 Introduction to Kaizen

 Kaizen & Management

 SDCA/PDCA Cycle
 Kaizen vs Innovation
 Kaizen Philosophy
 Methods to Increase productivity
 Cost reduction Principle
 Three MU’s: Muda, Mura, Muri
 Seven types of Waste
 Modern Perception of Kaizen & Job Functions
 Stages of the Kaizen
 The 5W & 1H of Kaizen
 The Japenese word “Kaizen” (改善) means chane (KAI) to become good (ZEN)
 Kaizen means improvement. Improvements without spending much money,
involving everyone from managers to employees, and using much common sense.

 The aspect of Kaizen is that it is on-going and never-ending improvement process.

“Continuous effort
- not strength or
intelligence - is the
key to unlocking
our potential.“

Sir Winston Churchill

 SDCA PDCA
• Do Next
• Do first
• Improve
• Maintain
• Further Improve
• Standardize &
• Standardized &
Stabilize current
Stabilized
Process
Process
 Kaizen Innovation
Un-dramatic Dramatic
Low Cost High Cost
Low Risk High Risk
Human Effort Technology
No Brainer More Thought
 Expose
Problems

Current
State Future
State

Full of Waste,
Solve
Variation and True North
Constraints Problems Value added time= Lead Time

Implement good housekeeping and workplace organization.

Identify and eliminate all activities that are waste.
Implement standardization
 More
Workers
Quantitative
Approach More
Machines
How to
Increase
Productivity? Work Longer

Qualitative
Approach Work Harder

Eliminate
Waste &
Simplify
 Higher profit is
achieved by Higher profit is
increasing sales achieved by
price reducing cost(waste)
while maintaining
Profi
sales price
Profi t2 Profi
t1 Sale t1 Profi
Sale s Sale t2 Sale
s Cost Pric s Cost s
Pric 1 Cost e2 Pric 1 Pric
e1 2 e1 Cost e2
2

Cost Plus Principle Cost Reduction Principle

Top Management Innovation

Middle Management Kaizen

Supervisors Management

Workers
 The Standard Work elements of a Kaizen are:

Start Document
Reality
 Document
• Document the Current Process Reality

• We need to understand how processes are performed today

(may be done prior to Kaizen as well)

Take the time to validate the baseline information and understand what is happening in the area.
 The Standard Work elements of a Kaizen are:
Document
Start Reality

Identify
Waste
 Identify
• Those elements that do not increase the value of a Waste
product or service, but only increase cost
 The Standard Work elements of a Kaizen are:
Document
Start Reality

Identify
Waste

Plan
Countermeasures
•Focus on the things that can be done within the kaizen
Plan
•Low cost solutions, creativity before money Countermeasures

•Right-sized resources

•Maximum waste elimination

 The Standard Work elements of a Kaizen are:
Document
Start Reality

Identify
Waste

Plan
Countermeasures
Reality
Check
Problem/Countermeasure Tracking
Reality
Check
• The Facilitator and Team Leaders review the
countermeasures and the to-do list to ensure:
o Proper Direction
o Countermeasures are the proper Lean solutions

• If necessary, course corrections are made

• The Lean Facilitator approves the plan

 The Standard Work elements of a Kaizen are:
Document
Start Reality

Identify
Waste

Plan
Countermeasures
Reality Make Changes
Check
• Implement the planned changes

• Use the Kaizen Implementation Report to document the

change

• Do not dictate how things will be done. Ask team

members, build coalition(alliance for combined action)
Make Changes
• Hold progress meetings each day
 The Standard Work elements of a Kaizen are:
Document
Start Reality

Identify
Waste

Plan
Countermeasures
Reality Make Changes
Check Verify Change
• Observe again Verify Change

• Results Achieved?

• If not, go back and make additional changes

• Repeat the cycle – observe, implement changes, evaluate

 The Standard Work elements of a Kaizen are:
Document
Start Reality

Identify
Waste

Measure
Results

Plan
Countermeasures
Reality Make Changes
Check Verify Change
•Did waste get eliminated? Measure
Results
•Can improvements be sustained?

•Are improvements aligned with business objectives?

•Is there a possibility of negative unintended

consequences?

•Were kaizen and individual improvement objectives

achieved?
 Document
Start Reality
Make this
the Standard
Identify
Waste

Measure
Results

Plan
Countermeasures
Reality Make Changes
Check Verify Change
• Establish visual controls (boards, taping, signs, etc.)
to ensure progress is maintained.

• Results must be repeatable and sustainable. Make this

the
standard
 The Standard Work elements of a Kaizen are:
Do It
Again Celebrate
Document
Start Reality
Make this
the Standard
Identify
Waste

Results
Measure
A new way of work Results

Plan
Countermeasures
Reality Make Changes
Check Verify Change
An office desk before and after conducting kaizen and set in
order. Clutter and unused items have been removed leaving
only what is needed
Organized tools and materials for better
shopfloor productivity and safety
Who? What? Where?
1. Who does it? 1. What to do? 1. Where to do it?
2. Who is doing it? 2. What is being done? 2. Where is it done?
3. Who should be doing it? 3. What should be done? 3. Where should it be done?
4. Who else can do it? 4. What else can be done? 4. Where else can it be done?
5. Who else should do it 5. What else should be done? 5. Where else should it be
6. Who is doing 3-Mu’s? 6. What 3-Mu’s are being done?
done? 6. Where are 3-Mus’s being
done?

When? Why? How?

1. When to do it? 1. Why does he do it? 1. How to do it?
2. When is it done? 2. Why do it? 2. How is it done?
3. When should it be done? 3. Why do it there? 3. How should it be done?
4. What other time can it be 4. Why do it that way? 4. Can this method be used in
done? other areas?
5. What other time should it be 5. Is there any other way to do
done? it?