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kaizen for productivity improvement .ppt
- 1. Most Abeda Sultana SeniorResearch Officer National Productivity Organisation Ministry of Industries
- 2. CONTENT: What is aKaizen? The Origin of Kaizen Benefits of KAIZEN Impact of Kaizen Why Kaizen? Different level of “KAIZEN”
- 3. The Kaizen philosophyassumes that our way of life- be it our working life, our social life, or our home life deserves to be constantly improved. Maasaki Imai
- 4. Masaaki Imai- known asthe developer of kaizen “Kaizen strategy is the single most important concept in japanese management –the key to Japanese competitive success . Kaizen means “ongoing” improvement involving everyone-Top management , managers and workers”. “If you learn only one word of Japanese, make it KAIZEN.”
- 5. KAIZEN=Change for thebetter What is Kaizen? ZEN Think , make good, make better KAI To modify, to change
- 6. WHAT IS KAIZEN? "KAIZEN™ means improvement. Moreover, it means continuing improvement in personal life, home life, social life, and working life. When applied to the workplace KAIZEN™ means continuing improvement involving everyone – managers and workers alike." - Masaaki Imai It is a Japanese business philosophy regarding the processes that continuously improve operations and involve all employees. Kaizen sees improvement in productivity as a gradual and methodical process. The concept of kaizen encompasses a wide range of ideas. It involves making the work environment more efficient and effective by creating a team atmosphere, improving everyday procedures, ensuring employee satisfaction, and making a job more fulfilling, less tiring and safer.
- 7. The Origin ofKaizen The foundation of Kaizen was laid in Japan after the Second World War, when the country was attempting to rebuild infrastructure and rethink many systems. Several American experts on workplace improvement including W. Edwards Deming and Joseph Juran came to Japan to lecture and teach. Using information from these individuals regarding the TWI (Training Within Industry) programs, the concept of Kaizen began to be formed and it look off in the 1950s.
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- 9. Kaizen in Toyota Afterworld War ii, Toiichi Ohno was charged with setting up machine shops for Toyota. He studied the ford production systems. He analyzed the various productive measures and discrepancies in the system. Based on the analysis, he outlined several production strategies for Toyota. These production strategies later became benchmarks for production practices across the world. Toyota thus became one of the first companies in the world practices Kaizen. Analysis however feel that kaizen kept ITS. JIT, Kanban and other practices working smoothly as on interlinked strategic operational plan.
- 10. WHY TOYOTA USESKAIZEN TECHNIQUES? To remain competitive. To Improve customer service and make him happy. To work smarter ,not harder. To Improve Productivity and Quality. To become World class.
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- 12. Work becomebetter (Better Quality). Work become easier (Increase Quantity). Work become faster (On time Delivery). Work become cheaper (Reduce Cost). Benefits of KAIZEN:
- 13. BENEFITS OF KAIZEN: widely applicable – can be used in both manufacturing and non-manufacturing environments. Highly effective & results oriented – kaizen events will generate 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 will walk away from the event learning something new. -Encourages big picture thinking -Results in higher employee morale and job satisfaction, and lower turn-over.
- 14. PIT FALLS INKAIZEN: Resistance to change. Lack of proper procedure to implement. Too much suggestion may lead to confusion and time wastage Difficult to implement in large scale process where analyzing requires a lot of time.
- 15. • Patience • Persistance •Overall involvement • Monitoring – A group of people in each function who manage the target setting, planning, people’s management… What does Kaizen need?
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- 20. Value added andNon value added activities
- 21. SOME EXAMPLE OFNVA ACTIVITIES
- 22. KAIZEN REDUCES NONVALUE ADDED ACTIVITIES Value Add Non Value Add KAIZEN KAIZEN KAIZEN-2 KAIZEN KAIZEN-1 KAIZEN-3 Before KAIZEN After KAIZEN
- 23. Typical results ofKaizen have been: Typical results of Kaizen have been: 50~70% reduction in processing time 50~70% reduction in processing time 20~40% increase in efficiency 20~40% increase in efficiency 20~40% savings in costs 20~40% savings in costs 40%-60% reduction in errors 40%-60% reduction in errors 50% release of space 50% release of space Significant improvement in morale Significant improvement in morale Empowering of human resource Empowering of human resource Discovery of new capabilities Discovery of new capabilities Impact of Kaizen Impact of Kaizen
- 24. Finding outthe pain area. Analyses the pain. 3Ms considered with 4Ms. -3Ms- Mura, Muri and Muda -4Ms- Man, Machine, Material and Method. METHODOLOGY:
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- 27. PROBLEM SOLVING: ROOTCAUSE ANALYSIS
- 28. WHAT IS “PROBLEM”? Difference/Gapbetween “Desired status” and “Actual /current situation” is “problem(s)” Desired/Ideal status e.g. This house was supposed to built in 6 months Actual situation e.g. 6 months passed but not yet completed Gap(s) Problem(s)
- 29. WHAT IS “PROBLEM”? “Fillingthe gap (solving problem)” KAIZEN Desired/Ideal status best practices, professional standards or expected goal in service provision Actual situation Clarifying ideal situation can help you to identify problems in your working place
- 30. Problem solving: Proposesolutions
- 33. Problem solving: teamwork •Responsible parties / stakeholders
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- 35. Success Factors ForKAIZEN: Success Factors For KAIZEN: Top management Commitment. Autonomy for middle management. Clear targets. Evaluation and rewards. Training. Feedback and monitoring.
- 38. 5 S INOFFICE 11/2/2015 Before After
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- 40. 5 S INFACTORY
- 42. Importance of Procedureand standard • A process without procedure, you may get: • A process with procedure, the result will be: • If you have standard, you will get:
- 43. DIFFERENT LEVEL OF“KAIZEN” Large KAIZEN ) Small KAIZEN Target Large problem, Medium problem Small problem Period of implementation Need certain time (one KAIZEN cycle is maximum 6 months) Short time (Few minutes – less than one month) Process of implementation 1) Identify problems 2) Collect baseline data 3) Identify causes 4) Come up with possible measures 5) Implement measures… etc. 1) Identify problems 2) Come up with the solutions 3) Implement Persons in charge All section staff All section staff Type of record Records according to QC story Good practice sheet, Small KAIZEN sheet
- 44. Differences between largeand small problems “Large problem” is composed of several “contributing factors” Small problem is simple composition. Not complicated Contributing factor 4 Contributing factor 2 Contributing factor 3 Contributing factor 1 Large problem Small problem Small KAIZEN KAIZEN Process (QC story)
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- 46. SMALL KAIZEN • Quickand easy KAIZEN • Small KAIZEN helps to – eliminate or reduces waste – promotes personal growth of employees and the organization – serves as a barometer of leadership • Implementing workers’ ideas as small changes can be done by the worker him/herself with very little investment of time
- 47. PROCESS OF SMALLKAIZEN Find problems, wastes or opportunities for improvement Record activities and share with other staff Discuss the ideas with supervisor Come up with ideas for improvement Implement the ideas/solutions • The idea is very easily implemented without any agreement. • Immediately solved issues Agreement Realization etc. • Small KAIZEN sheet • KAIZEN suggestion board. Quickly improved!!
- 48. KAIZEN suggestions To Do DoingDone KAIZEN SUGGESTION BOARD 15
- 49. HOW TO USEKAIZEN SUGGESTION BOARD • Write your idea on small paper and stick it when you come up with ideas for improvement • Move the paper to “TO DO” when supervisor are discussing • Move the paper to “Doing” when you are practicing the ideas after agreement from the supervisor • Move the paper to “Done” when you complete the ideas
- 50. 18 Example of SmallKAIZEN Small KAIZEN was done by gardeners by recycling discarded clean infusion set for water supply for plants.
- 51. EXAMPLE OF KEEPINGSMALL KAIZEN 19
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- 53. KAIZEN PROCESS • Basicprocedure for solving problems scientifically, rationally, efficiently and effectively – remove barriers – reduce wastes • One cycle of KAIZEN activities takes maximum 6 months • Composed by seven (7) steps
- 54. Step 1: Selectionof KAIZEN Theme Solving problems at working place, and improve situation and condition Step 2: Situation analysis Step 3 Root cause analysis Step 4: Identification of countermeasure Step 5: Implementation of the identified countermeasures Step 6: Check effectiveness of the countermeasures Step 7: Standardization of effective countermeasures KAIZEN PROCESS
- 55. Pla n D o Check Act Step 5: Implement countermeasures Step6: Check effectiveness PDCA CYCLE AND “KAIZEN” Step 2: Situation analysis Step 3: Root cause analysis Step 4: Identification of countermeasures Step 1: KAIZEN theme selection Step 7: Standardization Important is “continuous improvement“ Do not stop here after ACT.
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