Guided By:

Prof P.K.Muley

Presented By:
Amit Chawla (Roll no: 17)
Zankhana Chowhan (Roll no:18)
Unnat Churi (Roll no:19)
Vikas Dhende (Roll no:20)
 What Does Kaizen Mean?

KAI + ZEN
To modify, to change Think, make good, make
better

= KAIZEN
Make it easier by studying it, and making the improvement through elimination
of waste.
 Kaizen (Continuous Improvement)

 Japanese concept – not made redundant by the decline of the

Japanese economy which may be due to other institutional
factors!

 Focus on gradual and continuous improvement

 A whole business philosophy

 The Nine types of waste

 Overproduction
9
 Delays (waiting time)
Wastes
 Transportation
 Process
 Inventories
 Motions
 Defective products
 Untapped resources
 Misused resources
Kaizen (Continuous Improvement)
 Management Guru
“UNLESS YOU CHANGE THE PROCESS,
WHY WOULD YOU EXPECT THE
RESULTS TO CHANGE?”

The President of Texas Instruments

Defense Systems and Electronic Group

“IMPROVE CONSTANTLY AND

FOREVER THE SYSTEM OF
PRODUCTION AND SERVICE.
IMPROVEMENT IS NOT A ONE-TIME
EFFORT. MANAGEMENT IS
OBLIGATED TO CONTINUALLY LOOK
FOR WAYS TO REDUCE WASTE AND
IMPROVE QUALITY.”

W. Edwards Deming
FIVE PRIMARY ELEMENTS OF KAIZEN:

1. Quality Circles

2. Improved Morale

3. Teamwork

4. Personal Discipline

5. Suggestions for Improvement

MAIN PRINCIPLES OF KAIZEN

• Consider the process and the results!

• The need to look at the entire process of the job at hand and to
evaluate the job as to the best way to get the job done.

• Kaizen must be approached in such a way that no one is blamed

and that the best process is put into place.
 PHASES IN KAIZEN

A.) Select an Event

B.) Plan an Event

C.) Implement an Event

D.) Follow-up to an Event

SEVEN CONDITIONS FOR SUCCESSFUL
IMPLEMENTATION OF KAIZEN

1. Top management commitment

2. Top management commitment

3. Top management commitment

4. Setting up an organization dedicated to promote Kaizen

5. Appointing the best available personnel to manage the Kaizen

process

6. Conducting training and education

7. Establishing a step-by-step process for Kaizen introduction.

Varieties of Kaizen Methods
Individual Versus Teamed

Day-to-Day Versus Special Event

Process Level Versus Sub process Level

 5 ‘S’ in KAIZEN
 5S is a method for organizing a workplace,
especially a shared workplace (like a shop
floor or an office space), and keeping it
organized.

 Sorting keeping only

essential items
 Simplifying eliminates extra
motion.
 Sweeping keep the
workplace clean
 Standardizing standardized work practices
 Sustaining maintaining and reviewing
standards
 Why 5S

•To eliminate the wastes that result from

“uncontrolled” processes.
• To gain control on equipment, material &
inventory placement and position.
• Apply Control Techniques to Eliminate Erosion of
Improvements.
• Standardize Improvements for Maintenance of
Critical Process Parameters.
 Objectives of 5S

• Improved productivity
• Improving the Quality
• Health and Safety of employees
 Kaizen in Toyota

•Standardize an operation
•Measure the standardized operation (find cycle time and
amount of in-process inventory)
•Gauge measurements against requirements
•Innovate to meet requirements and increase productivity
•Standardize the new, improved operations
•Continue cycle ad infinitum
PDCA cycle
 Benefits of “KAIZEN”
Kaizen involves every employee in making small, incremental
changes.

Results in improved productivity, improved quality, better safety,

faster delivery, lower costs, and greater customer satisfaction.

Results in higher employee moral and job satisfaction.

Kaizen reduces all 7 kinds of wastes

Kaizen Improves space utilization, product quality, use of capital,

communications, production capacity and employee retention.

Kaizen Provides immediate results. Instead of focusing on large,

capital intensive improvements, Kaizen focuses on creative investments
that continually solve large numbers of small problems.
Comparison of “KAIZEN”

With Six-Sigma

With BPR
 Similarities between
Kaizen & Six-
Sigma:

Kaizen and Six Sigma are associated with the Quality

Model.
Both are management philosophies aimed at continuous
improvement.
Both reduce waste and defects.
Differences between Kaizen & Six-Sigma:
Sr Kaizen Six-Sigma
no.

1 Aims at thorough Aims at improving the final

improvement. product.

2 Does not rely on stats. Relies on stats.

3 Is not a business level strategy Is a business level strategy

4 Helps to reduce all 7 wastes Helps to reduce only reworking

and cost.

5 It is a philosophy It is a tool to measure process

variations
 Similarities between
Kaizen & BPR:

Both address the entire Value Stream of a process.

Both require a qualified, competent, and committed

‘Change Agent’.
 Differences between KAIZEN & BPR:

Sr KAIZEN BPR
no.

1 Goes on forever Has a definite starting and

ending point.

2 Incremental changes Radical changes

3 Risk is low Risk is high

4 Low budget High Budget

5 Workers Involved Managers involved

6 Works best when: Works best when:
1. Boundaries are well 1. Crosses organizational
defined. boundaries.
2. Short and repetitive 2. With medium length and
cycles. somewhat repetitive
cycles.
3. Enables IT.

3. Low or conventional
technology.
 Scope of “KAIZEN”

Kaizen as Continuous Improvement:

Kaizen means the pursuit of perfection. “Improve
constantly and forever" the system of production and
service (Deming, 1982).

Kaizen as Methods for Work Process Improvement:

The methods that have been placed under the label
Kaizen are varied and range from suggestion systems
to planned events that systematically uncover waste in
a work process and eliminate it.
Kaizen can be organized into a few different
categories. Each of the extremes in these various
categories require a slightly varied take on Kaizen
in order to make them function.