14/14/2016GETAHUN TADESSEDIRECTOR GENERAL‐EKI
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1.1 Vision Of Ethiopia KAIZEN (2010‐2025)
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Japan‐1stGeneration
Singapore ‐2nd
Generation
Ethiopia‐3rdGeneration
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Japan
• Quality movement• Private sector driven• Decentralized approach
Singapore
• Quality and productivity movement• Government driven• Institutionalized approach
Ethiopia
• KAIZEN movement.( QPCDSMEG)• Attitudinal change.• Government driven• Institutionalized & comprehensive approach
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1. KAIZEN as a management philosophy.2. Three segments of KAIZEN.
Principles Systems Tools
3. Defined Rules and strategy aliened with Development Plan. Regulation Long term plan Annual plan
4. Defined road map. Three‐level technologies. Three level knowledge Three level out puts
5. Customized approach . Modeling KPTs Capacity building Organization
Integrated in ascending order
From simple to complex
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1.5 STRATEGIC LEADERSHIP
National council
chaired by the Prime Minister.
Affiliated to the Ministry of Public
Service and HRD.
Independent and fully authorized Institute
established by law.
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Transfer Adapt Own
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Awareness Implementation Ownership
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First‐Level‐K 2015
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1. Testing
I
2. Institutionaliz
e
3. Implementati
on
4. Sustai
n
5. Ownership
Third Level 2025Second Level 2020First Level 2015
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7. Company selection
8. Reconnaissance survey
9. Management oriented training
10. Frontline oriented training
11. Selection of work station
12. Establishing KAIZEN promotion teams
13. Preparing and implementing improvement plan
14. Providing guidance &counseling
3. Establish institutional infrastructure
4. Producing competent consultant5. Disseminating KAIZEN in TVETs6. Disseminating KAIZEN in
universities
15. Performance appraisal
16. . Acknowledging and rewarding best performers
2. Institutionalize
TIISO- MODEL – 5 steps
3Im
ple
me
nta
tion
16
1. Learning from abroad, Japan
2. Building local capacity
Test1. Test
17. Certifying KAIZEN consultants
10. Accumulation of Best Practices
19. Customizations
20. Defining Ethiopia Kaizen
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First–Level‐KAIZEN1. KAIZEN Management 2. KAIZEN Systems 3.KAIZEN Tools
1. Brief History of the development of scientific Management from 1850‐1950.
2. The Emergence and Development of KAIZEN (Japanese Model)
i. Japanese Economic History in 1950s and the Quest for Learning from abroad.
ii. The Role of JPC,JUSE and JMA in Knowledge Transfer and Productivity Movement.
iii. TOYOTA KAIZEN
iv. Principles of KAIZEN management and the development of KAIZEN from 1950onwards.
3. Experience of Singapore in KAIZEN Transfer (Singapore Model).
4. Ethiopia KAIZEN Model and Strategies.
1. PDCA ‐SDCA
2. Junior KPTs
3. Autonomous Maintenance
4. Problem Solving Methodologies
5. KAIZEN costing.
6. KAIZEN Consulting procedure
1. 3MUs
2. 5s
3. Soft Problem solving/MUDA Identification, elimination and standardization tools
i. Brain Stormingii. 5M+1I analysisiii. QPCDSEMG analysis,iv. Value Analysis‐ Process
evaluationv. Why‐Why Analysis,vi. 5W+2H
Expected Outcome ‐ Organized Work Place
1. A Comprehensive Understanding of KAIZEN
2. Mind set change
1. Implementing 1stlevel K‐System
2. Standard Process
1. Practicing 1st level K‐Tools
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EKI
Second–Level‐KAIZEN1. KAIZEN Management 2. KAIZEN Systems 3. KAIZEN Tools
1. KAIZEN Management
i. Productivity management.
ii. Quality management
iii. Cost management.
iv. Delivery management
v. Policy management.
vi. Cross‐functional management.
vii. Daily management.
2. Basics of KAIZEN leadership‐Lean Leadership
1. Medium KPTs
2. TPS
3. TQM.
4. TPM
5. Appropriate Costing System (ABC, Direct, Standard, Target ..)
6. MRP
7. Production scheduling.
1. SOP.
2. 7 QC Tools/QC story.
3. Value stream Mapping
4. Quality control process chart.
5. Basic IEs.Time study motion study .Line balancingProcess analysis.Operation analysis.Control charts.Process capability index.Ergonomics Layout
6. Multi – Activity Analysis
7. Costing ( P = P-C).
8. Ratio‐delay study
9. Shortening set‐up time
Expected Outcome ‐ System Innovation
1. A Comprehensive Understanding of Advanced KAIZEN Management
2. Strategic Leadership
1. Implementing 2ndlevel K‐System
2. Standard Systems
1. Practicing 2nd level K‐Tools
2. Operation Standard4/14/2016 19Copy Right Getahun Tadesse Mar. 2016 DG
EKI
Third‐Level‐Kaizen1. KAIZEN Management 2. KAIZEN Systems 3. KAIZEN Tools
1. Advanced KAIZEN Management
i. Innovation Management
ii. Global Production Management
iii. Value Management
2. Advanced KAIZEN leadership‐Lean Leadership
1. IKT (Innovative KAIZEN Team)
2. TPM3. Advanced Analytical
Systems i. Competitive
Analysis
ii. Financial Analysis
iii. Value Analysis
iv. Business Modeling
v. Business Systems Analysis
vi. Idea generation methods
1. TRIZ
2. Off‐shoring
3. Production Sharing
4. Value engineering.
5. Quality function deployment
6. FMEA (Failure Mode EffectAnalyses)
7. FTA (Fault Tree Analysis)
8. Reliability Engineering
9. SMED (Single Minutes Exchange of Die)
Expected Outcome ‐ Innovation Management
1. Excelled Management
2. Lean Leadership
1. Implementing 3rd level K‐System
2. Company Model and Brand
1. Practicing 3rd level K‐Tools
2. World Standard
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KPTs
5S Committee
QCC
TPM Committee
SOP Committee
TQM Committee
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EKIIDIs/Ags/Cops
RKIsTVET
UniversitiesInstitutions Based KAIZEN
Teams/Leaders
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Top management
Middle management
Team building KPTs.
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KAIZEN Movement
JICA/EKI Capacity Building
EKI
IDIs+Ags+Corps
LMEs
EKI
LMEs IDIs+Ags+Corps
Food
Textile
Leather
Metal
Chemical
Universities
TVETs
Services
Construction
Logistics
Utilities
Tourism
Regions/Cities
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3.1 Achievement of Capacity Building Project Phase Period Project Outputs
1. Piloting One year & 8 months
( Oct. 2009 ~May 2011 )
Pilot Project :
10 KU Members introduced to KAIZEN
30 Companies practiced KAIZEN
Manuals and teaching materials prepared
II Basic KAIZEN Three (3) years
( Nov. 2011 ~ Nov. 2014 )
Basic KAIZEN Capacity Development
57 EKI Consultants trained
131 Industrial extension agents trained
51 LMEs practiced in company training
198 MSEs practiced in company training
III. IntermediateKAIZEN
Five Years ( July 2015‐july 2020)
Intermediate or level II KAIZEN CapacityDevelopment.
18 MSC graduates joined the project4/14/2016 29Copy Right Getahun Tadesse Mar. 2016 DG
EKI
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Indicators Ranges
1 Improving work place from 17.5% to 65.38%;
2 Productivity of man power 1.29% to 60%
3 Productivity of machinery 25% to 75%,
4 Productivity of raw materials
4.76% to 19.74%;
5 Reduced defects 57.1% to 5%;
5 Reduced costs from 6% to 33%;
6 Reduce accidents 49.5% to 14.29%4/14/2016 34Copy Right Getahun Tadesse Mar. 2016 DG EKI
52,000 Management and Workers trained
5,200 KPTs Formed
Birr 2 Billions Worth Benefits Achieved
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1stYear Birr 25 M
2nd year Birr 75 M
3rd d year Birr 500 M
4th year Birr 1.1 B
5th year 450 M( 6 Month)
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Increased
Taxes
Salary and Bonus
Profits
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2015 Birr 21 Million
2014 Birr 18 Millions
2013 Birr 11 Millions
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4.3 IMPLEMENTATION FrontManufacturing
160 export industries
95 import substituting industries
HRD
120 TVETs
20 Universities
120 elementary and high schools
120 KGs
Services
30 construction companies
30 tourist organizations
60 strategic service
organizations
Capacity building
Train 150 KAIZEN
consultants at advanced KAIZEN
Establish KAIZEN Institutes in regions and
cities & develop their capacity at different levels.
Develop the capacity of
500 IDIs/Agencies/
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4.4 TRAINING 135,140 Trainees & 14,950 KPTs
Manufacturing • 98,000 trainees• 10,500 KPTs
HRD• 17,140 trainees • 2,450 KPTs
Services • 20,000 trainees• 2,000 KPTS
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4.5 Performance Indicators
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Opportunities
4.6 Opportunities, Threats and Countermeasures
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Opportunities, Threats and Countermeasures
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1.Craft national KAIZEN dissemination strategy.
2.Promote awareness of KAIZEN at the grass root level.
3.Expand and develop infrastructure.
Opportunities, Threats and Countermeasures
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1. Started with two sectors organizational structure namely Manufacturing, capacity building & R&D– 8 departments
2. Now Reorganized in two four sectors‐ 18 departments– Manufacturing ‐ 5 department– Capacity building and regional support‐ 4 departments– Services and utilities‐5departments– Research, best practice and certification‐4 departments
3. Corporate service– HRM– Finance– Planning and project management– General service‐– Training – MSC, PhD, Short term, local and abroad
4. Salary and benefits now more than double. Eg Director 8,000‐20,0004/14/2016 51Copy Right Getahun Tadesse Mar. 2016 DG EKI
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Thank YouJAPANE
K
I
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