KAIZEN- The Hidden Treasure

KAIZEN- The hidden Treasure

Dr Poornima M Charantimath

What is Kaizen?

KAI=Change

ZEN=Good

KAIZEN means “Change for better”

What is Kaizen?

Kaizen means small, simple and incremental improvements on a continuous basis.

What is Kaizen

Kaizen focuses on small, gradual, and frequent improvements over the long term with minimum financial investment, and participation by everyone in the organisation.

Kaizen-Examples Routine work done by a different method

resulting in benefits Expected work done by reducing time Work Improvement done out of routine tasks

in your own area Work Improvement done out of routine tasks

in other’s area

What is continuous improvement?

“Continuous improvement is doing what you do better and

better!”

Areas for Improvement

Improvement which reduces Cost Rejection Rework Maintenance Time

Areas for Improvement

Improvement which increases Quality (Product/Service) Productivity Reliability Value

MINDSET

Positive Thinking

Negative Thinking

Positive approach Negative approach

Ready to accept Responsibility

Refusal by giving reason

Always “Yes” attitude Always “No” attitude

Pushing forward force Pulling backward force

Paradigm shift always seen Paradigm shift never observed

Looking for Opportunities No Initiativeness

Aimed at results Looking at hurdles

CHANGING ENVIRONMENT

Government rules & Regulations Competition Change in market Customer Expectations If we don't change we will not grow

Why should an organization have continuous improvement?

“To remain Competitive we need to change for better and hence Kaizen”

Gemba Kaizen

Gemba Kaizen means “improve the workplace by being at the workplace, learning to see waste, working with operators and workers and by observing what is actually happening, with the intention of improvement”.

3 Ms

Muri Mura Muda

Muri

Excessive effort, exertion or tension found

E.g. Pulling or pushing load, lifting, bending, ergonomically unsound environment

Mura

Not equal in size, strength, ability, value, uneven, irregular, ununiform

E.g. Lots getting rejected due to unstable operation

Muda

Activity which does not add value to the job

e.g. Waste motions, unnecessary handling

Muda Elimination

Muda of overproduction Muda of inventory Muda of waiting Muda of motion Muda of transportation Muda of producing rejects Muda of processing

The Essence of Kaizen A people based approach which centers

around process oriented thinking. Bottom-up learning process, which

eventually permeates through the whole organisation.

Aligning company for continuous improvement

Seeking better methods in accordance with the requirements of actual situation

The Essence of Kaizen

Counseling and developing people to be resourceful for themselves, for the company and for the society as a whole.

About finding simple, elegant solutions that attack the heart of the problem, i.e. real causes and not the symptoms

The Essence of Kaizen

A technique which behaves like a homeopathic medicine which works only when the patient has full faith in it and takes it religiously

Heart+Head+Hands=Excellence Motivation+Knowledge+Skills=

Excellence

Assumptions Ideas of ten people are better than

the knowledge of one person Ideas are valuable only when they

are implemented, otherwise those are castles in the air

Increase in productivity and hence profitability is the result of accumulation of many small ideas

Assumptions

There is always something to improve through elimination/reduction and overall revision of methods.

Simple solutions are the best kaizen

People are not problem creators, in fact they are solution providers.

Tools for Continuous Improvement

Cause and effect diagrams - what causes the problems?

Pareto analysis - which are the big problems? Flowchart- how the process carried out? Check sheets - how often it occurs or is done? Histograms - what do overall variations look like? Scatter charts - what are the relationships between

factors? Process control charts - which variations to control

and how

“You can't manage what you can't measure – Drucker”

Pareto Chart

Flowchart

Check sheet

Histogram

Scatter Diagram

Control charts

Why-Why Analysis

Why Why Why Why Why

5 Why concept1 Why did the machine stops? there was an overload and the fuse blew

2 Why was there an overload ? The bearing was not sufficiently lubricated.3 Why was it not lubricated sufficiently?The lubricating pump was not pumping sufficiently4 Why was it not pumping sufficiently?The shaft of the pump was worn out and rattling.5 Why was the shaft worn out ?There was no stainer attached and the metal scrap got in

PLAN

DO

CHECK

Identify &

Analyze the

Problem

Test the

Solutions

Develop &

Implement

Solutions

ACT

Widely Impleme

nt the Solutions

Approach to Continuous Improvement

PLAN Determine the exact process you want to

improve. Objective of improvement should be customer-

focused. Address one of the evils like defects, delays,

mistakes, and waste. Collect and Analyze the Data. Ask 4W and 1H when collecting data (Who,

When, What, Where and how) Identify the Root Cause of the problem Develop a Plan for Improvement. Decide how to measure improvement

DO

Implement the plan on a small scale if possible.

Collect data based on the plan of measurement.

Check

Evaluate the data collected during the Do phase.

Did the expected improvement occur?

ACT

If successful standardize the solution across the organization, all departments.

Document the process change. Train, inform, and/or involve

affected individuals (other departments, suppliers or customers)

How to identify opportunities for Kaizen?

Customer Surveys Employee suggestions Brain storming Benchmarking

KAIZEN SHEET

“If you don't improve first, your competitors will...”

THANK YOU