Introduction to Kaizen Teian

INTRODUCTION TO KAIZEN TEIAN

GODFREY PHILLIPS INDIA LIMITED

KAIZEN

Apart from being a Japanese Word WHAT IS IT

THE WORD “ KARMA “

Does it Only Mean " ACTION PLAN ? "

KAIZEN

Means more than Just “ Continuous Improvement “( Gradual Accumulation of small Improvements )

TEIAN

Means PROPOSAL

AS IT STANDS ..... Human beings strive for self actualization and

fulfillment of their potential. People are usually ready to assume

responsibility when conditions allow them to do so.

It is not true that some people are endowed with creativity. Everyone possesses the capacity to be creative and inventive

Modern corporations do not make the best use of the intellectual capabilities of their employees.

KAIZEN IS EVERY EMPLOYEES OBJECTIVE

Every objective has two important componentsMaintenance - Support of daily status quoImprovement - Destroying status quo to improve circumstance

IMPROVEMENT OCCURS AT TWO GENERAL LEVELS

INNOVATIONS KAIZEN

KAIZEN INNOVATIONS

Simple Improvement

Low investment / expenditure

Knowledge about one's own job is sufficient hence majority can participate

Major Changes

High Investment / expenditure

Special Knowledge / skill is necessary hence only very few can participate

THREE STAGESTHE KAIZEN MOVEMENT HAS THE FOLLOWING THREE STAGES

Participation development and activation of the organizational structure

Development of skills of improvement of performance on the job

Results are classified as tangible and intangible

CERTAIN GUIDELINES Proposals should relate to the proposer's

own workplace & Job Since the purpose is to improve jobs rather

than to generate abstract ideas, there proposals should be innovations that can be implemented

These improvements should be effective,but - even more important - they should be seen as a way to energize people on the job and to develop their creative capabilities

TWO DIRECTIONS IN KAIZEN TEIAN ACTIVITY

IDEAS FOR INCREASING SALES

IDEAS FOR KEEPING COSTS DOWN

OTHER DERIVED BENEFITS COMMUNICATION EMPLOYEE DEVELOPMENT RECEPTIVE TO CHANGES HIGH MORALE

THE SYSTEM OF WALKING SUGGESTION BOXES

SUGGESTION BOX Usually sends these messages to employees

Employees can come forward with proposals

It is all right if employees make proposals

It is alright if employees don't make proposals

THE POSITION OF KAIZEN TEIAN IN THE MANAGEMENT SYSTEM

What position does improvement proposal activity occupy in the overall system of Management? Since this activity is a Company wide activity, it necessarily involves a link between the activity and Management. A proposal system can become an integral part of the Management system

GPI ANDHERI JOURNEY

JOURNEY OF KAIZEN TEIAN AT GPI (ANDHERI) FORMATION OF CORE GROUP Mid 1992 - Rule Book, Guide Book, Manager &

Supervisors and Employees 100% Participation + Encouragement.

FORMATION OF DEPARTMENTAL & APEX COMMITTEE KAIZEN TEIAN LAUNCHED ON 28.6.1993 TORCH BEARERS TEAM FORMED IN 1994

JOURNEY OF KAIZEN TEIAN GPI ( ANDHERI )

TRAINING CLASSES STAR PERFORMER * Super Star / Pole Star / Kaizenee of

Month REVISION OF RULE BOOK/GUIDE

BOOK IN 1996 KT REFERENCE MANUAL CREATIVITY - 1997

JOURNEY OF KAIZEN TEIAN GPI ( ANDHERI ) contd...

INSERT IN-HOUSE MAGAZINE * Display in Canteen/Factory Committee

Round / Kaizenee Lunch for Family. SLOGAN / BANNER CONTEST EARLY FELICITATION CROWNING GLORY - AWARD FOR

EXCELLENCE IN SUGGESTION SCHEMES

ACHIEVEMENTS DEFINITE IMPROVEMENTS IN THE

FOLLOWING AREAS QUALITY WASTE REDUCTION ENERGY CONSERVATION EASE OF WORK PRODUCTIVITY SYSTEMS SAFETY HOUSE KEEPING

ACHIEVEMENTS contd… THE MOST IMPORTANT

ACHIEVEMENT HAS BEEN - A THINKING ORGANISATION

FLEXIBLE ORGANISATION

FACTORY COMMITTEE

DEPT. COMMITEE

FACTORY COMMITTEE

DEPT. COMMITEE

DEPT. COMMITEE DEPT. COMMITEE

DEPT. COMMITEE DEPT. COMMITEE

SECRETARIAT

KAIZEN CELL

PERFORMANCE FOR LAST SEVEN YEARSYEAR KAIZEN

RECD.IMPLEMENTED PARTICIPATION

K.T. PER EMPLOYEE

F.C.

1994-1995 997 721 35% 1.13 62

1995-1996 1220 1028 63% 1.43 84

1996-1997 1109 1042 60% 1.37 91

1997-1998 1742 1507 87% 2.23 128

1998-1999 1965 1561 86% 2.62 173

1999-2000 1489 1309 96% 2.8 173

2000-2001 1347 1237 99.51% 3.1 148

2001-2002 1894 1676 97% 5.01 130