The document discusses Kaizen, a Japanese philosophy of continuous improvement. Some key points: - Kaizen focuses on making small, incremental changes to improve productivity and minimize waste. It involves all employees and little cost. - It originated in postwar Japan when experts like Deming taught Japanese companies. Toyota widely adopted kaizen to link JIT, kanban and other practices. - Kaizen aims to eliminate muri (overburden), mura (unevenness), and muda (waste). Case studies show how companies like Sidhi Vinayak Fab and Madura Fashion implemented kaizen to improve processes. - Kaizen is an ongoing process using techniques like PDCA cycles and 5

1. By Group -10
Cherry Agarwal PA1314
Minal Kashyap PA1326
Priyaranjan Gupta PA1333
Continuous improvement is the result of continuous involvement

3. KAIZEN- AN INTRODUCTION
 Masaaki Imai is known as
the developer of Kaizen.
 改 ('kai') KAI means 'change'
or 'the action to correct'.
 善 ('zen') ZEN means 'good'

4. What is kaizen ?
• KAIZEN means improvement:
Kaizen is small incremental changes
made for improving productivity and
minimizing waste. Improvements
without spending much money,
involving everyone from managers to
employees, and using much common
sense.
 It is a method that strives toward
perfection by eliminating waste
(MUDA) in the work place
(GEMBA).

5. The Origin of Kaizen
 The foundation of Kaizen was laid in Japan after the
Second World War, when the country was
attempting to rebuild infrastructure and rethink
many systems.
 Several American experts on workplace
improvement including W. Edwards Deming and
Joseph Juran came to Japan to lecture and teach.
 Using information from these individuals regarding
the TWI (Training Within Industry) programs , the
concept of Kaizen began to be formed and it took
off in the 1950s.

6. Why kaizen ?
Focussed attention
 Easy to understand
 Easy to implement
 All functions can participate(Every one)
 Does not involve much expenses
 Does not need any major tool, Except …..
Motivation
 No expensive training required

7. Kaizen umbrella

8.  On-Going Continuous
improvement is nothing but
continuous elimination of wastes
 Kaizen is primarily a reactive
process where you "check" to see
if anything is wrong, then go
about fixing it.
 It is a daily activity and always
under the control of a supervisor.
 Improves productivity by daily
monitoring and elimination of
wastes.
 Waste in the workplace is defined
as activities that add cost but do
not add value.
Measures for implementing continuous improvement.

9. RELATIONSHIP OF GEMBA KAIZEN, PDCA and SDCA
CIRCLES
• In the 1950´s Mr. W. Edwards Deming proposed that
business processes should be analysed and measured
to identify sources of variations that cause products
deviations from customer requirements. Mr. Deming
created the diagram to illustrate this continuous
process, commonly known as Deming or PDCA (Plan –
Do – Check – Act) circle.

10.  Plan means definition of problem, analyses of actual
state, data collection, identification of causes, planning
counter-measures, definition of targets, definition of
sources and propose of plan for next steps.
 Do means realization of the implementation phase to
solve a well-defined problem.
 Check means validation of results from designed and
implemented improvements, controlling of aims and
possible final tuning.
 Act means work on sustainability of implemented
improvements.
Mr. Deming travelled through the East countries and
taught their companies about this methodology. They
started to use this tool and now we can see it
incorporated also in Gemba Kaizen philosophy.

11. Other techniques
Other techniques used in conjunction with PDCA include
5 Whys,
which is a form of root cause analysis in which the user asks
"why" a failure occurred five successive times, basing each
subsequent question on the answer to the previous. There are
normally a series of root causes stemming from one
problem, and they can be visualized using fishbone diagrams
or tables.
Masaaki Imai made the term famous in his book Kaizen: The
Key to Japan's Competitive Success.

12. Kaizen has three main principles:
1.Consider the process and the results!
2.The need to look at the entire process of the job at
hand and to evaluate the job as to the best way to
get the job done.
3.Kaizen must be approached in such a way that no
one is blamed and that the best process is put into
place.

13. How gemba kaizen works

14. Phases in kaizen :-

15. Kaizen in Toyota
 The Toyota Production System is known for it’s
use of kaizen.
 After World War II, Taiichi Ohno was charged with
setting up machine shops for Toyota. He studied
the Ford production systems. He analyzed the
various productive measures and discrepancies in
the system.
 Based on the analysis, he outlined several
production strategies for Toyota. These
production strategies later became benchmarks
for production practices across the world.
 Toyota thus became one of the first companies in
the world to adopt practices such as Kaizen.
Analysts however feel that Kaizen kept TPS, JIT,
Kanban and other practices working smoothly as
an interlinked strategic operational plan.

16. Toyota’s use of Kaizen to solve labor crisis
 In the early 1990s, Toyota was facing acute labor shortage
 Toyota’s initial management focus was on increasing production efficiency
through higher production levels with less number of workers. This resulted
in increased stress and worker exodus
 The global upsurge in car demand during 1987-1991 led to drastic increase
in demand for labors
 Toyota realized that it would have to rely on Kaizen for modifying its existing
assembly lines to attract workers.
 The company decided to change its working conditions to accommodate
workers of more diverse nature
 The management decided to allow plants to set their own annual
production efficiency targets. Production efficiency measurement was based
on worker’s production time rather than on best production time

17. Kaizen to Toyota is the elimination of three basic
things like:
 Muri (Overburden on employees)
 Mura(Unevenness in production)
 Muda (Waste)

18. Sidhi Vinayaka Fab
Engineering Pvt
ltd
 Established in the year 1995.
 Four units have setup in Peenya Industrial Area in South
India.
 Working area of 25000 sq. ft.
 Employee strength 160 supported by experienced
engineers.
SVE Fabrication specializes in the custom fabrication of
process equipment. In addition to providing conventional
job shop products such as tanks, pressure vessels,
Traction Housing and piping assemblies, SVE Fabrication
provides full service capabilities to furnish packaged
systems.

19.  Beginning from flow diagrams, P&IDs, or schematics,
SVE can deliver complete turnkey shop fabricated, skid
mounted modular process systems which meet the
client's schedule and budget demands.
 Typically, SVE's services include project planning, cost
estimates, scheduling, layout, drafting, procurement,
quality control, fabrication, testing, inspection and
shipment; all of which are performed in close
compliance with ASME standards.
 Major projects on which SVE has worked are :-
1. Akash launchers
2. Agni II
3. Agni III

20. 1995 Started the Organization starting with Pharmaceutical sector.
1997 Started the Railway Parts Manufacturing.
1999 Started the Earth Moving Equipment Parts.
2000 Expertise obtained in the Nuclear Welding Field.
2005 Obtained ISO-9001 Certification.
2007 Certification for manufacturing of ASME ‘U’ and “UM’ Stamp Vessels.
2008 Started the production of STI, Housings & CCI Parts.
2009 Practicing for EN/ISO Certification. Started the EN15085 Welding of
Railway Parts Manufacturing. Training of Welders in CCI-AG in .
2010 Expected certification of EN-15085 from TUV Rheinland.
About company

23. Bending machine

24. Other kaizen cases from SVE
1.

25. 2.

26. 3.
before kaizen after kaizen

27. Other quality measures

28. Madura Fashion and Lifestyle
 Madura Fashion & Lifestyle, a division of Aditya Birla Nuvo Ltd, is one of India’s
fastest growing branded apparel companies and a premium lifestyle player in
the retail sector.
 After consolidating its market leadership with its own brands, it introduced
premier international labels, enabling Indian consumers to buy the most
prestigious global fashion wear and accessories within the country.
 The company’s brand portfolio includes product lines that range from affordable
and mass-market to luxurious, high-end style and cater to every age group, from
children and youth to men and women.
 Madura Fashion & Lifestyle is defined by its brands — Louis Philippe, Van
Heusen, Allen Solly, Peter England and People — that personify style, attitude,
luxury and comfort.

29. MADURA CLOTHING(FASHION CRAFT)
World Class Manufacturing- by Aditya Birla Group
COUNTER MEASURE/AFTER IMPLEMENTATION
Mr.Sundarrajan –
Maintenance
CHAMPION
July- 2008
IMPLEMENTED DATE
Mr.Sundarrajan
TEAM MEMBERS
The filled up dust bin was too heavy & it could not be handled manually.
PROBLEM BEFORE IMPROVEMENT
A separate trolley was made & it holds multiple containers. Hence easy
to load the filled up dust bins.
Work aid improvisation.
• Ease of handling for operators.
BENEFITS
LEARNING AND SHARING

30. Before kaizen after kaizen

31. MADURA CLOTHING (FASHION CRAFT)
World Class Manufacturing-by Aditya Birla Group
Mr.Muniyappa
Housekeeping
CHAMPION
January-2010
IMPLEMENTED DATE
Mr.S.Madesh
TEAM MEMBERS
The broom stick was purchased .
PROBLEM BEFORE IMPROVEMENT
The broom stick was made inhouse by means of waste materials.
Reduction of wastage and re-usage in a different form
LEARNING AND SHARING
•Cost saving Rs.250 per broom stick. And Rs. 750 saving per annum as 3 broom sticks
are bought in a year.
COUNTER MEASURE/AFTER IMPLEMENTATION
BENEFITS

32. Made out of waste purchased broomstick

33.  1.Resistance to change
 2.Lack of proper procedure
to implement
 3.Too much suggestion may
lead to confusion and time
wastage
33

34.  Widely applicable – Can be used in both
manufacturing and non-manufacturing
environments
 Highly effective & results oriented - Kaizen events
will generate quick results, Measurable results,
Establish the baseline, and measure the change
 Higher operational efficiency –
 Reduces wastage, like inventory waste, time
waste, workers motion
 Improves space utilization and product quality
 A Learning Experience – Every member of a Kaizen
Team will walk away from the event learning
something new.
 Encourages big picture thinking
 Results in higher employee morale and job
satisfaction, and lower turn-over.

35. Kaizen list
 Exercise
 Improving
communication
skills
 Study Month :- may 2014
 Walking
 Jogging
Month :- June 2014
 Walking
 Jogging
 Gym
 Swimming

36. Conclusion
• “Kaizen” or “continuous improvement” should be a part of our
everyday life.
• The concept is simple but if properly applied can lead to
significant efficiency improvements for organizations.
• Kaizen and its associated concepts like PDCA, Kanban and
Quality Circles have been critical to the success of large
organizations like Toyota, Sidhivinayak fab Engineering, TVS
and Sons pvt ltd .
• Kaizen strategy is the single most important concept in
Japanese management - the key to Japanese competitive
success.

37. Good changes with small
step
KAIZEN