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KAIZEN
K.VETRISELVAM
SIL, HOSUR
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What is Kaizen?
Change For Better
Change for the Better
Continual ImprovementThe low-cost / no-cost
method for
improvements
Includes RadicalChange (Kaikaku) and
Repeated incremental
improvement steps
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Kaizen - Change For The Better
Kaizen is about deliberately constructing anenvironment conducive to having ordinary people
creating and rapidly implementing ideas in order toresolve critical business issues in a sustainableway
Stuart Ross, Ross International
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Kaizen (Imai, 1986)
Process-oriented: results can only be improved if
processes are improved (Muda Elimination)
People-oriented: based on the belief that peoplesnatural desire for quality and value, and that it will
pay for itself in the long run
Standard-oriented: standards are required in orderfor improvement to occur (enhanced by 5S)
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KAIZEN : Process oriented
Products and services are delivered to ourcustomers through a series of work
processes, not as the result of any onefunction
Value added is always determined from
the customers perspectiveWho is thecustomer?
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Every process shouldbe focusing on adding
value to the customer.Anything that doesnot add value iswaste.
Some non-value addedactivity is necessarywaste
KAIZEN : Process oriented
Non-Value-
AddedRequired
Non Value-Added,
Pure waste
ValueAdded
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Lean Enterprise
Business as Usual
PRODUCTBUILT & SHIPPED
CUSTOMERORDER
Time
Waste
PRODUCTBUILT & SHIPPED
CUSTOMERORDER
Time (Shorter)
Waste
Lean Thinking
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Any thing we make
that costs something,without adding valueto the product
What is Waste?
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Kaizen is the continuous elimination of waste
Kaizen - Elimination of Waste
Measurement
LeadershipImprovement
Identify waste
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Overproduction
Delays (waiting time)
Transportation
Process
Inventories
Motions
Defective products
Untapped resources
Misused resources
Types of Waste
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Types of Waste
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Functional Organization
IT gaps
Excessive ControlsOutdated ProcessDesign
No Back-up/Cross
TrainingObsolete Forms or Formdesign
Unbalanced Workload
Changing
ManagementPriorities
No Decision Rules
Poor visual controls
DisorganizedWorkplace
Lack of Training
Typical Causes of Waste
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Exercise 1: Wastes Identification
List at least one example of each of the 9 categoriesof waste from a process within your organization.
Identify at least one possible cause for each of thespecific wastes listed.
Propose one or more actions to reduce each ofthese wastes.
Identify methods of measurement to determineresults of waste reduction efforts.
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Two types of Kaizen
Value Stream starts with Flow Kaizen
Point / Process Kaizen is very detailedimplementation at a step in the Process.
Flow Kaizen(Value Stream Improvement)
Point Kaizen(Elimination of Waste)
SeniorManagement
FrontLines
Time
Focus
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Amount of Change
Sum of process control,incremental, and breakthrough
from BREAKTHROUGH
Sum of process controland incremental
from INCREMENTAL IMPROVEMENT
from PROCESS CONTROL
Time
Types of Improvement
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Flow Kaizen
Value StreamImprovement
Instigating &Improving Flow
Responsibility for
SeniorManagement
Point / Process Kaizen
Elimination of waste
Reducing Process
Times
Responsibility forOperational staff
Two types of Kaizen
K i F
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Purpose
Place
People
Sequence
Method
What is actually done?(Or What is actually achieved?
Why is the activity necessary at all?
What else might be or should be done?
Where is it being done?Why is done at that particular place?Where else might it or should it be done?
When is it done?Why is done at that particular time?When might or should it be done?
Who does it?Why is it done by that particular person?Who else might or should do it?
How is it done?Why is it done in that particular way?How else might or should it be done?
Simplifythe
operations
Combinewherever possible
and/or
Rearrangeoperations for more
effectiveresults or reduction
in waste
Eliminateunnecessary
parts of
the job
Kaizen Focus
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NVA Reduction is a Non Traditional Approach
Major Impact on Lead Time and QCD
Value-Add Activity
Non-Value-Add Activity
Kaizen : Reducing NVA
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Starts with the Customer
Customer
EDI
Accounts
Receivable
Kaizen Targets
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Plan Do Check ActPlanning and preparation, based on an analysis
of existing practices and performance
Plan
DoImplementation of theplan
CheckCheck whether changes have
resulted in expected
improvements
ActStandardize the new
practices and exploreopportunities for
further improvements
How KAIZEN?
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Define the Current Status
Observe & Analyze
How KAIZEN?
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Ask why five times so that the underlyingcause can be identified
Dont accept excuses for why things cant be
done.
Importantly blame is not assigned, problemsare found and solutions implemented.
5 Whys
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Define the Current Status
Observe & Analyze
Actions
Check
Standardize
What?
Who?
When?
How KAIZEN?
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Establish standards
Maintain standardsImprove standards
KAIZEN : Standards oriented
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Management policies
Improvement activities of priority implementation items
Priority
problems
Minor
problems
Improvement activities toenhance management level
Current standards
Problems
A P
C D
A S
C D
Standardization
A P
C D
Standardization
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Define the Current Status
Observe & Analyze
Actions
Check Standardize
What?
Who?
When?
Conclude
How KAIZEN?
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Good ideas should be promoted,through Success Stories
Record conditions, before andafter the improvementShow who (or which team)made the suggestion andimplemented the improvementWhat gains occurredHave them prominently
located
Write successes as well as thenew standards.
Process Improvement
Before After
Success Stories
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Story Boards
A storyboard is a graphical series of panelsthat displays the history of significant changesor proposals, that together tell a story!
The 7 Quality tools may also beshown, along with others asnecessary, as are the savingsmade and those in the teamsinvolved.
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Empowerment
Utilize everyones brain power
Commitment to communicate fullyCreativity
Motivation
Proactive
KAIZEN : People oriented
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Be Open to Change - Stay Positive Speak Out if You Disagree
See Waste as Opportunity - No Blame
Treat Others as You Want to be Treated One Person - One Vote
Ask the Silly Questions, Challenge Givens
Creativity Before Capital
Understand the Principles then JUST DO IT
KAIZEN : People oriented
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Being Quick, but Imperfect, is Better than
Being perfect , but late.
Experiment
Learn
KAIZEN CULTURE
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Quality Cost
Delivery Safety Morale
Improved Simultaneously
KAIZEN BENEFITS
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Final thoughts
Its what you think you dont have timeto do now that takes you where you
need to be when its too late to doanything about it!Robert Gary
If you pit a good worker against a badsystem, the bad system will eventuallywin.
Rummler-Brache
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Discussions
