KAIZEN PRIMER

Presented By: Anurag Shekhawat

GSM: 00-968-95523416

Email: anuragshekhawat@gmail.com

LinkedIn:http://om.linkedin.com/in/anuragshekhawat

WHAT IS KAIZEN ?

�WELL, IT’S A JAPANESE TERM

WHAT IS KAIZEN ?

�WELL, IT’S A JAPANESE TERM

�FOR IMPROVEMENT

WHAT DOES IT MEAN?

◊ KAI = TO CHANGE, TO CORRECT

◊ ZEN = GOOD

MAIN USE IN ….

….CONTINUOUS IMPROVEMENT,

MAINLY USEDMAINLY USED

IN THE

MANUFACTURING SECTOR

HOW DOES IT ACHIEVE THIS?

� ELIMINATION OF WASTE (MUDA)

ANDAND

� INCORPORATION OF EFFICIENCY

RESULT !!!

GENERATES

TOTAL TOTAL

QUALITY

MANAGEMENT

( T. Q. M.)

ORIGIN OF THE TERM-1

• POST WORLD WAR 2 PERIOD IN JAPAN

• COMPLETE DESTRUCTION IN THE COUNTRY DUE TO WAR

• REBUILDING OF INFRASTRUCTURE • REBUILDING OF INFRASTRUCTURE BECAME KEY FOCUS

• DID NOT WANT TO RE-INVENT THE WHEEL

• SCOUTED AROUND FOR NEW TECHNOLOGY

ORIGIN OF THE TERM-2

• HAD TO RE BUILD FACTORIES

• RE BUILDING JAPAN SCHEMES

• MANUFACTURING BECAME KEY FOCUS

• EXCELLENCE IN OPERATIONS • EXCELLENCE IN OPERATIONS ALREADYA KEY INGREDIENT IN JAPANESE DNA

• THUS, MANUFACTURING EXCELLENCE BECAME OPERATIVE WORD

HOW DID THEY DO IT???

• BROUGHT IN AMERICAN STATISTICAL QUALITY CONTROL EXPERTS SUCH AS DR W. EDWARD DEMING

• DEMING PRIZE MOST SOUGHT AFTER QUALITY AWARD IN JAPANQUALITY AWARD IN JAPAN

• DEMING TECHNIQUES MORE IMPLEMENTED IN JAPAN THAN AMERICA

• RESULT IS SEEN IN POSITION OF JAPANESE MANUFACTURING

• MAJOR IMPLEMENTATION – TOYOTA

WHAT IS THE BASIC PROCESS?

1. IDENTIFY AND ELIMINATE WASTE IN THE PROCESS

2. PERFORM THE PROCESS BETTER THAN BEFORE

3. MAKE THE PROCESS BETTER THAN BEFORE3. MAKE THE PROCESS BETTER THAN BEFORE

4. IMPROVE THE PROCESS, EVEN IF IT IS NOT WRONG

5. BECAUSE IF WE DONT, SOME ONE ELSE WILL

6. AND WE WILL NOT BE ABLE TO COMPETE WITH THOSE WHO DO

INPUTS REQUIRED!!!

1. PARTICIPATION FROM ALL EMPLOYEES OF THE COMPANY

2. NEEDS CHANGE IN COMPANY CULTURE

3. EMPLOYEES SHOULD CONTRIBUTE BECAUSE IT WILL RESULT IN BENEFIT FOR THE INDIVIDUAL AND THE EMPLOYEEIT WILL RESULT IN BENEFIT FOR THE INDIVIDUAL AND THE EMPLOYEE

4. IT CANNOT BE FORCED ON THE EMPLOYEE

5. MANAGEMENT MUST LEAD BY EXAMPLE

6. EMPLOYEE TRAINING AND COMMUNICATION – CONSTANT FEEDBACK TOWARDS SUGGESTIONS FOR IMPROVEMENT

HOW DOES IT WORK?

• PROBLEMS ARE OPPORTUNITIES FOR CHANGE / IMPROVEMENT

• FIND, REPORT & FIX PROBLEMS

• MAKE SMALL CONTINOUS CHANGES DAILY

• THEN MONITOR RESULTS• THEN MONITOR RESULTS

• ADJUST ACCORDINGLY

• WILL RESULT IN COMPOUND IMPROVEMENT

• CAN LINK PERFORMANCE APPRAISALS TO QUALITY & QUANTITY OF SUGGESTIONS

IMPLEMENTATION PROCESS

• STANDARDIZE AN OPERATION

• MEASURE THE STANDARDIZE OPERATION

• COMPARE MEASUREMENTS AGAINST COMPARE MEASUREMENTS AGAINST REQUIREMENTS

• INNOVATE TO MEET REQUIREMENTS & INCREASE PRODUCTIVITY

• STANDARDIZE NEW OPERATIONS

• REPEAT PROCESS

FIVE MAIN ELEMENTS OF

KAIZEN

1. TEAMWORK

2. PERSONAL DISCIPLINE

3. IMPROVED MORALE

4. QUALITY CIRCLES4. QUALITY CIRCLES

5. SUGGESTIONS FOR IMPROVEMENT

KAIZEN 5 S FRAMEWORK

1. SEIRI – TIDINESS

2. SEITON – ORDERLINESS

3. SEISO – CLEANLINESS

4. SEIKETSU – STANDARDIZATION4. SEIKETSU – STANDARDIZATION

5. SHITSUKE – MAINTAINING THE DISCIPLINE

KAIZEN

• IS PEOPLE ORIENTED

• EASY TO IMPLEMENT

• REQUIRES LONG TERM DISCIPLINE

• HAS BEEN USED BY PERSONAL • HAS BEEN USED BY PERSONAL IMPROVEMENT EXPERTS SUCH AS ANTONY ROBBINS –WWW.TONYROBBINS.COM

RESULTS….

FOR EXAMPLE, IN TOYOTA

• ONE US PLANT IN 1999

• 7,000 EMPLOYEES SUBMITTED 75,000 • 7,000 EMPLOYEES SUBMITTED 75,000 SUGGESTIONS

• 99% WERE IMPLEMENTED

HOW TO IMPLEMENT

• FORM QUALITY CIRCLES

• MEET REGULARLY, PERHAPS ONCE A WEEK

• ASK ALL EMPLOYEES TO CONTRIBUTE IDEAS / SUGGESTIONS THROUGH THE IDEAS / SUGGESTIONS THROUGH THE QUALITY CIRCLE

• QUALITY CIRCLE EVALUATES IDEAS

• APPROVED IDEAS ARE IMPLEMENTED

• AND MONITORED

• THE PROCESS CONTINUES

ACHIEVING

EXCELLENCE / PEFECTION…

……..IS A

CONTINUOUS CONTINUOUS

PROCESS!!!

Q & AQ & A

THANK YOU!!THANK YOU!!