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  1. 1. KAIZEN „ The continuous Improvement process program
  2. 2. What is Kaizen ? „ A kanji word - made up of KAI & ZEN. KAI means ‘change’ and ZEN means for the ‘better’. „ Thus KAIZEN means ‘Change for the Better’ and implies Continuous Improvements in all areas & at all levels. „ It implies a continuous improvement in all company functions, and at all levels.
  3. 3. What is Kaizen ? Cont… „ The wider meaning is continuous improvements, done consistently, at every time, every step, every place, leading to self development. „ This in turn influences the neighborhood development , not only at the company level, but also the society at all the three levels that one plays – such as producer, consumer and a good social being…….
  4. 4. Kaizen and Innovation „ Kaizen believes on continuous incremental improvements. „ Innovation is based on “ sudden and drastic improvement ”
  5. 5. How is Kaizen is different from Innovation ? „ Effect – Long Term and long lasting but undramatic v/s the Short Term „ Change – gradual and constant v/s abrupt and volatile „ Involvement – everybody v/s few champions „ Requirement – little invst. reqd, but great efforts to maintain it. „ Efforts of orientation – People v/s Technology
  6. 6. Kaizen System concept „ Starting from top management to total employee involvement by supporting and encouraging self-directed KAIZEN teams. The system necessarily starts with faith, conviction, complete commitment, and the impassioned involvement by the top management team in the KAIZEN system. Thereafter it should percolate to middle management, and with successful implementation at both these levels, it should go down to all lower levels.
  7. 7. Kaizen System concept. Cont… „ Empowering people and giving them protected freedom. Empowerment means effective delegation of authority to the lower level to take decisions in their work area, but keeping the responsibility with the self. This shall create an environment of protected freedom at the work place.
  8. 8. Kaizen or Continuous Process Improvement, implementation Goal: To achieve perfection by continuously improving the business & production process. Perfection is an Elusive goal, however one must continuously strive for attaining it.
  9. 9. Problem solving method( Phases of Kaizen) Phase-VII Continuously improve Phase-I Identify the oppertunities Phase- II Define the Scope Phase-VI Pilot or Varify changes Phase-V Implement changes Phase-IV Envision the future process Phase-III Analyse the current process
  10. 10. Phase I „ Identify and prioritize opportunities for improvement, through the following two steps „ Identify the problem „ Form the ‘TEAM’
  11. 11. Identification of Problem „ Pareto analysis of Repetitive External Alarm „ Field failures „ Complaints „ Return „ Other complaints
  12. 12. Pareto analysis of Repetitive External Alarm „ Provides Information on 1. Scrap 2. Rework 3. Sorting
  13. 13. Feed back information „ Proposals from suggestion schemes „ Field survey of user needs „ Data on performance of products v/s competitors „ Comments of key people (customers, suppliers, critics, journalists) „ Brain storm with working groups These feed backs provides opportunities for improvement
  14. 14. Formation of Team „ If the team is a natural work group it is complete „ If the problem is Multifunctional in nature, then it must selected by “Quality Council” „ The team leader is the owner of the process „ Goals and dead lines are determined „ Work is carried
  15. 15. Organizational Structure of KAIZEN Advisor Member Member Member Member Team Coordinators Facilitators KAIZEN COMMITTEE CEO
  16. 16. Phase II „ Problem statement must be crystal clear “ A Well Defined Problem is Half Solved” „ The characters required are 1. Clear description & that must be understood easily 2. What is wrong, when it happens and where it is occurring. ( not why it is wrong and who is responsible)
  17. 17. Phase II. Cont… „ It should focus on 1. What is known 2. What is un known 3. What needs to be done „ It should be with the facts & must be free of judgements „ Should emphasize on the Impact on customer
  18. 18. Problem statement charter to the team „ Charter specifics 1. Authority who authorized the team 2. Objective and Scope specific areas to be improved and the expected outputs 3. Composition who are the team members, process and sub process owners 4. Direction and control guide lines for the operation of the team 5. General methods to be used, resources and specific mile stones.
  19. 19. Phase III Analyzing the current process „ Key activities are to determine measurements needed to analyse the process 1. Gather data 2. Define process boundaries 3. Out puts 4. Customer and supplier inputs 5. Process flow 6. Identification of root causes 7. The levels of customer satisfaction
  20. 20. Process flow Diagram „ Team must develop a process flow diagram „ Process flow diagram is an “Eye opener” „ Target performance measures are defined “NO MEASUREMENT, NO IMPROVEMENT” “WHAT GETS MEASURED, GETS DONE”
  21. 21. Measurement of product characteristics „ Establish performance measures W.R.T customer requirements „ Determine the data needed to manage the process „ Establish regular feed back with customers and suppliers „ Establish measures for Quality/cost and inputs/out puts
  22. 22. Required data „ Design information data „ Process information data „ Statistical information data „ Quality information data
  23. 23. Phase IV Envision the future process „ Finding the solution using creativity techniques such as 1. Brain storming 2. Check listing 3. Attribute listing 4. Synectic and so on….
  24. 24. Phase V Implement changes Objectives are to provide 1. Implementation plan 2. Obtaining approval from the quality council 3. Implementing the process
  25. 25. Phase VI Pilot or verifying the changes. 1. Monitoring 2. Evaluating 3. Finding the effectiveness of the process 4. Reviewing the process 5. Making pilot changes in small scales To monitor measurements must be taken
  26. 26. Phase VII Continuous improvement „ Continuously strive to improve 1. Quality 2. Delivery 3. Reduce cost „ Continuously strive to reduce 1. Complexity 2. Variation 3. Out of control process
  27. 27. Phase VII. cont… „ Continuously review the progress made by 1. Quality council 2. Work group „ Establish areas for future improvements and track performance W.R.T. Internal and External customers.
  28. 28. Aligning the continuous improvements by HOSHIN KANRI HOSHIN=Objectives KANRI=Control or Management „ To delight the customer through the manufacturing and servicing process by implementing the quality goals of the organization. „ Implementation of 5’s techniques.
  29. 29. 5S – The House Keeping Tool SEIRI Sorting out Sort of unnecessary items in the work-place and discard them SEITON Systematic Arrangement Arrange necessary items in good order so that they can be easily picked for use. A place for everything & Everything in its place SEISO Spic &Span Clean your work place completely so that there is no dust on floor, machine and equipment. SEIKETSU Standardising Maintain high standard of housekeeping and work place organisation at all times. SHITSUKE Self Discipline Train people to follow good house keeping disciplines autonomously
  30. 30. Why House keeping is Important…? „ Workplaces become clean and better organised. „ Results are visible to everyone – Insider and outsider. „ Visible results enhances generation of more and new ideas. „ People get automatically disciplined. „ People become proud of clean and organised workplace. „ Resultant good company Image generates more business. „ Happier people involvement „ Greater people involvement.
  31. 31. Why House keeping is Important…? „ Low employee turnover. „ Increased number of suggestions. „ Better use of floor space. „ Less inventories „ Better flow of work „ Low accident rates „ High yield of materials „ Stepping stone to TQM, ISO and other QMS
  32. 32. Where can 5S be implemented ? AT OFFICE Sorting Out: „ Used./broken pens „ Useless papers/files „ Old diaries „ Broken furniture Systematic arrangement: „ File cabinets unlabeled „ Cluttered drawers, shelves, bookcases, tables „ Records and documents not arranged well „ File heaps and papers all over AT HOME Sorting Out: „ Broken toys „ Old clothes „ Broken suitcases „ Old packing cases Systematic arrangement: „ Cluttered drawers, cupboards, book cases. „ Kitchen things in disarray „ Clothes not kept well in almirahs „ Newspapers left in a heap in store rooms
  33. 33. Where can 5S be implemented ? AT OFFICE Spic & Span: „ Dirty furniture „ Dust and grime in computer, copiers, OHP’s etc „ Littered dirty floor „ Cobwebs „ Dirty windows „ Dust in hidden places and top of shelves Standardizing: „ Lack of pest control „ Toilets not disinfected Self Discipline: „ Continuous Training & education AT HOME Spic & Span: „ Dirty furniture „ Unclean floor „ Dusty windows, bookshelves, walls, cupboards, etc „ Cobwebs „ Grime in kitchen, „ Grime in fans, lamps, other equipments Standardizing: „ Lack of pest control „ Toilets not disinfected Self Discipline: „ Continuous Training & education