Kaizen

Welcome to

Worth of Employees

An Improvement Philosophy

Understanding

Always Continual Change School

Good Improvement For the better Wisdom

Understanding
Implied Meaning
Harnessing the Godliness of Human being

Why Keep Moving?

Survival
You may be thinking that you are on a right track, but if you keep on sitting there some one will over run you.

A Japanese saying

Understanding
Kaizen is Journey from
Event Result Gross Enforcement
of change Cause Process Micro Inducement of change

Understanding

Kaizen is : Process improvement Observation Use of new Paradigm Short time Zero investment Human development & Empowerment Profit & Saving Plenty

Use of New Paradigms :

Change over from Batch production to single
piece production

Fish giving multitude of Eggs

One Egg at a time

Use of New Paradigms :

Shojinka (unification of labour)

Overlapping of responsibility

Use of New Paradigms :

Making your machine perfect

Team rather than

individuals are recognised

Understanding

Kaizen is : Process improvement Observation Use of new Paradigm Short time Zero investment Human development & Empowerment Profit & Saving Plenty

Kaizen Mind
It is a positive attitude through

Existing operation has always a

lot of room for improvement

Existing facilities & methods can

always be improved by effort makes big difference

The accumulated improvements

Kaizen Umbrella

Kaizen
TQM JIT QC Circle Suggestion system Automation TPM 5S Quality Improvement Zero defect Small group activity

Division of Labour
Adam Smith, 1776

Henry Ford Prodn Guru

(Work was brought to worker in tiny repeatedly work; work was to install

Alfred Sloan Mgmt Guru

(Manager can control from Hq by controlling Finance & Production

HISTORY - Division of Labour

"Wealth of nations" published in 1776 by Adam Smith introduced the concept of division of labour. American companies became the best in the world by translating Smith's principles into a working system. The focus was on high productivity. Anything that helped to achieve that was accepted by the system. Early 20th century- Moving assembly line - Henry Ford improved the concept of dividing work into tiny repeatable tasks. Work was brought to the worker by Ford; each worker's job was reduced to installing a single part in a prescribed manner. Early 20th century -Alfred Sloan created smaller, decentralised divisions that managers could oversee from a small corporate headquaters simply by monitoring production and financial numbers. Sloan applied Smith's

Major Kaizen Concepts

Kaizen and Management Process Vs Result Following the PDCA / SDCA cycle Putting Quality First Speak with Data The next process is the Customer

Kaizen Grid Japanese Way

Top Middle Supervisor Worker

t n e m ve ro e p c n Im a en t in a M

Concern

Job Perception Elsewhere (Western)

Top Middle Supervisor Worker

ve ro p Im

Maintain Maintain Maintain Maintain

Concern

Worst Companies
Top Middle Supervisor Worker

Concern

Maintain

Culture at Worst Companies

No Kaizen involvement Change is forced by market conditions

Directionless

Breakdown between Maintenance, Kaizen & Improvement

Top Middle Supervisor Worker

Improve

Kaizen

Maintenance Concern

Type of Improvement
Small Kaizen increment

Improvement
Drastic Innovation increment

Ideal Pattern of Innovation

Improvement

Innovation Innovation Innovation

Time

Innovation + Kaizen
Continuous new standards

Improvement

Innovation

Innovation

Kaizen

Time

Major Kaizen Concepts

Kaizen and Management Process Vs Result Following the PDCA / SDCA cycle Putting Quality First Speak with Data The next process is the Customer

Major Kaizen Concepts

Kaizen and Management Process Vs Result Following the PDCA / SDCA cycle Putting Quality First Speak with Data The next process is the Customer

P D C A Cycle for Improvement

Plan

Act

Do

Check

S D C A Cycle for Maintainance

Stand ardize

Act

Do

Check

Belief of Kaizen Strategist

Standards are tentative Standards are tentative Through continuous effort, Through continuous effort, one standard leads to one standard leads to another another

KAIZEN

A P C D

KAIZEN

A P C D

A S C D

Maintenance

A S C D

Maintenance

Never Ending Improvement

Take new problem

Standardise Solve

Major Kaizen Concepts

Kaizen and Management Process Vs Result Following the PDCA / SDCA cycle Putting Quality First Speak with Data The next process is the Customer

Quality & Productivity

Best Definition of Productivity

Productivity is a concept implying continuing progress, both material

and

spiritual
Koehi Goshi Founder Chairman, JPC

Putting Quality First

Quality

Quality Cost & Delivery

Two Sides of a Coin

Quality Quality && Productivity Productivity

Kaizen Kaizen
Tail

Head

Basic Philosophy of Quality Improvement

Whatever measured must be recorded Whatever recorded must be analysed Whatever analysed must be acted upon

One Excellent Source of Data

Customer Complaints Rich source for Kaizen - Facts about customer pains - Free of cost

Major Kaizen Concepts

Kaizen and Management Process Vs Result Following the PDCA / SDCA cycle Putting Quality First Speak with Data The next process is the Customer

Major Kaizen Concepts

The next process is the Customer

Every Employee is a Customer and Supplier of Internal Services to Colleagues

Major Kaizen Systems

Total Quality Control / TQM JIT Total Productive Maintenance (TPM) Policy Deployment Suggestion system Small group activity

Eliminating 3 M
" MUDA (Waste)

M 3

" MURI

(Strain / difficult task)

" MURA (Irregularity, discrepancy)

MUDA
yet to deliver creates no value.

= Waste

People waiting for an item that has not been delivered, Any human activity which absorbs resources but Movement of item/people from one place from other
without any purpose

Goods/services which dont meet the need of customer Mistakes which requires re-works, rectification Processing steps which are not needed

Six Honest Serving Man

I keep six honest serving men (They taught me all I knew ); Their names are What and Why and When And How and Where and Who. I send them over land and sea, I send them east and west; But after they have worked for me, I give them all a rest. Rudyard Kipling, 1865 -1936
from "The Elephant's Child" in Just So Stories

The Five Ws and The One H

Who 1 Who does it? . 1 Who is doing it? . 1 Who should be doing it? . 1 Who else can do it? . 1 Who else should do it? . 1 Who is doing 1 . -Mus? What 1 What to do? . 1 What is being done? . 1 What should be done? . 1 What else can be done? . 1 What else should be done? . 1 What 1 . -MUs are being done? Where 1 Where to do it? . 1 Where is it done? . 1 Where should it be done? . 1 Where else can it be done? . 1 Where else should it be . done ? 1 Where are 1 MU s being . done?

Arch Enemy of Kaizen

Kaizens Stress on People

If you want one year of prosperity, grow seeds, If you want ten years of prosperity, grow trees, If you want one hundred years of prosperity, grow people" Chinese proverb

First we make people, Then we make Products.

M. Matsushita National Panasonic

Quality Circles
GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

QC Circle is a small group, consisting of Gemba people-First line work place people, work towards improving and maintaining the work place.

They display creativity, make self development and promote self-actualization. Enhance Customer Satisfaction, Safety, reduce fatigue, promote productivity.

Quality Circles
GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

Higher officials, must necessarily, engage themselves in a noticeable TQM activity, relevant to other employees like Kaizen, 5S.

Give Guidance and Support.. Enhance participation of everybody. Make it evident that QC is not an addendum, but primary responsibility like other jobs. We make People before we make it products. M. Matsushita, National Panasonic

GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

Quality Circles

QC Circle is a Group Oriented Kaizen activity.

Behind every suspenseful QC circle, there is a (an exhausted) Manager, playing invisible but Vital supporting role. Suggestion system, QC circle shows that employees are actively involved in Kaizen. QC activities should be made Visually seen by making banners, posters---, so that employees are motivated.

GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

Quality Circles

What QC Circle is Not??

It contributed to Japans success alone. QC is TQM. QC is for money saving!! Effectiveness of any Organisation adopting QCC is measured by number of QCs.

GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

Quality Circles

Originated in April 1962, by Dr K. Ishikawa Adopted in India by BHEL-Ramachandrapuram in 1970s. Made famous in May 1982 by effort of Sh ND Tiwari, the then Industry Minister who made all CMDs take notice of it. In 1983, Seminar and training programme was carried out in Vigyan Bhawan for CMDs and Sr. officials..

GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

Quality Circles- The Process

Orientation of all Executives, regardless of hierarchical position (in batches, if not possible at one go) Orientation of all potential QCC members and soliciting volunteers. Each QCC must not have more than 6-8 members. There is to be facilitator for each QCC and one overall ordinator (who has a penchant for Quality, enthusiastic). Training of QCCs along with the Facilitators, spread over 4-5 months. co-

GEMBA
Lower Mgmt Middle Mgmt
Top Mgmt

Quality Circles- The Process

Steering Committee (DGM etc) for review once a month, to remove any road blocks and encourage. Legitimate the effort of everybody in KRA, Organisatin Chart etc. 1/2 day in a month, may be in Professional Circles about the progress of QCCs. Presentation in different foraa (Intra company, National, International).