KAIZEN:

Kaizen is small improvements and a change for better.It must be accompanied by change of
method. The Kaizen concept stimulates productivity improvement as an ongoing process in any
company.It is a practice oriented strategy which leads to creation of culture of improvement It is
more a way of life or at least a cultural approach to quality improvement. The implementation of
philosophy of Kaizen can be achieved through involvement of employees to effect
improvements.

Kaizen –A Necessity for the Industry

Kaizens can be implemented in the industry by improving every aspect of business process in a
step by step approach, while gradually developing employee skills through training and
increased involvement. The principle are:

 human resources are the most important company asset

 process must evolve by gradual improvement rather than radical changes
 improvement must be based on evaluation of process performance

By practicing Kaizen culture, managers demonstrate commitment to quality. Also, the workers
with adequate support from managers become a major source of improvement

Kaizen system is simple,but its implication are far reaching. These can be in the area of
Productivity, Quality, Cost, Delivery, Safety & Morale of Employees

ie; PQCDSM.

 Q would mean more accurate

 C would mean cheaper, lesser value
 D would mean lesser cycle time or lead time, faster and more quantity.
 S would mean safer,easier & comfortable working.
 P is a derivative or a combination of any of the above QCDSM. However,there could be
Kaizen, which is implemented primarily to improve productivity. Such a productivity
improvement kaizen may also indirectly effect cost and/or quality and/or safety etc..
Hence, the categorisation of a kaizen should be done based on what it was originally
intended for and not based on what all could be the eventual spin-off or side benefits

Kaizen would always involve a change in the method of doing. It could be esign change,
procedure change etc

Kaizen vs Large Improvements

A kaizen is a small improvement without much data analysis.A problem solved through the
method of using six sigma techniques would not qualify as a kaizen for the purpose of
compilation .Hence a kaizen done through “dataless”improvements would qualify as a kaizen.

Types of Kaizens :
Primarily two types of kaizens

 Idea Kaizens - These Kaizens have no why-why analysis. If any why-why analysis is
done normally it would always reach the same conclusion that “no one thought of it
before”. These Kaizens have been done due to an idea created.
 Corrective Action Kaizens - These Kaizens are done to correct a problem and would have
a proper why-why analysis.

Originality, impact of kaizen & quality of analysis varies in both case as under :-

  Corrective Action Kaizen Idea Kaizen

Originality Not Necessary High & Must
Impact High &Must -do-
Quality Analysis -do- Not Required

Heads and Hands

Any kaizen involving usages of different technologies would not qualify because the person has
not used his/her innovativeness/creativity in doing this kaizen but used an already existing
technology to replace the “doing” method. This may have resulted in benefits but does not
qualify for this compilation, as the doer has not used his” hands and head”.

Pre-requisites of a Kaizen for compilation

To summarise on the qualification method of wheather a kaizen is fit for compilation, would
require the same to go through the following pre-requisites:-

 Kaizens should be a change for the better with a change in method.

 The Kaizens should be a data-less improvement.
 The Kaizen must be done by persons at the operator/supervisor level. Could be proposed
by seniors also.
 The Kaizen must follow the “head and Hands” principle.” Hands and/or head”
 The Kaizens must be classified as an “Idea” or “Corrective” Kaizen.
 Kaizens must not only be from the shopfloor but also from the office area,
 Scrapyard, stores, etc.

Why this site?

 Indian manufacturing industries in their own way have been regularly and constantly
striving towards improvement (kaizens) whether it is in the process or product in the
machine or design in saving time or cost, in reducing inventory or wastage.
 In the area of manufacturing there has been a tremendous contribution from the Indian
industry thus generating plethora of Kaizens over the period of time.
  In the spirit of ‘sharing & learning’, CII proposes to collects and compile one lakh
kaizens with a view to make this learning available to the rest of the Industry. CII aims to
create a website on these kaizens as a service to the Industry at large.
 Through these kaizens are primarily from this manufacturing industry it is also purposed
to extend the same to various other sectors like education, government service and so on.

Kaizen Principals:

Ten Kaizen Principals,

1. Get rid of all old assumptions.

2. Don't look for excuses, look for ways to make things happen.
3. Say "NO" to the status quo.
4. Don't worry about being perfect - even if you only get it half right " start NOW!
5. It does not cost money to do KAIZEN.
6. If something is wrong "Fix it NOW.
7. Good ideas flow when the going gets tough.
8. Ask "WHY" five times - get to the root cause.
9. Look for wisdom from Ten people rather than one.
10. Never stop doing KAIZEN.

What is 5s and why we do it?

5S represents 5 disciplines for maintaining a visual workplace. These are

foundational to Kaizen and a manufacturing strategy based "Lean Manufacturing"
concepts. 5S is the starting point for improvement activities that ensure our
company’s survival.

The 5 disciplines are:

1.  SORT - Remove all items from the workplace that are not needed for current
operations. Leave only the bare essentials.

 Targets excess inventory, obsolete items, quality defects, unneeded tools/equipment

 Will use red tags, local and central red tag holding areas; Account for discarded
items
 Take before and after pictures

2.  SET IN ORDER – Arrange needed items so that they are easy to find, use and
put away.

 Consider motion economy

 Use painting, outlining and signboard strategies, Visual 5S
 3.  SHINE – Sweeping, wiping-off equipment, painting and assuring everything
stays clean.

 Create 5S schedules for painting

 Must create cleaning inspection checklists
 Create current and future shine targets

4.  STANDARDIZE – Method to maintain the first 3 disciplines (sort, set-in-order,

shine)

 Prevention steps for clutter-suspension, incorporation, elimination

 Integrate 3S duties into regular work with 5S job cycle charts, 5 minute 5S, visual
5S activities

5.  SUSTAIN – A top-down support of the ongoing 5S process.

 Must create the conditions to support 5S

 Allocate time
 Create awareness
 Provide a structure
 Show support
 Offer rewards and recognition
 Encourage training/participation

What is 5S?
5S, abbreviated from the Japanese words Seiri, Seiton, Seison, Seiketsu, and Shitsuke, are
simple but effective methods to organize the workplace.

The 5S, translated into English are: housekeeping, workplace organization, cleanup, keep
cleanliness, and discipline. They can be defined as follows:

 Housekeeping. Separate needed items from unneeded items. Keep only what is
immediately necessary item on the shop floor.
 Workplace Organization. Organize the workplace so that needed items can be easily
and quickly accessed. A place for everything and everything in its place.
 Cleanup. Sweeping, washing, and cleaning everything around working area
immediately.
 Cleanliness. Keep everything clean for a constant state of readiness.
 Discipline. Everyone understands, obeys, and practices the rules when in the plant.

Potential Benefits of 5S
 Implementing 5S methods in the plant would help the company to reduce waste
hidden in the plant, improve the levels of quality and safety, reduce the lead
time and cost, and thus, increase company's profit.

The potential benefits of 5S can be summarized by five English S or PQCDS:

Five English S:

 Sales - Increase sales (market share).

 Savings - Save costs.
 Safety - Provide a safety working environment.
 Standardization - Standardize the operating procedure.
 Satisfaction - Employees and customers satisfaction.

PQCDS:

 P - Increase productivity.
 Q - Improve product quality.
 C - Reduce manufacturing costs.
 D - Ensure on-time delivery.
 S - Provide a safety working environment.

Implementation Procedure of 5S
Depending on company's situation, the 5S can be implemented in different manners. However,
many companies felt that the following PDCA procedure is quite effective:

1. Organize the program committee. (PLAN)

2. Develop a plan for each S. (PLAN)
3. Publicly announcement the start of the program. (DO)
4. Provide training and education to employees. (DO)
5. Select a day and everybody cleanups his/her own working area. (DO)
6. Select a day and everybody organizes his/her own workplace.(DO)
7. Evaluate the results of 5S. (CHECK)
8. Self-Examination and Take corrected actions. (ACTION)

Guidelines for Practicing Seiri

 Separate needed items from unneeded items.
 Remove unneeded items from working areas:
o Items never used: discard.
o Item not needed now: store them.
 Remove all excess items from working areas, including workpieces, supplies, personal
items, tools, instruments, and equipment).
 Use red tag to get rid of unneeded items.
  Store items needed by most people in a common storage area.
 Assign a person to organize and manage the common storage area.
 Store items only needed by each individual in his/her own working area.
 Organize working / storage area.

Guidelines for Practicing Seiton

Objectives:

 Needed items can be easily found, stored and retrieved.

 First-in first-out (FIFO).
 Save space and time.

Guidelines:

 A place for everything and everything in its place.

 Place tools and instructional manual close to the point of use.
 Design the storage areas such that the entrance is wider and the depth is shallower.
 Layout the storage area along the wall to save space.
 Place items such that they are facing toward passage for easily access.
 Store similar items together. Different items in separate rows.
 Don't stack items together. Use rack or shelf if possible.
 Use small bins to organize small items.
 Use color for quickly identifying items.
 Clearly label each item and its storage areas (lead to visibility).
 Use see-through cover or door for visibility.
 Use special designed cart to organize tools, jigs, measuring devices, etc., that are needed for
each particular machine.

Guidelines for Practicing Seiso

Objectives:

 Cleanliness ensures a more comfortable and safe working place.

 Cleanliness will lead to visibility so as to reduce search time.
 Cleanliness ensures a higher quality of work and products.

Guidelines:

 Use dust collecting covers or devices to prevent possible dirt or reduce the amount of dirt.
 Investigating the causes of dirtiness and implement a plan to eliminate the sources of dirt.
 Cover around cords, legs of machines and tables such that dirt can be easily and quickly
removed.
 Operators clean their own equipment and working area and perform basic preventive
maintenance.
  Keep everything clean for a constant state of readiness.

Guidelines for Practicing Seiketsu

 Use dust collecting covers or devices to prevent possible dirt or reduce the amount of dirt.
 Investigating the causes of dirtiness and implement a plan to eliminate the sources of dirt.
 Cover around objects to prevent from dust.
 Keep everything clean for a constant state of readiness.