scrapping facilities
The KAIZEN APPROACH to PROBLEM SOLVING
When there is no problem , there is no potential for improvements
KAIZEN starts with a problem, more precisely the
recognition that a problem exists
Seven Statistical tools
Pareto diagrams Cause & Effect diagram Histograms Control charts Scatter diagram Graphs Check-sheets
New Seven tools
Relations diagram Affinity diagram Tree diagram Matrix diagram Matrix data-analysis diagram PDPC (Process Decision Program Chart) Arrow Diagram // YIS//062709//
VELOCITY FOR COMPETITIVE ADVANTAGE
Standardization Process optimization Elimination of waste
How should it be done? Can this method be used in other areas?
Who else can do What else can be Where else can What other time it? done? it be done? can it be done?
Why do it then?
Who else should What else should be do it? done?
Where else should it be done?
What other time should it be done?
Why do it that way?
Is there any other way to do it?
Who is doing 3Mus?
What 3-Mus are being done?
Where are 3Are there any 3Are there any time Mus being Mus in the way of 3-Mus ? done? thinking?
Are there any 3-MUs in the method?
SEVEN WASTES !!
Shortened lead time Reduced time spent on non-process work Reduced inventory
J I T
Better balance between different processes Problem clarification
CHANGING the CORPORATE CULTURE
Canon of Japan implemented in 1975 to excel over international competition and expand its operations on a global scale in 6 years. Canon put in place a special matrix management system with numerous small group activities. The purpose was to eliminate wastes, revitalize the workforce, and improve continuously in all business processes. Techniques like Canon Production System, Quality Assurance, Production Assurance, and Personnel Training were introduced. Canon achieved an astonishing 3% per month productivity increase.
Fidelity Investments offers various financial services. Chairman and CEO, Johnson, introduced Kaizen in Fidelity by setting up a separate group to promote Kaizen. Each division was defined as a separate company or business unit. Employees were motivated to the maximum, leadership qualities were encouraged, and progress on goals was evaluated on monthly and quarterly basis for adjustments and refinements. Customer satisfaction improved in long-term. and profitability
Gold Seal Engineering Products is an India-based automotive spares manufacturer, with exports to several countries. The 5S principles of Kaizen were implemented to cut down the production set-up time by 33%. In 6 months, production space increased 45%, lead time was down by 25%, scrap was reduced by 75%, machine down time dropped by 60%, and response time got reduced by 42%.
Resistance to change Lack of proper procedure to implement Too much suggestion may lead to confusion and time wastage
Kaizen Reduces Waste- like inventory waste, time waste, workers motion Kaizen Improves space utilization, product quality Results in higher employee moral and job satisfaction, and lower turn-over.
KAIZEN PHILOSOPHY
Be it our working life, our social life, or our home life, deserves to be constantly improved
