POM

GEMBA KAIZEN

ASHISH GAUTAMFLAVIA DEEPIKA TELLISS.K.PRAMOD

INTRODUCTION

• Gemba = workplace• Kaizen = continuous improvement• Kaizen is the heart of Lean Manufacturing• It is a system that involves all employees from

strategic management to labourers to bring a little change by improving productivity, effectiveness and reducing waste.

• Masaaki Imai is known as the developer for Kaizen

• KAIZEN is a culture of sustained continuous improvement focusing on eliminating waste in all systems and processes of an organization. It begins and ends with people.

• The 5 main elements of kaizen:TeamworkPersonal Discipline Improved MoraleQuality Circle Suggestions for Improvement

• The three ground rules for practicing kaizen at Gemba are:HouseKeepingMuda EliminationStandardization

• The two approaches to problem solving are:InnovationCommon sense tools

TYPES OF MUDA

1. MUDA of over-production2. MUDA of motion3. MUDA of waiting4. MUDA of Inventory5. MUDA of processing6. MUDA of transportation7. MUDA of production rejects

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TOYOTA PLANT VISIT (BIDADI Industrial Area)

• Toyota was the first Japanese Company to implement Kaizen at Gemba

• The Toyota Way consists of two principles:Continuous ImprovementRespect for People

• Kaizen to them is the elimination of three basic things like:Muri (Overburden on employees)Mura(Unevenness in production)Muda (Waste)

Ref: GOPINATH RAO ( HR Head) and SUHASRAM C (Senior Officer L&D HR Dept)

TOYOTA PLANTBIDADI INDUSTRIAL AREA

TOYOTA PLANT VISIT (BIDADI Industrial Area)

• According to Mr. Suhasram, the Toyota production system involves certain principles apart from production process like:ChallengeGenchi GenbutsuKaizenRespectTeamworkJob = Work(sales) + Kaizen(respect)

TOYOTA PLANT VISIT (BIDADI Industrial Area)

• He told us that Toyota is all about teamwork where values are demonstrated through TPS

• The kaizen is all about respecting people

• The Toyota Way is a set of principles and behaviors that underlie the Toyota Motor Corporation's managerial approach and production system.

The cycle of kaizen activity can be defined as:• Standardize an operation• Measure the standardized operation • Gauge measurements against requirements• Innovate to meet requirements and

increase productivity• Standardize the new, improved operations• Continue cycle

MADURA GARMENTS ( Industrial Visit)

• Madura Fashion & Lifestyle, a division of Aditya Birla Nuvo Ltd, is a leader in branded garment segment.

• It is also a premium lifestyle player in the retail sector.• It's manufacturing division recently became the first

apparel manufacturing unit to win one of India's most prestigious quality excellence award, the Ramakrishna Bajaj National Quality award, instituted jointly by the Indian Merchants Chamber and the house of Bajaj.

• Louis Philippe, Van Heusen, Allen Solly, Peter England and People are its brands.

MADURA GARMENTS ( Kaizen Implementation)

• According to Ms. Ramya Kaizen at Madura is being implemented in following way:Training was first given regarding Kaizen.The measurement scale was built on the machine so

the time to measure using inch tape is avoided.All scrap is properly disposed off and the dustbins are

wheel stands for easy movement.Assembly line is good as all machines are kept in the

sequence and even the iron box is incorporated along.Regular time and motion study is conducted.

Ref: Ms. RAMYA (WCM Department)

MADURA GARMENTS

(CONCLUSION)She even told that: Kaizen at Madura

Garments was started in the year 2008

After its implementation the benefits derived are reduction in Time Cycle from 25 min to 20 min.

Kaizen at Madura is in initial stage and is partially implemented.

PRIMACY INDUSTRY VISIT

• It is one of the largest manufacturer of premium scented candles

• This unique industry is situated at Baikampady Industrial Area Panambur in Mangalore.

• It is 100% export oriented and is just 5 years old which is established on 15th April 2005.

• Its state-of-art production facilities include 150,000 sq. ft p production area6 simultaneous production lines1,800 metric tons produced per month or 200,000 –

300,000 candles daily.24*7 production schedule across 3 shifts

PRIMACY INDUSTRY VISIT

• Primacy follows 5 S policies and Kaizen in their industry.

• When contacted with Mr. Dattatreya the HR of Primacy Industries Ltd he shared the following information with us Kaizen in Primacy was implemented in

the year 2006. When asked the after effects of Kaizen

he said- “We have gained a lot in terms of cleanliness, improvement in systems, process to monitor kaizen zones, inviting Kaizens from employees and award for best kaizen every month.”

He even told us that all employees are aware of Kaizen and it has benefited them a lot.

Ref: Mr. Dattatreya(HR)[email protected]

LEYLAND TRUCKS(Online Case Study)

• Leyland Trucks manufactures trucks. • This case study shows how Leyland Trucks continually

makes improvements to everything it does based on the Japanese principle of Kaizen.

• It currently has a 15% share of the European market. The current business objective is to increase the market share to 20%.

• achieve this objective has two main elements:continuous improvement increasing production capacity from 18,000 to

25,000 units.

LEYLAND( A culture for Kaizen)

• Leyland’s values support continuous improvement and include training for everyone identifying ways in which people can contribute to

• continuous improvement such as by eliminating errors and waste

• involving everyone from top to bottom in decision-making• empowerment giving responsibility and power to everyone in

the organization• encouraging them to make decisions and to take on

responsibility for continuous• innovation – encouraging everyone to be prepared to think of,

communicate and try out new ideas.• More than 200 ideas for improvement were suggested by

ground-level employees

LEYLAND( conclusion) Multi-million pound

savings resulting from Six Sigma

A rise in on-time delivery to over 95%

10% reduction in mechanical defects per unit

45% reduction in reportable injuries and 10% in minor injuries in the same period

CANON( Online Case Study)

• The objectives of CPS are: to manufacture better quality products at lower cost and

deliver them faster.Reflecting rigorous organization the CPS aims at bringing

about constant improvements in performance and has provided the spring-board for Canon.

• The basic structures of CPS are:Quality Assurance SystemProduction Assurance SystemPersonnel Training System

CANON( 9 Wastes to be eliminated)

• Work-in-process• Quality• Facilities• Expenses• Indirect Labour• Talent• Motion• Product Design• New product run-up

CANON (Conclusion) • They were able to grow their

productivity rate by three percent in only six months.

• Canon made use of matrix management system to reduce waste and encourage the workforce to work at their best level.

• Helps them move from operational improvement to systems improvement

• Helps employees recognize the need for self development

CORUS( Online Case Study)

• The steel manufacturing company Corus focuses on meeting the needs of its worldwide customers and providing innovative solutions.

• It manufactures, processes and distributes steel and aluminium products worldwide.

• Corus is a subsidiary of Tata Steel, part of the giant Indian conglomerate.

• The site consumes 6.5 million tonnes of iron ore and 2 million tonnes of coal each year to produce 4.3 million tonnes of steel products.

CORUS( A need for Kaizen)

• A key challenge is to meet the increasing demands for more steel, at increasing levels of quality and to comply with more demanding delivery requirements.

• A new ‘greenfield site’ steel mill could cost more than £300 million to build.

• CCI therefore needs to make process efficiencies and quality and delivery improvements with its existing manufacturing plant.

CORUS( Benefits of Kaizen)

• Reduced waste through lean production• Improved product quality• Reduced rework time• Faster response times, giving more customers their orders

on time• Becoming more competitive by driving down costs• Retaining/gaining customers through innovative products

and services.• This way of working encourages all employees to

behave as team members to identify and support work improvement opportunities.

MARUTI SUZUKI( Online Case Study)

• Maruti Suzuki India Ltd., formerly known as Maruti Udyog, is the one of the oldest car manufacturers in India. The company has written 28 years old history in the rich Indian heritage

• In its bid to meet limited capacity challenges at its existing plants, Maruti Suzuki has said that it will be adopting 'Kaizen' methodologies in its production processes that would help it to rationalize its assembly lines.

MARUTI SUZUKI( Reasons for adoption)

• Capacity constraints in Gurgaon and Manesar plants• Changing demands of customers• Retaining its market share• The steps taken are:

to roll out brand centers across key metros in the country that will enable it to enhance its brand salience.

to enhance its export base by entering into the markets in the Middle East, South America, West Asia and Australia.

MARUTI SUZUKI (Conclusion)

• It has acquired a 30% growth in sales of cars

• The sales of cars went up from 55,000 to 72,000

OTHER INDUSTRIES IMPLEMENTING

KAIZEN• PANASONIC• MILTON• INDIAN OIL CORPORATION• NABEYA• FEATHERLITE