Download as PPS, PPTX
Uploaded byAnitha CM
Kaizen study material
This document provides an overview of Kaizen, a philosophy of continuous improvement. It defines Kaizen as modifying or changing for betterment and outlines its key principles: that any process can always be improved, everyone can participate in Kaizen, and it focuses on small, incremental changes. The document also discusses how Kaizen relates to total quality management (TQM) and is supported by ISO quality standards through their emphasis on continual improvement. Examples of Kaizen improvements are presented, such as adapting workstations to be more ergonomic and reduce waste.
Kaizen study material
- 1. 1 KAIZEN – ANAWARENESSTraining of Trainers on TQM AWARENESS Dr. K. Narashiman, AU – TVS Centre for Quality Management, Anna University knman@annauniv.edu KAIZEN
- 2. 2 KAIZEN – ANAWARENESS 1. What is Kaizen ? 2. Kaizen & Innovation 3. Categories of Kaizen ? 4. Why Kaizen ? 5. Who is to practice Kaizen ? 6. When and Where Kaizen can be used ? 7. How to practice Kaizen ? 8. Kaizen - A Philosophy of TQM 9. Kaizen in ISO 9001 : 2000 10. Kaizen in ISO 9004 : 2000 11. Examples. CONTENTS
- 3. 3 KAIZEN – ANAWARENESS 1. WHAT IS KAIZEN ? KAI ZEN To modify, to change Think, make good, make better = KAIZEN Make it easier by studying it, and making the improvement through elimination of waste. + Contd…
- 4. 4 KAIZEN – ANAWARENESS Kaizen means creating a place where employees feel better at work - Y. Yasuda There are a number of paths to achieve our purpose. A good Kaizen aims at finding the shortest and best path, seeking a better method, in requirements with the actual situation 1. WHAT IS KAIZEN ? Contd... Contd…
- 5. 5 KAIZEN – ANAWARENESS The Kaizen philosophy implies that • Whatever we do can be continuously improved-be it our working life or personal life • Kaizen is something that anybody can do , every operator must devote time for making improvements • Kaizen means looking at everyday work in a new way, seeking out areas, aspects of work to improve upon. It represents the struggles on the job, and the means adopted to overcome these struggles – with intuition, creativity, resourcefulness, common sense and determination – to break the status quo. • Kaizen, in essence, means adopting a new way, not just of doing work, but a new way of thinking, one in which problems are not shunned but eagerly sought out, welcomed and solved. Contd… 1. WHAT IS KAIZEN ? Contd...
- 6. 6 KAIZEN – ANAWARENESS Continuous Improvement Continual Improvement 1. WHAT IS KAIZEN ? Contd...
- 7. 7 KAIZEN – ANAWARENESS 2. KAIZEN & INNOVATION # Parameters Kaizen Innovation 1 Effect Long-term and undramatic Short-term and dramatic 2 Pace Small Steps Big steps 3 Time Frame Continuous and incremental Intermittent and non-incremental 4 Change Gradual and constant Abrupt and volatile 5 Involvement Everybody Select few champions 6 Approach Collective, group efforts, systems approach Rugged individualism, individual ideas and effect 7 Mode Maintenance and Improvement Scrap and rebuild 8 Spark Conventional Know-how and State-of- art Technological breakthrough, new inventions, new theories 9 Practical requirements Requires little investment but a great effort to maintain it. Requires large investment but little effort to maintain it. 10 Effort orientation People Technology 11 Evaluation Criteria Process and efforts for better results Results for profits 12 Advantage Works well in slow growth economy Better suited to fast growth economy
- 8. 8 KAIZEN – ANAWARENESS 3. CATEGORIES OF KAIZEN 1. Individual oriented Kaizen (suggestion system) 2. Group/oriented Kaizen (suggestion) - QC circles - Zero Defect Groups members 3. Management oriented Kaizen (suggestion) - From management
- 9. 9 KAIZEN – ANAWARENESS 4. WHY KAIZEN ? Time CPI Project Time CPI Time Savings Savings Savings Process Improvement Project Implemented Maintenance of Process Performance Kaizen CPI (Continual Performance Improvement) • Data Driven Methodology to Magnify Impact of Process Improvement • Apply Control Techniques to Eliminate Erosion of Improvements • Proceduralize/Standardize Improvements for Improved Maintenance of Critical Process Parameters Kaizen • Use Small Teams to Optimize Process Performance by Implementing Incremental Change • Apply Intellectual Capital of Team Members Intimate with Process CPI Projects Emphasize Control and Long Term Maintenance Kaizen Projects Emphasize Incremental Improvements Contd…
- 10. 10 KAIZEN – ANAWARENESS a genuine Kaizen is very simple, the simplest way to achieve the purpose is effective has a wide range of applications is ingenious – represents a new idea. Looks (at a situation) from another viewpoint not explored before eliminates causes of problems solves problems affecting many activities 4. WHY KAIZEN ? Contd… Contd…
- 11. 11 KAIZEN – ANAWARENESS simplifies the methods and means of use costs very little money, if any, to implement uses existing resources fully, to their best corresponds to departmental and company goals and policies does not cause any negative side effects or problems in any other area 4. WHY KAIZEN ? Contd… Contd…
- 12. 12 KAIZEN – ANAWARENESS Make the job easier remove drudgery from the job make the job safer make the job more productive improve product/job/service quality improve response time reduce cost improve delivery time 4. WHY KAIZEN ? Contd…
- 13. 13 KAIZEN – ANAWARENESS 5. WHO SHOULD DO KAIZEN ? Management must support the participation of all, by greating the structures, by training people, and by being receptive to ideas. Most of all, they must focus on the character of Kaizen and not just on money saved. They must value the involvement of the employee, per se. Indicators of 1. No. of Kaizens submitted progress 2. Percentage of employees participating ““ Involvement represents a new dimension in working.Involvement represents a new dimension in working. People are truly involved when they have a creative contributionPeople are truly involved when they have a creative contribution to make in their job and find ways to do it better “to make in their job and find ways to do it better “ - from JHRA- from JHRA
- 14. 14 KAIZEN – ANAWARENESS 6. When and Where Kaizen can be used ? All the time Literally Everywhere Application of Kaizen …this can be applied anywhere,Site, Offices,Workshop,Stores?
- 15. 15 KAIZEN – ANAWARENESS What Why How Action Plan Check Do Definition of Problem Confirmation of Result Standardization I mplementation Analysis of Problem I dentification of Causes Planning Countermeasures 7. HOW TO PRACTICE KAIZEN ? Contd…
- 16. 16 KAIZEN – ANAWARENESS Kaizen can look for reduction of Overproduction Delays (waiting time) Transportation Process Inventories Motions Defective products Untapped resources Misused resources 9 Wastes 7. HOW TO PRACTICE KAIZEN ? Contd… Contd…
- 17. 17 KAIZEN – ANAWARENESS EVALUATION # Norm Considered 100 1. Creativity & originality 20 2. Effort put in evolving the new method 20 3. Adaptability (Feasibility of imple. & acceptance ) 10 4. Indirect contribution (to quality, productivity cost , safety etc.,) 10 5. Economic impact (reduction in time cycle , 40 processes, saving of resources etc.,) 7. HOW TO PRACTICE KAIZEN ? Contd…
- 18. 18 KAIZEN – ANAWARENESS 8. Kaizen - A Philosophy of TQM TQM is a philosophy and takes about a decade for a traditional organization to demonstrate the destination less journey. The journey starts with a clarity on why are we? where are we? And Where do we want to go? The practice of Kaizen is mandatory for the very purpose of survival leave alone growth. Growth calls for accelerating the pace of kaizen. Contd…
- 19. 19 KAIZEN – ANAWARENESS ORGANISATIONAL NEED - EFFECTIVENESS Truly world class companies must have world class processes and produce QCDSM results of a high order Kaizen activity fulfils this purpose through the accumulation of a very large number of small improvements, which build on each other to produce significant benefits Kaizen is not concerned so much with bigness as with broadness. Generating an economic benefit alone, through a big Kaizen, is not the true purpose. Each improvement, even a modest one, is recognized and valued for its own merit. The emphasis is on contribution to the improvement and well-being of the organization, rather than on financial figures 8. Kaizen - A Philosophy of TQM Contd… Contd…
- 20. 20 KAIZEN – ANAWARENESS PARTICIPATION BY ALL TQM means quality management by everybody. Hence everyday must take part in making improvements at one’s own workplace Allowing people to participate in making many, continuous improvements When work is regularly done according to standards, it is natural to observe a better way. In fact, it is difficult to conceive how one can work the same way, day after day, without thinking of a way to improve the method. Hence, Kaizen is natural, and it is possible for everybody to participate 8. Kaizen - A Philosophy of TQM Contd… Contd…
- 21. 21 KAIZEN – ANAWARENESS ENABLING EMPLOYEES REALISE THEIR POTENTIAL At the heart of TQM is the principle of Respect for People , which translate into enabling people to fully realize their potential as human beings Founded on trust in the inherent capabilities of every individual work is as spontaneous, voluntary, natural and joyful as play everyone possesses creativity and intuition, and is naturally inventive everyone works towards achievement and creation of a better working order 8. Kaizen - A Philosophy of TQM Contd…
- 22. 22 KAIZEN – ANAWARENESS 9. KAIZEN in ISO 9001 : 2000 One of the 8 principles of QMS of ISO 9001:2000 is Continual Improvement The important clause focusing on Kaizen is 8.5.1 Continual Improvement The organization shall continually improve the effectiveness of QMS through the use of Quality Policy, Quality Objective, Audit results, analysis of data, corrective and preventive action, management review.
- 23. 23 KAIZEN – ANAWARENESS 10. ISO 9004 : 2000 Annexure B – Process for Continual Improvement. Fundamental ways Breakthrough projects Small step ongoing improvement activities Breakthrough projects include Definition of objectives Analysis of existing process Definition and planning of improvement Implementation of improvement Verification and validation Evaluation of the improvement Contd…
- 24. 24 KAIZEN – ANAWARENESS Small step ongoing improvement activities Reason for improvement Current situation Analysis Identification of possible solutions Evaluation of effects Implementation and standardization of solution Evaluation of effectiveness and efficiency Contd… 10. ISO 9004 : 2000 Annexure B – Process for Continual Improvement. Contd…
- 25. 25 KAIZEN – ANAWARENESS Activities to Facilitate of involvement of people Forming small groups with leaders Allowing people to control and improve their workplace Developing people’s experience, knowledge and skill Contd… 10. ISO 9004 : 2000 Annexure B – Process for Continual Improvement. Contd…
- 26. 26 KAIZEN – ANAWARENESS 11. EXAMPLES
- 27. 27 KAIZEN – ANAWARENESS 11. EXAMPLES Contd…
- 28. 28 KAIZEN – ANAWARENESS 11. EXAMPLES Contd…
- 29. 29 KAIZEN – ANAWARENESS 11. EXAMPLES Contd…
- 30. 30 KAIZEN – ANAWARENESS Example 5. Visual Control & the Workstation Ergonomics • Adapt the workstation to the employee - more security - more comfort • Reduce waste - excessive fatigue - useless efforts & movement - less physical constraints 11. EXAMPLES
- 31. 31 KAIZEN – ANAWARENESS 1. What is Kaizen ? 2. Kaizen & Innovation 3. Categories of Kaizen ? 4. Why Kaizen ? 5. Who is to practice Kaizen ? 6. When and Where Kaizen can be used ? 7. How to practice Kaizen ? 8. Kaizen - A Philosophy of TQM 9. Kaizen in ISO 9001 : 2000 10. Kaizen in ISO 9004 : 2000 11. Examples. RECAP