1. Kaizen The Key to Japans Competitive SuccessPresented By:Dr.
Yasser MostafaQA Manager Al Yasra Food Co.
2. Speaker Profile:Dr. Yasser Mostafa Certified Quality Manager
ASQ LA ISO 9001, 14001 & 22000 Member in Kaizen Institute Egypt
B. Sc. in Veterinary Medicine from Cairo University. Over more than
12 years, with accumulated experience in quality field in Egypt,
Saudi Arabia and Kuwait. Currently he is Quality Assurance Manager
in Al Yasra Food Co. Member International Register of Certificated
Auditors (IRCA) Member in American Society For Quality (ASQ) Member
in Egyptian Society For Quality (ESQ)
3. Contents: 1. KAIZEN, The Concept2. Improvement East and West
3. KAIZEN by Total Quality Control4. KAIZEN, The Practice5. KAIZEN
Management6. The KAIZEN Approach to Problem Solving 7. Changing the
Corporate Culture
4. What is KAIZEN?Kaizen translated literally means Change for
Good. Kai to take apart; to change Zen good Kaizen: to take apart
and change for good
5. Masaaki Imai-known as the developer ofKaizenKaizen
originated in Japan in 1950First, it was been introduced andapplied
by Imai in 1986 to improveefficiency, productivity
andcompetitiveness in ToyotaIf you learn only one word ofJapanese,
make it KAIZEN. Masaaki Imai
6. Introduction It is a planned and controlled change to
achievethe next step in continual improvement It moves you from the
existing Current State towardthe defined Future State you have
established asyour goal. Kaizen is a process of continuous
incrementalimprovement. The kaizen blitz is a five-day
continuousimprovement activity focused on a very specificprocess.
True Kaizens are typically done as a focused blitz: A point in time
team effort rather than a gradual metamorphosis over time.
7. Why Kaizen Events?Future CurrentKaizen
StateState(Lean)Kaizen drives the improvements which lead to a
leanerbusiness operating system
8. Two elements of KAIZENThere are two elements that construct
KAIZEN:Improvement/Change for the
betterOngoing/Continuity/MaintenanceLacking one of those elements
would not beconsidered KAIZEN.The philosophy of Kaizen has kindled
considerableinterest among researchers because it
increasesproductivity of the company and helps to
producehigh-quality products with minimum efforts.
9. Kaizen Philosophy Kaizen, also known as continuous
improvement,is a long-term approach to work thatsystematically
seeks to achieve small, incrementalchanges in processes in order to
improveefficiency and quality. Kaizen can be applied to any kind of
work, but it isperhaps best known for being used in
leanmanufacturing and lean programming. If a work environment
practices kaizen,continuous improvement is the responsibility
ofevery worker, not just a selected few.
10. Kaizen Philosophy Kaizen can be roughly translated
fromJapanese to mean "good change." The philosophy behind kaizen is
oftencredited to Dr. W. Edwards Deming. Dr. Deming was invited by
Japaneseindustrial leaders and engineers to helprebuild Japan after
World War II. He was honored for his contributions byEmperor
Hirohito and the Japanese Unionof Scientists and Engineers.
11. What is Kaizen Events? Evaluate Implement Plan and Design
Assess/ReassessKaizen activities that address issues over a period
of one week hadbecome the industry norm and they had been named as
Kaizenevents. These small models are used to understand problems
andissues in the business processes, arrive at solutions, and
applythem to improve the processes and eliminate wastes.
12. Five Main Areas of Kaizen Teamwork (Most Important)
Personal discipline Improved morale Quality circles Suggestions for
improvement
13. Who are Stakeholders Whobenefit from Kaizen?The principal
stakeholders ofKaizen philosophy are: Employees of the
organization. Top level management last level worker in thecompany.
External stakeholders likevendors, customers, and
Shareholders.
14. The Kaizen Umbrella Customer orientation Kamban TQC (total
quality Quality improvementcontrol) Just-in-time Robotics Zero
defects QC circles Small-group activities Suggestion system
Automation Cooperative labor- Discipline in the management
relationsworkplace Productivity TPM (Total Productive
improvementMaintenance) New-productdevelopment
15. Benefits of KAIZEN Reduces waste- like inventory waste,
time waste,workers motion. Improves space utilization, product
quality Results in higher employee morale and job
satisfaction,lower turn-over. Widely acceptable-can be used in both
manufacturingand non-manufacturing environments, for processes
aswell as people. Highly effective and success-oriented-Kaizen
events willgenerate quick results, measurable results, establish
thebaseline and measure the change. A learning experience-every
member of a Kaizen Teamwill walk away from the event learning
something new
16. Pitfalls in KAIZEN Resistance to change Lack of proper
procedure toimplement Too much suggestion may lead toconfusion and
time wastage
17. Easy Kaizen Flow1 START2 3 Establish existence Develop
problemIdentify problem of problem statementEND 7
4Document/Standardize Formulate solution(s) improvements 6
5Evaluate results Implement solution(s)
18. Kaizen, The Concept
19. Jobs Function Perceptions Japanese Western
perceptionsperceptions Top managementMiddle management Supervisors
Workers
20. Middle TopManagement &Supervisors
WorkersManagementStaffDetermine to introduce Use Kaizen in
functionalKaizen as a corporate Deploy and implementrulesEngage in
Kaizen strategy Kaizen goals as through the suggestiondirected by
topsystem and smallmanagement through Formulate plans forgroup
activitiespolicy deployment andKaizen and provide Provide support
andcross functionalguidance for workersdirection for Kaizen by
management allocating resourcesPractice discipline inImprove the
workshopUse Kaizen in functional communication withEstablish policy
for capabilitiesworkers and sustain Kaizen and cross high
moralefunctional goalsEstablish, maintain, and upgrade
standardEngage in continuous Support small groupself-development
toactivities (such as become better problem Realize Kaizen
goalsquality circles) and thesolversthrough policy Make
employeesKaizen-concious individual suggestiondeployment and audits
system through intensive training programsIntroduce discipline in
Build system, the workshopprocedures, and Help employees Enhance
skills and jobstructures conducive to develop skills and tools
performance expertiseKaizenfor problem solvingProvide Kaizen with
cross educationsuggestions// YIS//062709//
22. Continuous ImprovementKAIZENINNOVATION BreakthroughScience
TechnologyDesign Production MarketInnovationKAIZEN
23. KAIZEN1 INNOVATIONLong term Short term Effect Un-dramatic
DramaticSmall stepsPaceBig steps Time Intermittent & Continuous
& incrementalframenon incremental Gradual & consistent
Change Abrupt & volatileEverybody Involvement
ChampionCollectivism, Rugged individualism, individual Approach
ideas & effortsgroup efforts, systems approach
24. KAIZEN2 INNOVATION Maintenance & ScrapMode Improvement
& RebuildConventional know-how & state ofTechnological
breakthroughs, the artSpark new inventions, new theoriesLittle
investmentPractical Large investment Great effort to
maintainRequirements Little effort to maintain Effort People
TechnologyorientationProcess & efforts for Evaluation Results
for profits better resultscriteriaEconomic Slow growth economy Fast
growth economycondition
25. INNOVATIONKAIZENCreativityAdaptabilityIndividualism
Teamwork (system approach) Specialist oriented Generalist-oriented
Attention to great leapsAttention to detailsTechnology oriented
People orientedInformation: closed, proprietary Information: open,
sharedFunctional (specialist) orientation Cross functional
orientationSeek new technology Build on existing technology Line +
staff Cross functional organizationLimited feedbackComprehensive
feedback
26. Upcoming Japanese product perceptionsTechnology
LevelPreferred Process Product Innovative product HighTechnology
orientedwith KaizenTechnology innovation orientation Technology
orientedKAIZEN People orientedKaizen orientedLow
TechnologyKAIZENproduct
27. Kaizen by Total Quality Control(TQC)The Kaizen philosophy
assures that our way of life, or our home life,deserves to be
constantly improved- Masaaki Imai
28. 1Quality control deals with the Quality of people2Speaks
with data3Quality first, not Profit first4Manage the previous
process ( Upstream)5The next process is the customer6Customer
oriented TQC, not manufacturer oriented TQC7TQC starts with
training and ends with training8Cross Functional Management to
Facilitate Kaizen9Follow PDCA cycles10 Standardize the results
30. ManpowerTechniqueMethod TimeMuda (Waste) Facilities Muri
(Strain) Jigs and toolsMura (Discrepancy) Materials Production
volume Inventory PlaceWay of thinking
31. ACTPLANStandardiz Definitions ation of
problemCHECKConfirmation Analysis ofof results problem
IdentificatiImplementon ofation causes PlanningDO counter-
measures
32. Kaizen The Practice
33. Maintain aquestioning & Use tools &Achieve
open-minded facilitates to maximumMaintainattitude for Eliminate
hard maximizequality with minimum constantwork quality &
maximum inventoryimprovement efficiency & efficiencybased
onminimize effort teamwork & cooperation
34. 5 S Concept: Seiton Straightening Out BSeiri ACSeisoSorting
Cleaning Up 5sShitsuke E D SeiketsuSustaining the
StandardizingPractice
35. Waste ofWaste in Waste in REJECTS DESIGNWIP quality cost
deliveryNINEWASTES !! productWaste inMethod / system FIRST PHASE OF
PRODUCTION resources manpowerfacilitiesmoney Waste inWaste inWaste
inWaste in Waste in MOTION MANAGEMENTMANPOWERFACILITIES EXPENSES//
YIS//062709//
36. Shortened lead timeReduced time spent on
non-processworkReduced inventoryJIT Better balance between
differentprocessesProblem clarification
37. DesignProductplanningTopAdministrationmanagement
responsibility:responsibility :Strategy & QCS Production
preparation Provide supportPlanning
MarketingProduction&Purchasing
38. Kaizen Management
39. Management & Labor ;Enemies or
Allies?CooperationWorking together to bake bigger
pieConfrontationfighting over how to divide the pie
40. Managers first job is to learn to communicate with
hisemployees so both workers and the company can achieve their
common goal Union leader who cannot understand financial statement
and analyze the companys performance will not be able to negotiate
with management on such labor-related subjects as technological
innovation, personnel transfers, and scrapping facilities
41. The Kaizen Approach to ProblemSolving
42. When there is no problem , there is no potential
forimprovementsKAIZEN starts with a problem,more precisely
therecognition that aproblem exists
43. Seven Statisticaltools New Seven tools Pareto diagrams
Relations diagram Cause & Effect diagram Affinity diagram
Histograms Tree diagram Control charts Matrix diagram Scatter
diagram Matrix data-analysis diagram Graphs PDPC (Process Decision
Program Chart) Check-sheets Arrow Diagram
44. WhoWhat Where WhenWhy How Who does it? What to do?Where to
do it?When to do it?Why does he do it?How to do it? Where is itWho
is doing it? What is being done? When is it done? Why do it?How to
do it?done?Who should be What should be Where shouldWhen should How
should it be Why do it there?doing it?done?It be done?it be done?
done? Can this methodWho else can do What else can be Where else
can What other timeWhy do it then?be used in otherit? done? it be
done? can it be done? areas?Where elseWho else should What else
should be What other time Is there any othershould it beWhy do it
that way?do it?done?should it be done?way to do it?done?Where are
3-Are there any 3-Are there anyWho is doing 3- What 3-Mus are Are
there any time Mus beingMus in the way of 3-MUs in theMus? being
done?3-Mus ?done?thinking?method?
45. VELOCITY FOR COMPETITIVE ADVANTAGEStandardizationProcess
optimizationElimination of wasteEvolution in people and
techniqueDurable training
46. CUTTINGCHANGE1. Form a team & allocate OVER TIME
responsibilities7. Set-up board forvisualization &2.
Measuremonitoring current stateSeven6. Analysis &Stepsimprovem
3. Analysis &entimprovement 5. Set process4. Apply first with
newimprovement scenario
47. Kaizen Costing Concept
48. Kaizen Costing Concept Target Costing is a process,
Ensuring that the products aredesigned in such a way that
thecompany can sell them cheaply &still make a fair profit.
Kaizen costing focuses on thevalue & profitability of
themanufacturing phase, both of new& existing products. Kaizen
costing activities should bea part of a process of
businessimprovement continuously, withimprovements in quality,
productfunctionality and service jointly.
50. The customer :1The ultimate Judge of quality The eye of the
needle 2 struggle to enter the market Supplier relations 3 Changing
Corporate culture : 4 Challenge to the westWe call some societies
primitivebecause of their desire to remain in thesame state and in
unchanging standardof living as their ancestors createdthem at the
beginning of time
51. Establishing betterDeveloping additionalcriteria to measure
supply sources thatoptimum inventorycan ensure fasterlevels
deliveryBUY(Outsidecontactors)Improving the quality Improving how
ordersMAKEare placed of information providedto suppliers(part
time/contractemployee)Establishing betterUnderstanding the physical
distribution suppliers internal system requirements better
52. Companies applying KaizenPharmaceutical Industry: Food and
Beverages IndustryBoehringer IngelheimNestlSanofi
AventisUnileverPfizerFinancial ServicesCadbury
SchweppesSchwarzSociete Generale BongrainMerckUnilabsNational
Australia Bank/Bank ofSadiaTchiboZydus Cadila New ZealandN.M.
RothschildBacardiEuropcar Lease ServicesPernod RicardCommonwealth
BankBrown FormanAdelaide BankHochlandSt.George BankHealthcarePublic
SectorIndependent Hospitals of Australia Government of the United
ArabHospital General de Santo AntonioEmiratesCalgary Laboratory
ServicesGovernment of MauritiusMayo ClinicGovernment of
KenyaDanbury General Hospital Government of IndiaOwensboro Medical
Health System
53. 7 Principles of ToyotaProduction System (TPS)1. Reduced
Setup Times2. Small-Lot Production3.Employee Involvement
andEmpowerment4. Quality at the Source5. Equipment Maintenance6.
Pull Production7. Supplier Involvement
54. Statements on KAIZENThe starting point for improvement is
to recognise the need. This comesfrom recognition of a problem. If
no problem is recognized, there is norecognition of the need for
improvement. Complacency is the arch-enemyof Kaizen. Therefore,
Kaizen emphasizes problem-awareness andprovides clues for
identifying problems. Masaki ImaiImprove constantly and forever the
system of production and service. Improvement is not a one time
effort. Management is obligated to continually look for ways to
reduce waste and improve quality. W. Edwards Deming (philosophy of
quality control)The Kaizen philosophy assures that our way of life,
or our home life,deserves to be constantly improved- Masaaki
ImaiWant a Kaizen Culture? Take You Vitamin C!Kaizen Principle: Be
like MacGyver, use creativity before capital!
55. Conventional JapaneseWisdomRevolutionsHigher quality leads
to Higher quality leads tohigher costs lower costsLarger lots lead
to lowerSmaller lots lead tocostslower costsWorkers do not need toA
thinking worker is abe taken into account productive worker
56. KAIZENPHILOSOPHYBe it our working life, our sociallife, or
our home life, deserves tobe constantly improved
57. Good is never good enough,kaizen is a never-ending journey
toexcellence. Thanks