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kaizen tqm

Apr 06, 2018

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Mayank Ubhan
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    By,

    K. Aishwarya

    Prachi Bhatnagar

    Archana

    Vikas sharma

    Prateek

    Amardeep

    TOYOTA KAIZEN EXPERIENCE

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    Introduction : What is Kaizen?

    Kaizen means "improvement".

    It is a Japanese workplace philosophy whichfocuses on making continuous small improvements

    which keep a business at the top of its field. The philosophy involves everyone in the

    organization managers and workers alike andurges them to make never-ending efforts for

    improvement. For example, in Japanese companies, such as Toyota

    and Canon, several suggestions per employee arewritten down, shared and implemented.

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    What is Kaizen ?

    Kaizen means continuous improvement

    Kaizen is basically small small improvements carried out bythe person who is doing the job in his day to day work

    Continuous improvement everyday through involvement ofeveryone in the organisation is the key for excellence.

    Piling small improvements on top of each other

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    What is Kaizen ?

    Kaizen in essence, means adopting a new way, not just of

    doing work, but a new way of thinking, one in which

    problems are not shunned but eagerly sought out, welcomed

    and solved.

    Kaizen means creating a place whereemployees feel better at work.- Y. Yasuda

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    KAIZEN INNOVATION

    Small Steps

    Conventional Know-How

    Efforts

    Process-Oriented

    Slow-Growth Economy

    Big Steps

    Technological Breakthrough

    Investment

    Result-Oriented

    Fast-Growth Economy

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    Cultural Differences Between Kaizen andTraditional Organisations

    Sl.N

    o.

    Item Kaizen Traditional

    1. Management Culture Preventive Crisis

    2. View of customer Market-In Product-Out

    3. View of people Assets Costs

    4. Shop floor (GEMBA) Improvement Source Problem / FailureSource

    5. Shop floor methods Constant Improvement Static and Routine

    6. Measurements Trends of Improvement End result only

    7. Support staff Serving Shop Floor Critical of shop floor

    8. Problem focus of

    solutions

    Treasures Rejection

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    Cultural Differences Between Kaizen andTraditional Organisations

    Sl.N

    o.

    Item Kaizen Traditional

    9. Information Shared / Open Restricted / Closed

    10. Approach to Employee Strengths Weakness

    11. Appraisal Unions Partners Adversary

    12. Development On-going learning Do as told

    13. Supervision Despecialise Specialise

    14. Career approach Coach Inspector

    15. Movement Slow / Broadening Fast / Skimming

    16. Management Concern CrossFunctional

    Support Process Results

    change long term

    Functional control

    Results only. Routine

    short term

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    KAIZEN UMBRELLA

    Market-In

    TQC

    Industrial Robots

    QC Circles

    Suggestion System

    Automation

    Discipline in the workplace TPM

    Kanban

    Quality Improvement

    Just-In-Time

    Zero Defects

    Small Group Activities

    Labour-Management Relations

    Productivity Improvement

    New-Product Development

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    Key Features of Kaizen1. Improvements are based on many, small changes rather

    than the radical changes that might arise from R & D .

    2. As the ideas come from the workers themselves, theyare less likely to be radically different, and thereforeeasier to implement

    3. Small improvements are less likely to require majorcapital investment than major process changes

    4. The ideas come from the talents of the existingworkforce, as opposed to using R&D, consultants orequipment any of which could be very expensive

    5. All employees should continually be seeking ways toimprove their own performance

    6. It helps encourage workers to take ownership for theirwork, and can help reinforce team working, therebyimproving worker motivation

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    The Key Kaizen Practices

    1. Mindset & Culture

    customer orientation

    quality control (QC) circles

    suggestion system discipline in the workplace

    small-group activities

    cooperative labor-management relations

    total quality management (TQM)

    quality improvement

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    2.Production Process

    automation & robotics

    Autonomation ( jidoka )

    zero defects total productive maintenance (TPM)

    kanban

    Just-in-Time (JIT)

    productivity improvement

    new product development

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    The quick and easy kaizen

    process The employee identifies a problem, waste, or an

    opportunity for improvement and writes it down.

    The employee develops an improvement idea and

    discusses it with his or her supervisor.

    The supervisor reviews the idea within 24 hours andencourages immediate action.

    The employee implements the idea. If a largerimprovement idea is approved, the employee shouldtake leadership to implement the idea.

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    Kaizen : Key principles

    The first is a heavy reliance on teamwork, in which everyone'sopinion is valued and considered.

    Workers also have strong personal discipline, and morale infactories must improve under kaizen.

    Workers should also be confident about offering suggestionsfor improvement, even when a system appears to be functioningadequately

    Kaizen recognizes that there is always room for improvement

    Finally, the system uses quality circles, worker groups whomeet and work together to solve problems and come up withinnovative changes.

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    Kaizen : Implementation Concepts

    Kaizen encompasses many of the components ofJapanese businesses that have been seen as a part oftheir success.

    Some of these concepts inspired by Kaizen are:

    5 S

    The Deming or Shewhart Cycle (PDCA)

    Quality circles

    Kanban

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    Key Benefits of Kaizen

    Widely applicable Can be used in both manufacturing andnon-manufacturing environments

    Highly effective & results oriented - Kaizen events willgenerate quick results, Measurable results, Establish the

    baseline, and measure the change

    Higher operational efficiency

    Reduces wastage, like inventory waste, time waste,workers motion

    Improves space utilization and product quality

    A Learning Experience Every member of a Kaizen Team willwalk away from the event learning something new.

    Encourages big picture thinking

    Results in higher employee morale and job satisfaction,and lower turn-over.

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    Ten basic tips for Kaizen Discard conventional fixed ideas

    Think of how to do it

    Do not make excuses

    Do not seek perfection , do it right away even if50% target is achieved

    Do not spend for Kaizen

    Wisdom is brought out by hardship

    Ask why find root causes

    If a mistake is made correct right away

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    Seek wisdom from group rather than one

    Kaizen ideas are infinite

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    How Kaizen can be useful toorganizations to improve their operationalefficiency and competitive advantages???

    Kaizen strategy begins and ends with people.With Kaizen, an involved leadership guidespeople continuously to improve their abilities to

    meet

    High quality expectations,

    low cost

    on-time delivery.The two most important elements of Kaizen are

    improvement/change for the better andongoing/continuity.

    Kaizens concept was based on the belief that a

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    Low cost To reduce the material costs involved in the

    production cost councils were set up

    Kaizen was used to reduce standard time andreferential cost further to increase productivity.

    Under Kaizen costing, costs were controlledthrough a division of responsibilities amongstgroup leaders, chief leaders and engineers. Thegroup leaders were in charge of reducing the time

    taken by the workers by improving their operatingprocess

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    Reduce labor costs by fixing an amount to bereduced by following Kaizen activities

    labor costs at Toyota was that it was calculatedon the basis of production efficiency.

    Production efficiency= (Standard Time) x(Production Volume)/Real Working Hours ofWorking Group

    Only defect-free products were considered in theproduction volume

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    Improved quality workers had to maintain the quality of products to

    increase production efficiency.

    Each team member was a quality inspector andany time during the production process, whoever

    spotted a problem could stop production

    The two most significant benefits of theseinitiatives were undoubtedly enhanced quality andefficiency

    In the production line, the team members treatedthe next person on the production line as acustomer and so did not pass a defective part to

    that person

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    Reduced time The chief leaders were engaged in reducing the

    standard time of their working unit by means ofprocess improvements for reducing the workers intheir unit called Shojinka.

    Try Teams

    New product development time reduced

    i t J tif thi t t t b

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    improvement. Justify this statement by

    explaining the role played by Kaizen in Toyotas

    success.

    Toyotas DNA is Kaizen.

    At Toyota, Kaizen means everyday improvement ingemba or the shop floor.

    Management works continuously towards revisingthe current standards, once they have beenmastered, and establishing higher ones.

    Kaizen signifies small improvements as a result of

    coordinated continuous efforts by all employees.

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    f

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    Toyota employed Kaizen costing for cost reduction, whichaccording to analysts was imposed on the workforce, leading to thelabor crisis. Do you agree with the above statement? What stepsshould an organization take to avoid such problems in adopting

    practices such as Kaizen?

    Toyota management set a target cost for eachpart and standard time for their production andshop floors through Kaizen to meet the time and

    cost targets

    Forming try teams by skilled labor and settingtargets on others taking those teams as a bench

    mark. labor costs at Toyota was that it was calculated

    on the basis of production efficiency

    Ideas on methods for improvement have to be

    taken from the workers who work in the real time

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    Company must go with bottom up approach whileimplementing such programs of continuousimprovement because workers are the mainassets in such practices

    The teams are to be formed based on the workand the standard time should be set taking intoconsideration their average worker skill sets

    The workers should have been given freedom to

    set their standards of productivity and time

    External environment conditions should havebeen considered.

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    solution Division of work(work specialization)

    Dynamic groups.

    Strong and well informed leaders.

    Clear work plans

    Well defined standards.

    Pre set achievable targets

    Labor grievances cell.

    Continues human resource audit.

    Minimum guaranteed pay.

    Perquisites. Inter functional teams.

    Adequate workers representation in management.

    Work culture and environment.

    KAIZEN REPORT

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    KAIZEN REPORTSubject :

    DIVISION SUBMITTED BY : SIGN KAIZEN

    DEPT. CHECKED BY APPR. DATE

    SKETCH AND DESCRIPTION DESCRIPTION OF SUBJECT

    Before Improvement

    FOCAL POINTS

    After Improvement

    SPECIAL EFFORTS

    IMPROVEMENT EFFECT (BENEFITS)

    QUALITY CHECK POINTS

    EFFECTIVE FROM : (DATE) MONTH YEAR

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