Kaizen Foundations

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KAIZEN™
FOUNDATIONS
FICOSOTA
KAIZEN™ Meaning: Our Mission
+ =
KAI ZEN KAIZEN™
CHANGE BETTER CONTINUOUS

IMPROVEMENT
Everybody!
Everyday!
Everywhere!
© Kaizen Institute 2
KAIZEN™ Introduction
Resistance to Change
KAIZEN™ Principles
7 Muda Models
Typical Reactions
“Another
"In the change that
beginning we won’t work!"
“It’s not my
worried, but responsibility"
"That
now…"
wouldn’t
change a
thing"
“Here, this
"We always
is not
worked well"
possible"
"Little I care how

it will be done,
just do it!" "We have
plenty of
work"
"There are
"I do not other more
have important
time" issues"
CROSS
Your HANDS
What is a Paradigm?
“We are slaves of our habits”

A PARADIGM is a model, (Masaaki Imai)
a rule or a habit that

influences our way to
interpret a given situation
or problem
What do You See?
MIT
Experience
KAIZEN™ Introduction
7 Muda Models
KAIZEN™ Way
1. Define Value Specify Value from the Customer Viewpoint
2. Visualise the Value Identify Waste in all steps in the Value Chain
Chain
3. Create Flow & Implement Actions to Eliminate Muda (waste) and Muda
Eliminate Muda Improve Flow VA
Muda
4. Implement a Make only what is Pulled by the Customer Just-In-Time

Customer Pull
5. Strive for True North STRIVE FOR PERFECTION THROUGH THE

Perfection CONTINUOUS REMOVAL OF MUDA LAYERS
Fundamental Principles & Tools
1. Create 2. Flow Efficiency 3. Gemba 4. People 5. Visual

Customer Value (Eliminate Muda) Effectiveness Involvement Management
1. Waiting of People
2. Waiting of Material and

Information
3. Movement of People
4. Movement of Material and

Information
Identify Customer 5. Excess of Production Gemba = Place where Motivation through Identify quickly V.A. &
Interests Value is Added Improvement of Work N.V.A
6. Excess of Processing Processes &
Improve Customer Improve the density of Environment Improve the Process
Experience 7. Mistakes that cause Value Transference Validation
Rejects & Rework Perform Gemba
between Resources
KAIZEN™ Workshops Improve the
and Flow Units Collaboration
Eliminate Muda (Waste)
Added Value (VA) Definition
What represents Added Value (VA) in your

Company?
“ONLY ACTIVITIES THAT THE

CUSTOMER IS WILLING TO PAY
FOR.”
Taiichi Ohno (1912-1990)
Added Value vs. Muda
IDENTIFY WHICH TASKS Move | Store | Remove | Count | Copy | Search |

TRANSLATE INTO ADDED VALUE Group | Handle | Inspect | Order | Signal | Discard
| Repair | Check | Restart | Monitor | Print |
Disassemble | Write | Sequence | Process | Clean
| Adjust | Cancel | Change
Added Value vs. Muda
Muda KAIZEN™
VALUE Method
Muda Muda
1st STEP 2nd STEP 3rd STEP

Perceive what is Added Value to Eliminate what consumers and Reinforce Added Value
consumers and costumers costumers don’t care about (Muda)
Muda Activities (Waste) Added Value Activities
7 Muda Models
7 Muda in Production
1. Excessive Production
2. Material Transportation
3. Material Waiting
4. Motion
5. People Waiting
6. Over Processing
7. Defects and Errors
Excessive Production
• Producing more than required

• Producing materials before
I have already ordered the Order only what was sold
in the last couple of hours!
they are needed
products for the entire week!
But the Market • The biggest waste as it is
is always changing! responsible for all other forms
of waste
Material Transportation
• Travel greater distances in the shortest way

possible
• Cargo Capacity unused or inefficient
• The only transportation that adds value is that
towards the customer
Material Waiting
MACHINES
DEFECTS SET-UP
DOWNTIME
Motion
• Incorrect Work Sequence

• Maladjusted Layout
• Searching for Tools
• Lack of Ergonomics
People Waiting
• Waiting for the machine to stop

• Waiting for materials
• Equipment micro-stops
• Quality inspections
• Machine start and shifts
• Setups
Over Processing
• Repair / Rework
• Cleaning
• Inspection
• Deburring
• Excessive time of heating, cooling and drying
Defects and Errors
• Disqualification
• Second Quality
• Rejected
• Junk
MUDA
HUNTING
Step 2: Study Work during direct observation
• Do the Work Study for each station;

• Administrative tasks require a flowchart;
• Collect tasks times;
• Fill in the Spaghetti Diagram;
• Collect a list of Difficulties / Opportunities (waste);
• Use a camera and/or timer.
THE WORK STUDY MUST INCLUDE: TIME MEASUREMENT AND MUDA COLLECTION
Conclusion
“IF YOU ALWAYS DO WHAT YOU ALWAYS DID

YOU ALWAYS GET WHAT YOU ALWAYS GOT!”
Albert Einstein
THANK YOU
Kaizen Institute Consulting Group, Ltd. Kaizen Institute Portugal Kaizen Institute Spain Kaizen Institute United Kingdom Kaizen Institute France
info@kaizen.com | kaizen.com pt@kaizen.com | pt.kaizen.com es@kaizen.com | es.kaizen.com uk@kaizen.com | uk.kaizen.com fr@kaizen.com | fr.kaizen.com
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only for use as approved by KAIZEN™.
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any of the material is prohibited.
• Any use of this document and/or any content or images herein, even if approved by KAIZEN™, are only
permitted if the following reference is included: “© Copyright Kaizen Institute. All rights reserved.”
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• Nothing contained herein shall be construed as conferring any license or right under any KAIZEN™ patent,
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kaizen.

CHANGE BETTER CONTINUOUS

"Little I care how

“We are slaves of our habits”

a rule or a habit that

1. Define Value Specify Value from the Customer Viewpoint

4. Implement a Make only what is Pulled by the Customer Just-In-Time

5. Strive for True North STRIVE FOR PERFECTION THROUGH THE

1. Create 2. Flow Efficiency 3. Gemba 4. People 5. Visual

2. Waiting of Material and

4. Movement of Material and

What represents Added Value (VA) in your

“ONLY ACTIVITIES THAT THE

Taiichi Ohno (1912-1990)

IDENTIFY WHICH TASKS Move | Store | Remove | Count | Copy | Search |

1st STEP 2nd STEP 3rd STEP

Muda Activities (Waste) Added Value Activities

• Producing more than required

• Travel greater distances in the shortest way

• Incorrect Work Sequence

• Waiting for the machine to stop

• Do the Work Study for each station;

“IF YOU ALWAYS DO WHAT YOU ALWAYS DID

• Unauthorised copying, reproduction, republishing, uploading, posting, transmitting or duplicating of

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