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WORKSHOPON
KAIZEN
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CONCEPT OF 3 “MU”S
3 “MU”s
MURI – STRAIN
MURA – INCONSISTENCYMUDA - WASTE
THE WORD STRAIN, INCONSISTENCY AND WASTE ARE EXPRESSIONS OF
PROBLEMS
. MURI : - EXCESSIVE EFFORT, EXERTION OR TENSION
- EXCESSIVE DEMAND ON ONE’S EMOTIONS
2. MURA : A. NOT EQUAL – IN SIZE, STRENGTH, ABILITY, VALUE, RANK,
NUMBER, AMOUNT ETC.
B. NOT- EVEN, REGULAR, UNIFORM.
3. MUDA : ACTIVITY WHICH DOES NOT ADD VALUE TO THE JOB.NECESSARY UNNECESSARY UNAVOIDABLE
NON VALUE ADDED (N VA) AVOIDABLE
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VALUE ADDED (VA)
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AREAS FOR KAIZEN
PREVENTING
DEFFECTRECURRENCE
QUALITY
CUSTOMER
SERVICE
TRUST
MAINTENANCEENERGY
CONSERVATION
PRODUCTIVITY
INCONSISTENCY
WASTE
INADEQUACY
SAFETY
COST
PRESENT
CONDITIONS
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5S Improvement Strategy
Improve Quality
Reduce Cost
Safety
World Class Performance
Customer Experience
• Reason to begin with 5S
• It can be done today• Everyone can participate
• Waste is made visible
• Has a wide area of impact
- Improves set up times
- Improves quality
- Improves safety
- Improves morale
- Improves productivity
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5S Improvement Steps
Meaning
Seiri Sorting Out
Seiton Systematic Arrangement
Seiso Spic and Span
Seiketsu Standardizing
Shitsuke Self-discipline
Sorting, keep the necessary in work area,
dispose or keep in a distant storage area less
frequently used items
Systematic arrangement for the most
efficient and effective retrieval
Cleaning with a daily follow up in order to
sustain the improvement
Standardizing. Set as a standard so to keepthese good practice work area
Setting up a formal system; with display of
results, follow-up, the now complete 5S get
insured to live, and be expanded beyond their
initial limits
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Facilitates worker autonomy.
Serves to eliminate waste.
Promotes prevention.
Fosters continuous improvement.
Allows for quick recovery.
Leads information sharing.
Exposes abnormalities.
Getting visual:
Attributes of a desirable business.
Attributes of a desirable business.
Benefits Of A Visual Process Control
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WHAT IS KAIZEN
KAIZEN IS BASICALLY SMALL
SMALL IMPROVEMENTS CARRIEDOUT BY THE PERSON WHO IS DOING
THE JOB IN HIS/HER DAY TO DAY
WORK
3
Pro
ductiv
ityProfits
Quality
Time
1
2
INNOVATION + KAIZEN MAINTENANCE
INNOVATIO
N
ALONE
INNOVATION
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KAIZEN VS INNOVATION
KAIZEN : GRADUALIST APPROACH
INNOVATION : GREAT LEAP APPROACH
KAIZEN INNOVATION
JAPAN STRONG WEAK
WEST WEAK STRONG
INNOVATION : Produces major changes by means of technological
process, introduction of new management concepts or
production techniques. Innovation is dramatic and
produces spectacular improvements.
KAIZEN : Is generally subtle and undramatic results are not
immediately visible. Process is achieved through
continuous improvements by the involvement of all. It
does not need any State-Of-The-Art technology nor
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WHAT IS KAIZEN
4
Work /Improveme-
nt Done Out
Of Routine
Tasks
3
In Other’sAreas
In Own
Area
2
Normal (Expected) Work
done now that could not
be done earlier due to lack
of time or otherwise
1
Routine done by a
different method resulting
in benefits
Out of
Routine
Routine
Responsibility
RoutineDone
Regularly
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WHAT IS KAIZEN
EXAMPLES
1.
NEW WAY OF STORING THAT SAVES SEARCHING TIME USE OF TECHNOLOGY TO SAVE TIME AND REDUCE FATIGUE
REARRANGE WORK ORDER & SCHEDULE
2.
DAILY FILING OF PAPERS
DISPOSAL OF OLD FILES LEARN NEW PC/TECHNOLOGY TOOLS
3.
DISPATCH CLERK PRORITIZING DELIVERIES (FIFO)
IT INVENTING A METHOD TO EXTRACT MULTIPLE REPORTSAT A TIME.
4.
EMPLOYEE SUGGESTING METHOD TO ELIMINATEBREAKAGES/REJECTION.
IDEA ABOUT HOW TO SAVE ENERGY COST INCOMPANY/TURNING GREEN.
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WHY KAIZEN
1) TO REMAIN COMPETITIVE WE NEED TO CHANGE FORBETTER & HENCE KAIZEN
2) IF WE DO NOT MOVE FORWARD. WE WILL MOVEBACKWARD.
3) WE MAY BECOME WORSE IF WE DO NOT USE OUR ABILITYTO THINK.
4) NOTHING WILL GIVE MORE SATISFACTION, MOTIVATION
THAN SEEING OUR IDEAS IMPLEMENTED.5) TO MAKE OUR JOB EASIER, SAFER, SIMPLER.
6) TO IMPROVE OUR CUSTOMER SERVICE & MAKE OURCUSTOMER HAPPIER.
7) TO WORK SMARTER AND NOT HARDER.
8) TO IMPROVE PRODUCTIVITY & QUALITY.
9) TO ACHIEVE ORGANIZATION GROWTH.
10) TO BECOME WORLD CLASS ( VISION & MISSION ).
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IMPROVEMENT STRATEGY
THE 4 M’s
MATERIALS
MACHINES
MANPOWER
METHODS
THE 3 MORTA
MANUFACTURING SINS
MURI (OVER STRIN)
MURA ( UNEVENNESS)
MUDA (WASTE)
ELIMINATE JOB (OPERATION)
WITH EASE
BETTER
FASTER
CHEAPERSAFER
TYPE OF
WASTE
A.
B.
C.
D.
E.F.
G.
H
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EXERCISE:-
WRITE DOWN ATLEAST TWO EXAMPLES EACH OF 3 MU’S (MURI, MURA & MUDA) IN 4 MS ( MAN, MACHINE, MATERIAL &METHOD)
1)MAN MURI A)____________________________________________________________ B)____________________________________________________________
MURA A)____________________________________________________________
B)____________________________________________________________
MUDA A)____________________________________________________________
B)____________________________________________________________
2)MACHINE MURI A)____________________________________________________________
B)____________________________________________________________
MURA A)____________________________________________________________ B)____________________________________________________________
MUDA A)____________________________________________________________
B)____________________________________________________________
3)MATERIAL MURI A)____________________________________________________________
B)____________________________________________________________
MURA A)____________________________________________________________
B)____________________________________________________________
MUDA A)____________________________________________________________
B)____________________________________________________________
4)METHOD MURI A)____________________________________________________________
B)____________________________________________________________
MURA A)____________________________________________________________
B)____________________________________________________________
MUDA A)____________________________________________________________
B)____________________________________________________________
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WHEN TO DO KAIZEN
When to do Kaizen:WHENEVER THERE IS
1. PAIN AREA FOR INDIVIDUAL2. PAIN AREA FOR ORGANIZATION
3. DISSATISFACTION OVER WORKINGMETHOD
Who Should Do Kaizen
KAIZEN IS TO BE DONE BY EVERY ONE,RIGHT ACROSS THE ORGANIZATION ASEVERY ONE IS CONTRIBUTING TO THEORGANIZATION OUTPUT
Where To Do KaizenKAIZEN CAN BE DONE IN
1. ONE’S OWN WORK AREAa) ROUTINE
b) NON ROUTINE
1. COMMON RELEVANT AREAa) WITH YOUR DEPT PEERS
b) WITH OTHER DEPT
1. OTHER’S WORK AREAa) CANTEEN
b) RECEPTION
1. ONE’S OWN PERSONAL AREAa) HOUSE
How To Do KaizenUSE OF 5W 1H
SCARE
VALUE ADDED
NON VALUE ADDED
PDCA
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5W 1H METHOD
WHAT
WHERE
WHO
WHEN
WHY
HOW
WHAT IS WRONG ?
WHAT IS CAUSING PROBLEM?
WHERE IS THE PROBLEM ?
AREA, LOCATION ETC.
WHO DOES IT?
WHO IS RESPONSIBLE FOR THIS?
WHEN DOES IT HAPPEN?
WHY DOES IT HAPPEN?
WHY DO WE DO IT THIS WAY?
HOW ELSE COULD IT BE DONE?
HOW TO IMPROVE THE SITUATION?
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VA / NVA ANALYSIS
1. DRAW PROCESS FLOW CHART
2. IDENTIFY WHETHER VALUEADDED
3. ANALYSE REASONS FOR THE
NVA ACTIVITIES4. ELIMINATE NVA ACTIVITIES
5. NEW METHOD OF WORKING
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ASK WHY 5 TIMES
1. WHY IS PRODUCTION LOW?
MACHINE BROKE DOWN!
1. WHY DID THE MACHINE BREAK DOWN?COOLANT MOTOR BURNT!
1. WHY DID THE COOLANT MOTOR BURN?OVERLOAD!
1. WHY OVERLOAD?DIFFICULTY IN PUMPING!
1. WHY DIFFICULTY IN PUMPING?FILTER CLOGGED!
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MORE WAYS FOR IDEA FORMULATION
1. USE IT ANOTHER WAY
2. BORROW AN IDEA FROM SOMETHINGSIMILAR
3. CHANGE IT
4. EXPAND IT5. REDUCE IT
6. USE ALTERNATIVES
7. REPLACE IT
8. REVERSE IT
9. MIX IT
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Kaizen Starting Point
Kaizen's Starting Point: Setting the Right Mindset & Business Environment
•
not a single day should go by without some kind of improvement being made somewhere in the company
• customer-driven strategy for improvement - any management activity should eventually lead to increased
customer satisfaction • quality first, not profit first - an enterprise can prosper only if customers who purchase its products or services are
satisfied • recognition that any corporation has problems and establishing a corporate culture where everyone can freely
admit these problems and suggest improvement
• problem solving is seen as cross-functional systemic and collaborative approach • emphasis on process - establishing a way of thinking oriented at improving processes, and a management
system that supports and acknowledges people's process-oriented efforts for improvement The Key Kaizen Practices
Mindset & Culture • customer orientation • quality control (QC) circles • suggestion system • discipline in the workplace • small-group activities • cooperative labor-management relations •
total quality control (TQC) • quality improvement
Production Process • automation & robotics • autonomation • zero defects • total productive maintenance (TPM) • Kanban
• just-in-time (JIT) • productivity improvement • new product development
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Kaizen Evaluation Parameters
Kaizen Evaluation Parameters
Evaluation Parameters Pl enclose / support with therelevant document / dataand testimonial
1Improvement resulted into reduction of
(a) Strain
(b) Inconsistency
(c) Waste
2How did Kaizen result in achieve ing the following initiatives
(a) Financial Saving
(b) Quality Improvement
(c) Producitivity Improvement
(d) Growth
(e) Customer Satisfaction
(f) Emplyee satisfaction
(g)Preventing defect reccurance
(h) Improving the safety standard
(i) Energy conservation
(j) Others( specify )
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