Kaizen+5s model

1. KULDEEP MATHUR
M.B.A. JIWAJI UNIVERSITY GWALIOR
Kaizen

2. 2
I. Introduction
II. Kaizen Philosophy and Approach
III. Kaizen Toolbox
IV. Results from Some Kaizen Events
V. Lessons Learned (“The Bigger Picture”)

3. 3
“KAI” – Take apart and make better
“ZEN” – Think. Make good the actions of others. Do
good deeds. Help each other
KAIZEN – Make people’s jobs easier by taking them
apart, studying them, and making
improvements
Also known as: The Deliberate Application of
Common Sense

4. 4
First made popular by Toyota as part of their production
system (TPS or Lean Manufacturing) in the 1970s
“Discovered” and described in books in the West
starting in the 1980s
Popular in American Auto and Aerospace industries in
the 1990s (“Kaizen Blitz”)
Key tool in Lean Production today

5. 5
Discover and Eliminate all Waste in a process
Waste (“Muda”) – anything that the customer does
not pay for
Some waste is necessary or required by law
(personnel files, financial records, meetings,
maintenance)

6. 6
Overproduction
Waiting
Over processing
Inventory
Motion
Defects
Transportation

7. 7
It is no longer
Cost + Profit = Selling Price
Today it is
Selling Price - Cost = Profit

8. 8
Focused effort by a full-time, cross-functional team to
analyze and improve a process in a short time
(usually 1 week)

9. 9
Mon Training and write problem
statement
Tues – Wed AM Process Analysis and Determine
Improvements
Wed PM – Fri AM Implement improvements
Fri PM Management Out brief

10. 10
Select area and determine scope
Select team
Provide rough objectives and some desired
improvements
Communicate with all personnel in the area
Get buy-in from support groups

11. 11
Some people responsible for and knowledgeable
about the process
Some people unfamiliar with the process
6 to 8 total

12. Kaizen
Problem Solving
Team
Team Cross-functional Same
Time 2 – 10 days 3 – 6 months
Power Make changes Recommend action
Focus Whole process Single issue
Goal
Improve process /
eliminate waste
Resolve problem
12

13. 13
Not a License to Spend
Challenge Everything
Focus on improving things, not pointing fingers
No action – no success
Quick and simple is better than slow and fancy
If it doesn’t work out, can always go back to the way it
used to be

14. 14
Flowcharts
Cause and Effect Diagrams
Pareto Charts
Histograms
Control charts
Scatter Plots
Check Sheets
Statistical Methods

15. 15
Value Stream Mapping
5S
Takt and Cycle times
Spaghetti Diagram
Poka Yoke
Kanban
Visual Controls
Preventive Maintenance
5 Whys

16. 16
Sort
Straighten
Scrub/Sweep
Systemize/Schedule
Standardize/Sustain

17. 17
Management support critical for long term success
Plan events that support company goals (avoid “shotgun
kaizen”)
Your customer or your CFO should see results
Get everyone involved
Complete all actions on time
It’s easier to cut costs by 10% than it is to increase sales
by 10%
Take photos before and after