Kaizen Third
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Transcript of Kaizen Third
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KAIZEN
A Presentation
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Introduction
Masaaki Imai (Born In 1930 In Tokyo) introducedthe concept of Kaizen in 1986.
He received his bachelors degree from theUniversity of Tokyo in 1955.
Meaning
Kaizen means continuous improvement inpersonal life, home life, social life and working life (Kaizen Institute, 2004)
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Meaning
Kaizen=Kai + Zen
Kai-- To Take Apart And Make NewZen-- To Think About So As To Help Others
Thoughtful Acts Of Continuous Improvements
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Principles Of Kaizen
Consider The Process And Result
The Need To Look At Entire Process At Hand And To Evaluate It To Get It Done In BestPossible Way
Kaizen Is To Be Approached In A Way That NoOne Is Blamed And Best Process Is Used
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Features Of Kaizen
Highly Effective And Result OrientedQuick And Measurable Results
A Learning ExperienceEvery Member Learns From The Work
Team Based And Cross FunctionalFunctional Merger With Top Management Support
Widely UsedManufacturing Vs Non Manufacturing
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Phases In Kaizen
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Broad Classification
Select An Event
Plan An Event
Implement An Event
Follow Up To AnEvent
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Business Concept
For Successful Organization
Continuously Improve Quality Assurance System
Continuously Improve Cost Management System
Continuously Improve Delivery System
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Responsibility Distribution
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Kaizen Responsibilities
Broadly Classified As
Improvements
Maintenance
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Elements Of Kaizen
Personal Discipline
Suggestions for Improvement
Improved Morale
Teamwork
Quality Circles
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5 S Of Kaizen Sort
Remove all items from the workplace that are not needed for current operations. Leave only thebare essentialsTargets excess inventory, obsolete items, quality defects, unneeded tools/equipment
Set In Order Arrange needed items so that they are easy to find, use and put away.Use painting, outlining and signboard strategies, Visual 5S
ShineSweeping, wiping-off equipment, painting and assuring everything stays clean.Must create cleaning inspection checklistsCreate current and future shine targets
StandardizeMethod to maintain the first 3 disciplines ( sort, set-in-order, shine)
Sustain A top-down support of the ongoing 5S process. Allocate timeCreate awarenessProvide a structure
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Kaizen Practices
Mindset And Culture
Customer OrientationQuality Control CirclesSuggestion SystemDiscipline In WorkplaceSmall Group ActivitiesLabor ManagementRelationsTotal Quality Control
Production Process
Automation & RoboticsZero DefectsTotal ProductiveMaintenanceKanbanJust In Time
Productivity ImprovementProduct Development
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Kaizen Blitz
Total Focus On Defined Process To CreateRadical Improvements In Short Period Of TimeDramatic Improvements In
Productivity
QualityDeliveryLead TimeSet Up TimeSpace Utilization
Work Place OrganizationWork In Progress
Typically 5 Day Long
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Kaizen Blitz Process
Day 1--Setting The Scene
Day 2--Observe The Current Process
Day 3--Develop Future State Process
Day 4--Implement New Process
Day 5--Report And Analyze
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Kaizen Costing
Developed by Yashuhiro Monden In Japan
Translated As Enhancement Estimation
Consistent With Saying Slow And SteadyWins The Race
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Definition
Its a Process of Cost Reduction During TheManufacturing Phase Of An Existing Product
It Refers to Continual and GradualImprovement Through Small Betterment
Activities, Rather than Large or Radical
Improvements made through Innovation or Large Investments In Technology
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Key Points
Goal is To ensure that actual production costsare less than prior year costsSimilar to Target Costing in its Cost Reduction
MissionFocuses on Cost Reduction In ManufacturingStage only in the Total Life Cycle of TheProduct
Investment Estimates Available In AdvanceTied To Profit Planning System
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Example
Human beings think our way is the best, but at Toyota, we are told we have to always change.
We believe there is no perfect way, so wecontinue to search. The goal is to break the
current condition through Kaizen
Shoichiro Toyota(Chairman, Toyota Motor Corporation)
December 2000
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Kaizen In Toyota
Just In Time
Total Quality Control
Flexible Production
Cost Reduction Through Minimization Of Waste
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Types Of Waste
Over Production--JIT Takes CareTransporting-- Moving Doesnt Add Value Over ProcessingInventoryUnnecessary MotionDefectsWaiting
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Benefits
Workers are involved throughout the processwhich improves their working conditions,morale job satisfaction
The root causes of problems are discoveredand solutions are applied quickly.The aggregate effect of a large number of small improvements leads to major benefits.
Customer satisfaction improves
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Weakness
Kaizen will work best in a democratic organisation; one in whicheveryone s views are valued and respected.
Kaizen will work best in large organisations: There is simultaneously,more waste to eliminate, and a larger workforce to identify
improvements
Resistance To Change
Kaizen is most appropriate in situations but incremental change willtake time
That may not be available in a rapidly changing businessenvironment
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CONTINUOUSIMPROVEMENT ISRESULT OFCONTINUOUSINVOLVEMENT
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Anshul SikroriaBinoy MundaDeepesh Tewari
Thank You