KAIZEN

What is KAIZEN?

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Kaizen
Continuous improvement. Kaizen is a system that involves every employee - from upper management to the cleaning crew. Everyone is encouraged to come up with small improvement suggestions on a regular basis. This is not a once a month or once a year activity. It is continuous.
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CONTINUOUS IMPROVEMENT
Kaizen refers to improvement of both processes and people. In fact Kaizen philosophy aims at improving all aspects of an organization all the time. Good is never good enough; kaizen is a never-ending journey to excellence.

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TWO ELEMENTS
Improvement/change Ongoing/continuous For instance, the expression of "business as usual" contains the element of continuity without improvement. On the other hand, the expression of "breakthrough" contains the element of change or improvement without continuity. KAIZEN should contain both elements.
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KAIZEN MANAGEMENT ROLES

Kaizen value system continual improvement of all things, at all levels, all the time, forever. Role of top management
establishing Kaizen as the overriding corporate strategy communicating this commitment to all levels of the organization allocating the resources necessary for Kaizen to work.

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- MANAGEMENT ROLES
Role of middle management
responsible for implementing the Kaizen policies established by top management establishing, maintaining and improving work standards ensuring that employees receive the training necessary to understand and implement Kaizen ensuring that employees learn how to use problem solving and improvement tools.
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- MANAGEMENT ROLES
Role of supervisors
responsible for applying the Kaizen approach in their functional roles developing plans for carrying out the Kaizen approach at the functional level improving communication at the workplace maintaining morale providing coaching for teamwork activities soliciting Kaizen suggestions from employees and making Kaizen suggestions.
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- EMPLOYEE ROLES
Role of employees
responsible for participating in Kaizen through teamwork activities making Kaizen suggestions engaging in continuous self-improvement activities continually enhancing job skills through education and training continually broadening job skills through crossfunctional training.
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KAIZEN AND QUALITY

Kaizen and quality --- In a TQM environment quality is defined by customers. Regardless of how customers define quality, it can always be improved and it should be, continually.

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KAIZEN - PHILOSOPHY
The following excerpt is taken from the Kaizen Institute website (www.kaizeninstitute.com). It sums up the philosophy and approach of KAIZEN. "Not a day should go without some kind of improvement being made somewhere in the company. When KAIZEN is adapted in organizations and management perspectives, however, it is easier to talk about it than to implement it. 11
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Kaizen
Kaizen is based on making changes anywhere that improvements can be made. Western philosophy may be summarized as, "if it ain't broke, don't fix it." The Kaizen philosophy is to "do it better, make it better, improve it even if it isn't broken, because if we don't, we can't compete with those who do."
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10 Ground Rules for Kaizen

Dont try to justify the past challenge fixed ideas Be positive think how things CAN be done not why they CANNOT be done Use data, not pet theories. Do not make excuses. Start by questioning current practices. Use wisdom not money Work smarter not harder Set high standards but do not seek perfection. Do it right away even if for only 50% of target. Correct failures immediately Lead by example A team is better than 1 expert involve people Ask 'WHY?" five times and seek root causes.

Can do, do it, do it now!

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Traditional Method vs Kaizen

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Kaizen - Checklist
Kaizen is about continual improvement of people, processes, procedures, and any other factors that affect quality. An effective way to identify problems that represent opportunities for improvement is to use a checklist that draws attention to those factors that are most likely in need of improvement.
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Kaizen - Checklist
HOW CAN THIS BE IMPROVED ? Factors which may need improvement: 1. Personnel 9. Software 2. Work techniques 10. Tools 3. Work methods 11. Materials 4. Work procedures 12. Plant layout 5. Time 13. Production levels 6. Facilities 14. Inventory 7. Equipment 15. Paradigms (mindset) 8. Systems
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Kaizen - Benefits
Kaizen Reduces Waste. 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.
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Contents of an Operation
Value Added Work - The part of the job the customer wants to pay for Hidden Waste - Work that does not add value but is necessary under the current operating conditions Obvious Waste - Work that does not add value and is not necessary

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What is Obvious Waste?

Work that does not add value and is unnecessary Overproduction Waiting Transportation Process Inventory Operator movements Defects Eliminate these activities
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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

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Five S Approach
Name Seiri Seiton Seiso Interpretation Sort Organisation Straighten Neatness Sweep Cleaning Description Separate out all the things that are not necessary and eliminate them or tidy them away. Arrange the essential things in order so that they can be quickly and easily accessed and put away. Keep machines and working environment clean.

Seiketsu Schedule Standardisation

Shitsuke Sustain Discipline

Make cleaning and checking a routine practice; maintain a pleasant environment.

Standardise the previous four steps and constantly improve them.

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Some 5S Examples

After 5S - Cleaned, organized and drawers labeled (less time and frustration hunting)
Before 5S

5S Examples - Sort, Set in Order

See the difference? 1. Sort - All unneeded tools, parts and supplies are removed from the area 2. Set in Order - A place for everything and everything is in its place

5S Examples - Shine

3. Shine - The area is cleaned as the work is performed (best) and\or there is a routine to keep the work area clean.

5S Examples - Standardize
4. Standardize - Cleaning and identification methods are consistently applied

Departments have weekly 5S tours

Every job has duties that use Sort, Set in Order and Shine We all have common duties to do our part to keep all areas of the plant in shape - breakroom, restrooms, locker area, parking lot, etc

5S Examples - Sustain
5. Sustain - 5S is a habit and is continually improved
5S is a simple concept with powerful results. You will get additional information on 5S so that you will be well equipped.

Our experience is that the more we do 5S the better the work environment becomes: cleaner, safer, more organized, the work is easier, less confusion and less stress.
Use the 5S (work\home\play) - The more you use it the easier it becomes and life just gets better and better.

The Good, Bad and the Ugly

First the Bad and the Ugly - Life Without 5S

The Good

Workplace Organisation

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