Kaizen

Overview

I
E K By: EKI TEAM

April 2014
 contents
1) Change
2) Definition of kaizen
3) Kaizen pillars
4) Basses of kaizen knowledge
1) change
 definition
Dictionary meanings of change
1. The act, process, or result of altering or
modifying.
2. The replacing of one thing for another;
substitution
3. A transformation or transition from one
state, condition, or phase to another.
 Cont’d

• change is the situation in

which individuals, groups
,organizations and countries
make adjustments to the
matters they face.
 Cont’d
• As per the psychologist Kurt Lewin in any
change processes there are two opposing forces,
1) change catalysts
Those who pave the way for and facilitate
changes .
2) change blockers
Those who are stumbling blocks of change and
resistant.
Attitude

7
Those who cannot change
their minds cannot change
anything.”

George Bernard Shaw

 Cont’d
• Unless you change the process why
would you expect the results to
change?
The president of Texas instrument
defense services and electronic group

• Not a day should go by with out some kind

of improvement being made some where
in the company.
 Promise For Change

① 　 Do not say it cannot be done.

Say, yeeeeesssssssssssss!!!!!!!!!
 Change Cont’d…..

ይቻላል!!
 Cont’d
• ② 　 Do not fear a failure.
 Cont’d

3) Do not deny opinions of others.

Respect others opinion.

14
Run away from change traps!!!!!!!!!!
2) Definition of kaizen
 Ethiopian development agendas are
To eliminate poverty, backwardness and
unemployment
Improve quality and productivity
To meet these goals or agendas there need to be
commitment ,active participation of all citizens
and effective functioning and integration of all
economic sectors and economic units.
PM
What is kaizen?

Masaaki Imai - Definition of KAIZEN.mp4

“I thought they had two major
religions in Japan: Buddhism and
Shintoism. Now I find they have a
third: KAIZEN!”

William Manly
“The KAIZEN philosophy
assumes that our way of life –
be it our working life, our
social life, our home life-
deserves to be constantly
improved”
Masaaki Imai
“kaizen is the overriding concepts
behind good management. It is a
unifying thread running through
the philosophy, the systems, and
problem solving tools developed
in Japan over the last 30 years”
Masaaki Imai
 3) kaizen pillars

As a
philosophy Kaizen Kaizen
systems tools

22
THE FIRST PILLAR

KAIZEN AS A
PHILOSOPHY
• KAIZEN is a philosophy of
continuous undertaking by an
organisation to improve its business
activities and processes with the goal
to always improve quality of
products and services so that the
organisation can meet full customer
satisfaction.
• KAIZEN can be built in and run with
an integrated and company-wide
approach through the collaboration
of all the levels of the organisation
that are top management, middle
managers and front-line
employees.
• Commitment, genuine
participation and motivation of all
the three actors are critical factors.
• KAIZEN normally places the
foremost importance in
improvements at the front-line
workplaces as the foundation of all
the improvement efforts.
• KAIZEN encompasses all the areas
that are related to quality,
productivity, cost, delivery, safety
and moral whose simultaneous
improvements are essential in
achieving customer satisfaction and
success of the organisation.
• KAIZEN, as undertaken by an
organisation, involves
continuous, dynamic and self-
disciplined practice in the
quest of improvement towards
ever higher quality and
productivity.
 KAIZEN in action and
KAIZEN’s knowledge bases
• The most significant difference between
KAIZEN and other business improvement
methods is that KAIZEN is continuous
undertaking.

• KAIZEN is a dynamic activity in revolving

cycles of PDCA, (Plan, Do, Check and
Action).
• Each one of the KAIZEN cycles has its steps
from the start to the end in the PDCA process.

• Once a new improvement becomes a new

standard, the next cycle is set up to seek further
improvement.

• KAIZEN is a continuous challenge towards

ever higher-level improvement, cycle by cycle,
without an end.
 Kaizen Ultimate Goals
Goals
Stronger
Added Value customer focus

Secure places of work

Guarantee
Delivery D Q Improve quality
Competitive capacity
Reliable,
Growth capable
Improved equipment &
logistics C process
Decrease cost

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Kaizen thinking versus traditional thinking
Price Price Price

Price Profit
Profit

Cost

Traditional Thinking Kaizen Thinking

Cost + Profit = Price Price - Cost = Profit

32
 Characteristics of KAIZEN

1. Continuity
2. Participatory approach
3. Accumulation of small
improvements
4. Improvement without a large
amount of investment
33
1. “Continuity”

34
 2. “Participatory approach”

Promotion organization

Cross
Crossfunctional
functional
Division Division Division organization
organization
1 2 3
QCC 1
QCC 2
QCC 3

QCC
QCC
QCC
QCC

35
. 3“Accumulation of small improvements”

• KAIZEN does not aim to attain

significant result, but
accumulation of small
improvement leading to
significant result.

36
4. “Improvement without a large amount of money ”

• Waste elimination may not require

investment or little investment

• Introduction of 5S for a starter of

KAIZEN may need only a little
investment
37
 Prerequisites of KAIZEN

1. K nowledge of KAIZEN concept and KAIZEN

technology
2. A ttitude with positive thinking
3. I nvolvement or participation from top
management to workers
4. Z ealous support for KAIZEN
5. E ducation on KAIZEN and KAIZEN technology
6. N ever-ending KAIZEN activity
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 1. “Knowledge of KAIZEN concept
and KAIZEN technology”

• KAIZEN culture is promoted by dissemination

of KAIZEN concept and technologies.
• KAIZEN concept is not so difficult to
understand.
• KAIZEN technologies include easy to difficult
techniques.
• KAIZEN should be started by use of easy
technologies such as 5S and QC7 tools.
39
 2. “Attitude with positive thinking”

• KAIZEN concept and technologies can

build positive attitude.

• KAIZEN culture is promoted by

people and organization with positive
attitude to KAIZEN.

40
 3. “Involvement or participation
from top management to workers”

• The top management who focuses interest on

KAIZEN is crucial success factor.
• Participation from workers related to KAIZEN
is essential for success and continuity.
• Because major problems often hides between
divisions or sections, formation of cross-
functional organization is necessary for
KAIZEN. 41
Is this Team Work?
 4. “Zealous support for KAIZEN”

• KAIZEN can be promoted with paying zealous

attention to it.
• It looks like support for soccer which is the
source of power for the team.

43
 5. “Education on KAIZEN and KAIZEN
technology ”

• KAIZEN is implemented by human resource.

• Education of KAIZEN concept and
technologies is crucial matter.
• KAIZEN aims to achieve good performance
through the development of human resource.

44
 6. “Never-ending KAIZEN activity”

• KAIZEN, implementation is far more

important than theory.
• Don’t end KAIZEN if you aim to
make great improvement after small
success in KAIZEN.

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THE SECOND PILLAR

KAIZEN SYSTEMS
 KAIZEN systems
• Toyota Production System
• Total Productive Maintenance
• Company Wide Quality Control
• Total Quality Management System
• QCCs
• Suggestion System
THE THIRD PILLAR

KAIZEN
TOOLS
3 Kaizen tools
These are kaizen implementation methods
and technical tools. By basing on kaizen
philosophy and through following kaizen
systems , these tools can bring continuous
improvement. For example,
5s
7 Mudas /wastes
Qc 7 Tools
JIT (just in time production)
Basics of Industrial Engineering(IE)
Any other analytical tools
 Focus on KAIZEN at the workplace

• KAIZEN at the workplace

is the foundation of
improvement efforts at
KAIZEN-practicing
companies.
• A success in KAIZEN results in higher
morale at the workplace, in general
which reinforces the momentum of
KAIZEN activities at the workplace
and in turn makes continued
development of KAIZEN activities at
the company all more likely.
Illustrative Diagram of KAIZEN Dissemination and Institutionalisation

A workplace, the A workplace, the

processes in processes in
which many which relatively
large number of
materials are
workers are
handled involved.
• Building on the success in
the model workplaces and
their QCCs’ activities, the
company shall expand
KAIZEN activities in the
company-wide scale.
• The company will
organise QCCs in the
relevant workplaces
across the company by
replicating the two
model QCCs
Is KAIZEN radical or incremental?
“ At one major Japanese electronics company, the
semiconductor laser developed for use in compact-
disc player cost Y 500,000 in 1978. in 1980, it was
down to Y 50,000, and by the fall of 1981, it had
been reduced to Y 10,000. In 1982, when the first
compact disc players were put on the market, the
semiconductor laser cost only Y 5,000”

10>5>2* 100 times less 1978-1982 with in 4 years

Masanori Moritani
 Three Golden Rules
Rule Number 1: Do it right the first time and
every time.

Rule Number 2:There is always a better way of

doing things.

Rule Number 3 : Don't forget Rule

Number 1 & 2. 56
How Far Can You Go?
Thank
K
I

You
E