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LEARN Steps to become an

Environment Friendly Leaner Organization and Workplace

(The TOYOTA Kaizen Management Model) Creating continual improvement (we call it Kaizen) culture to become Leaner and Leaner surely helps an organization in enhancing internal capability to facilitate taking right positioning in the ever-dynamic market place. There is a tremendous scope for improvement if Kaizen approach is deployed as a focused strategy. An organization can reap a mix of benefits sustainably in little over 1 years depending upon its size and prevailing conditioning of mindsets. Sustainable Benefits of Kaizen Management Process Quality Reduced Customer complaints 1/4 times Cost Reduced inventory, throughput-time 20% to 40% (order-development-delivery), floor-space Cost, ROI Lowered Overheads, Maintenance costs 20% to 40% Delivery Faster (order to delivery) response 5 to 10 times Delivery Improved Flexibility, Response time Single digit Productivity Lowered equipment breakdown time 1/2 times Quality Waste, Lowered rejects, Defects 1/10 times Safety Reduced accidents and pollution Zero Morale Increased employee involvement 5 to 10 times Learn the systematic way in which Kaizen process integrates change initiatives such as WCM (World Class Management), Current rage 6Sigma, Innovation Management. 5-S, Quality Circles, Lean-JIT, TPM, TQC, TQM, etc. Read road-map and books on above on www.worldofkaizen.com. Milestones on 10-Step Road-Map to Continual Improvement Process 1 Formulate Lean Transformation Strategy, Plan Deployment 2 Lead, Enable Infrastructure for Employee Involvement, HRD 3 Create stable processes (5-S, Visual Mgt, Gemba Kaizen, SMT) 4 Daily management (Nichijo Kanri) to support Strategy deployment 5 HRD systems, Behavior Modulation for Culture change, Deploy Strategy 6 Stabilize and Improve Quality (by Kobetsu-Kaizen) 7 Stabilize Equipment (TPM) and Processes (Standardized work) 8 Improved Value Streams, Flow and Pull (by Just-In-Time, Lean) 9 Lean Supply Chain by Kaizen (to enable Kanban Material Pull) 10 Innovate, Pursue Perfection (Zero-Defect by Kaizen culture)
10-Step Road-Map Shyam Talawadekar

Books related to the milestones as above are shown in right side column.

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LEAN Work Culture Kaizen approach, The TOYOTA way The key to improve Performance Quality, Productivity And Profitability by involving People !!!
Context: In todays scenario of globalization and global warming, even World Class companies are struggling to survive while trying ways and means to be Planet friendly. They have not only been reshaping to overcome their own weaknesses and stretching to leverage strengths but also challenging strengths of their value chains. Every other workplace naturally needs to change drastically from their conventional management practices in order to become leaner (and leaner i.e. to on-goingly reduce inputs by half, enhance value to stakeholders by double). Who else can do this but their empowered employees? This itself is a big challenge. Managements are facing difficulties in changing mindsets of people to take the above challenges head-on. Deming award winner TOYOTA has shown the way long ago! Get all your associates Kaizen Conscious to build strength inherently in your organization. Only they can delight customer/s in the value chain, if they so wish. Kaizen is a Japanese word that literally means, Change for the Better. It stands for and implies making Continual Improvements in all walks of life. It may be relatively easy to understand technical dimension/s of Kaizen and Kaizen Tools such as JIT, 5-S, TPM, SMED, etc. But the most difficult part is soft dimension/s of Kaizen. Both blended together helps establishing the Kaizen culture that achieves a company's strategic objectives, otherwise it remains a Kaizen for names sake. This is exactly where the TOYOTA excels. Thats also the prime reason why it still reigns supreme. The Kaizen system diagnoses root cause/s of inefficient working in organizations. It offers a systematic approach to changing attitudes (mindset) of people, leading to miraculous organizational change. It not only helps in continuing to improve the performance of existing business lines through incremental innovations on products, processes, and costs but also tackles disruptive changes through breakthrough improvements. The legendary Mr. Peter Drucker has strongly advocated Kaizen-Culture in his article The New Society of Organizations in Harvard Business Review. The success of post war economic miracle in Japan is normally attributed to techniques such as JIT, TQM, KANBAN, Five-S, etc. But not any one of these can be accorded the credit, in absence of the single most important common factor, Kaizen system. Gaby Mendoza, in February92 World Executive Digest, wrote on the Secret of Toyotas success, where he refers to Kaizen as the Driver and Which must be installed first. Once Kaizen is installed, JIT, TQM, KANBAN, Five-S, TPM, Pokayoke, SMED, Quality Circles, QFD, Taguchi Techniques, SIX-SIGMA and even procedure oriented systems such as ISO 9000, ISO 14000, etc. can be introduced easily. Objectives: We often fail to implement any imported system because we tend to copy first, then struggle and give in rather than appreciate the principles underlying any such new system and then adopt it. This initiative will help understanding Kaizen system, the Concept, the Principles (both hard technical and the soft ones); its' interlink with series of management techniques mentioned above, along with the pitfalls in implementation. One can learn, how positive attitude can be manufactured, by looking at the wasteful practices in any workplace, continuously correcting them,

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converting impossible into Simply Possible"! For Whom: Although the course agenda can be adopted for any target audience (from any functional area) who wants to function as a Kaizenee or a change agent (in manufacturing, service company alike), the 1st awareness is aimed at Top Management Team who (has authority to steer company-wide changes) must learn-n-lead the process. Programme Coverage * - What will the participants learn? 1. 2. 3. 4. 5. 6. 7. 8. What is Continual Improvement Culture The Toyota Kaizen Approach to become a Best-In-Class Leaner Company? How excellent companies enhance Value (through improved products and services at reduced costs and thereby ward off Competition)? Excellent companies Journey to deliver Attractive Quality to Customer and ward off Competition! Why do (External and Internal) Customers Quit? What to do to prevent their Quitting? How? Characteristics of Excellent companies (on Lean Journey) for whom customer is next to god! How is this achieved? Build up positive attitude to deliver Value to external and internal customer - The Kaizen culture! How to identify wasteful practices in value-chain and improve them ongoingly to become leaner? Simple Kaizen (Lean) techniques to create Continual Improvement Culture - TPS, 5-S, TPM, TQC, JIT (aligned with Models such as TBM,

TQM, BPR, Six-Sigma, etc.)

9. Kaizen Teian A solution to make Quality Circles, Suggestion Schemes, Incentive Schemes, etc. work. 10. How does Kaizen link Breakthrough Business Plan (DistantKaizens) with Daily management (of deliveries and InstantKaizens) to achieve newer Benchmarks of Excellence? 11. Converting impossible' into simply possible' - Kaizen Case studies. 12. What next? Milestones en-route LEAN journey to excellence through Kaizen culture. 13. Management Style, Commitment, Role and Plan Of Action to create Kaizen culture. 14. Satisfy business specific queries through Interaction. Methodology (depending upon availability of time and teaching aids): Presentations, Case studies, Exercises, Action oriented Gemba Kaizen of relevant Kaizen (or LEAN) tools depending upon the proximity of workplace, Group Discussions, Video clippings, etc. (The participant company may arrange Industrial Visits.) Course Material: The book World of Kaizen' and related other books as shown here as per the intensity of course desired by the target audience. * Key milestones may get reorganized for greater effectiveness depending upon chosen duration/objective of course. Faculty: Shyam Talawadekar, FAAAI (AOTS Japan) Expert Faculty (on Industrial and Japanese Management). (Kaizen Education) Cell: (0) 9869229698 Helpline - 9322223327, 91(022)25826644 e-mail: <worldofkaizen@gmail.com>
Abbreviations: PDCA - Plan Do Check Act, SDCA - Standardize Do Check Act, SGA - Small Group Activity

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Posters as an Educational Material (Please ask for catalogue)

Where do you begin?

Make your organization livelier by Kaizen action in 5 days for immediate visible results on QUALITY, PRODUCTIVITY & increased PEOPLE involvement!

What is Gemba, Gembutsu, Genjitsu Kaizen? It is the action oriented work culture change workshop. We have designed this training programme & used successfully in more than 100 companies in India & abroad. It has assisted these organisations improve Communication, Empowerment, Trust & adaptability to Change amongst others. It has given a glimpse of improved Productivity & Quality almost instantaneously, along with an integrated prescription to multiply & sustain the achieved results. It is built around a 5-day systematic approach to improvement. It starts with awareness building in the introductory module and concludes with an actual on the job visible improvement & a plan of action ready for sustaining the same. The introductory module, on day 1 generates awareness and teaches the concepts needed for initiating action with commitment of Top & Senior management. The next 3 days focus on the Action Cycle involving managers, staff & workers of a pilot cell/department and provide the skills needed. Each module features simple Kaizen tools that facilitate action. The stress is on doing it now' rather than 'lip service' that evaporates.
The introductory module, on day-1 generates awareness and teaches concepts needed to initiate action with commitment of Top & Senior management. Next 3 days focus on Action Cycle involving managers, staff & workers of a pilot cell/department and provide the skills needed. Each module features simple Kaizen tools that facilitate action in order to drive Instant Kaizen. The stress is on doing it now' rather than 'mere lip service'. Day-5 focuses on creating a recognition platform to 'sustain the gains and the motivation'. Concurrently, 'plan of action' is explained for Distant Kaizen.
Instant Kaizen is a small/easy (Japanese style) improvement that can be implemented instantly in a few days. Example: Eliminate repetitive handling as a waste by rearranging workstations, Eliminate non-value (paper) work to make process (information) flow faster, etc. Distant Kaizen is the longer-term strategic direction for (and logical steps in) continual improvement roadmap based suiting the companys business environment.

For more details on contents of Gemba Kaizen visit https://sites.google.com/site/worldofkaizen/gemba-kaizen

Japanese Management Education, Research, Publications Corporate Research, Do-How-n-Why Education on Change Management: TQM, Tpm, JIT, Lean Kaizen