Kaizen is a Japanese philosophy of continuous incremental improvement involving the entire organization. It focuses on eliminating waste and improving efficiency through small, low-cost changes made frequently. The key aspects of Kaizen include identifying problems, developing ideas as a team, and implementing and measuring the effects of changes. The 5S methodology is also used, which involves sorting, setting in order, shining, standardizing, and sustaining the workplace. When implemented successfully through a structured process, Kaizen aims to continuously improve operations and reduce waste.

1. KAIZEN

2.  Japanese management  Western management
 Kaizen  Innovation
Process-oriented way of Result-oriented thinking
thinking

3. Why Use Kaizen?
• 1. To solve problems (without already
knowing the solution)
• 2. To eliminate waste (Muda)
• Transportation, Inventory, Motion, Waiting,
Over-production, Over-processing, Defects
• 3. Create ownership and empowerment
• 4. Support lean thinking

4. Definition of kaizen
History of Kaizen goes back to 1950’s when Toyota implemented quality
circles leading to the development of Toyota’s unique ‘Toyota Production System’
and is now used throughout the world
KAI ZEN
To modify, to change Think, make good, make better
= KAIZEN
“Kaizen” is a Japanese term that means small,
incremental, continuous improvement

5. Continuous Improvement
Is the continuous elimination of waste
Common Causes of Waste :
 Layout (distance)  Inconsistent performance
 Long setup time measures
 Ineffective production
 Incapable processes
planning
 Poor maintenance  Lack of workplace
 Poor work methods organization
 Lack of training  Poor supply
quality/reliability

6. Seven Types of Waste
 Overproduction
 Build more than required, before required.
 Waiting
 Stop build to look for parts, tools, material, information
 Transportation/Moving
 Moving material, parts, tooling
 Transferring product between locations, into/out of racks
 Process Inefficiencies
 Unnecessary operations, too many inspections, not building to
customer spec
 Inventories/Storage
 Excess raw material, excess WIP
 Unnecessary Motions
 Walking, climbing, bending, searching, identifying
 Defective products
 Low Yields, mistakes leading to large reworks, sorting, inspection

7. Over -Processing
Taiichi Ohno’s 7 Wastes
Over - Production
TEN CALL IT How do you spell that?
PLEASE! TWENTY?
…22 TO BE ON
THE SAFE SIDE!
Defects / Rejects / Re-work
Motion KODAK OPERATING SYSTEM
KODAK OPERATING SYSTEM
Inventory
KODAK OPERATING SYSTEM $
$$ $
$ $
Transportation
KODAK OPERATING SYSTEM
$ $ $ $
Waiting
$ $
KODAK OPERATING SYSTEM
KODAK OPERATING SYSTEM KODAK OPERATING SYSTEM

8. Kaizen (Continuous Improvement)

9.  Great attention paid to customer
requirements and needs
•Efficient stock
control methods help
•Flexible working
reduce costs and
practices and
improve cash-flow
•Leadership seen as help
empowerment – vital.
increase efficiency,
Ability to communicate a
clear vision, take people
reduce costs and
•Fundamental principles and
along with the vision –
improve motivation
often characterised as ‘lean
to think about where the
production’ – reducingbe in
company needs to waste,
zero10, 15 and 20 years
5, defects, high qualitydelivery,
•Punctuality in all aspects –
control measures at all stages
time
supply, manufacture, etc.

10. Kaizen has three major components:
1. Perceptiveness: All Kaizen projects are based on identified
problems.
2. Idea development: This stage requires more than one person
to provide better innovative ideas; therefore, forming a Kaizen
focus team for the identified problem is very important. In
this team-assembly process, one key is putting employees who
work in the problem area together in order to interact in this
innovative team
3. Decision, implementation, and effect:
Kaizen is only valuable if and when it is implemented. In the
decision-making process, the team identifies what appears to
be the best solution, and the team is also responsible for
evaluating the effect of the Kaizen process

11. The steps of this approach are
summarized as follows:
1. Identify a problem.
2. Form a team.
3. Gather information from internal and external customers,
and determine goals for the project.
4. Review the current situation or process.
5. Brainstorm and consider seven possible alternatives.
6. Decide the three best alternatives of the seven.
7. Simulate and evaluate these alternatives before
implementation.
8. Present the idea and suggestions to managers.
9. Physically implement the Kaizen results and take account of
the effects.

12. Kaizen Cycle
Start Here
Do It Again
Document Celebrate
Reality
Identify
Waste Make this
the
Standard
Plan
Counter-
measures Measure
Results
Reality Kaizen Verify
Check Change
Make
Changes

13. Kaizen
Evaluate
- Baseline Process Performance
- Establish Target
Decide
-Compare solutions
- Choose
Act
-Communicate
- Implement improvement
- Control To eliminate waste
Measure
- Validate improvement
- Standardize
- Update Procedures
Focus
- Eliminate Waste 5S
- Seek Incremental Process Changes
Summary
- Common Sense Approach based on
Observation
- Applicable to all types of processes
- Defined improvement strategy
- Typical Projects 1 week

14. The 5-S Program
Seiri
• segregate and discard
• get rid of what is not needed
Seiton
• arrange and identify for ease of use
• a place for everything and everything in its place
Seiso
• Clean Daily
• clean work place enhances quality

15. The 5-S Program
Seiketsu
• Revisit frequently
• revisit the first 3 steps to maintain workplace safety
and effectiveness
Shitsuki
• Motivate to sustain
• promote adherence through visual
performance measurement tools

16. waste

17. Implementation of 5S
•Clear, shiny aisle ways
•Color coded areas
•Slogans, banners
•No work-in-process ( WIP )
•One-Piece Flow
•Standardized Work Sheets

18. Thank’s for your attention