Kaizen
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Kaizen refers to continuous incremental improvement. It is a Japanese philosophy that focuses on continuous improvement involving everyone in the organization on an ongoing basis. The goal of Kaizen is to eliminate waste through small, incremental changes to processes. It aims to improve all aspects of an organization over time. Kaizen emphasizes identifying and eliminating non-value added activities and focusing on activities that customers are willing to pay for. The 5S methodology is a tool used in Kaizen to organize and standardize the workplace. Toyota popularized Kaizen as part of their lean manufacturing system to drive cost reductions and quality improvements.
Kaizen
- 1. “A never-ending journey” Sources: KAIZEN Institute The Monk Who Sold His Ferrari
- 2. Kaizen is the name given by the Japanese to continuous improvement. Continuous improvement really means “continuous incremental improvement.” 改 ('kai') KAI- change 善 ('zen') ZEN- good Kaizen means making changes for the better on a continual, never-ending basis.
- 3. Overview of tools - Kaizen The Kaizen philosophy assumes that our way of life—be it our working life, our social life, or our home life deserves to be constantly improved. Maasaki Imai
- 4. Masaaki Imai-Masaaki Imai- known as the developer ofknown as the developer of KaizenKaizen “ KAIZEN strategy is the single most important concept in Japanese management-the key to Japanese competitive success. Kaizen means “ongoing” improvement involving everyone-Top management, managers and workers.” “If you learn only one word of Japanese, make it KAIZEN.”
- 5. Some Kaizen HistorySome Kaizen History 5 First made popular by Toyota as part of their production system (TPS or Lean Manufacturing) in the 1970s “Discovered” and described in books in the West starting in the 1980s Popular in American Auto and Aerospace industries in the 1990s (“Kaizen Blitz”) Key tool in Lean Production today
- 6. 6 It is no longer Cost + Profit = Selling Price Today it is Selling Price - Cost = Profit
- 7. Kaizen vs Problem Solving Teams Kaizen Problem Solving Team Team Cross-functional Same Time 2 – 10 days 3 – 6 months Power Make changes Recommend action Focus Whole process Single issue Goal Improve process / eliminate waste Resolve problem 7
- 8. Kaizen has 3 main principles Consider the process and the results. The need to look at the entire process of the job at hand and to evaluate the job so as to find the best way to get it done. Kaizen must be approached in such a way that no one is blamed. Kaizen event steps: Select an Event Plan an Event Implement an Event Follow-up to an Event
- 9. 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.
- 10. Kaizen ChecklistsKaizen Checklists HOW CANTHIS 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
- 11. Kaizen Value and non-value added work activities Muda-seven classes of waste Principles of motion study and work-cell use Principles of materials handling and use of one-piece flow Documentation of standard operating procedures The 5S’s Visual displays for communicating to factory personnel JIT- to produce right quantities at right time and with right resources Poka-yoke to prevent or detect errors Team dynamics – problem solving ,communication skills, conflict resolving.
- 12. 12 Kaizen Training Different Types of Activities Being able to tell the difference between NVA and VA activities is an important step in the Improvement Process. Value Added Activity (VA) An activity that changes raw material to meet customer expectations. Non Value Added Activity (NVA) Those activities that take time, or occupy space but do not add to the value of the product. You must ask yourselves “Would you as a customer be willing to pay for any NVA activity being performed to that NEW 4x4 Pickup you just ordered?”
- 13. 13 Kaizen Training Some examples NVA Activities: Walking Waiting on machine cycle Transporting parts Generating useless reports THE GOAL IS TO ELIMINATE THETHE GOAL IS TO ELIMINATE THE NON-VALUE ADDED ACTIVITIES.NON-VALUE ADDED ACTIVITIES. Unnecessary motion Unnecessary stock on hand
- 14. Kaizen’s Basic Goal 14 Discover and Eliminate all Waste in a process Waste (“Muda”) – anything that the customer does not pay for Some waste is necessary or required by law (personnel files, financial records, meetings, maintenance)
- 15. THE SEVEN TYPES OF WASTE 15 Overproduction Waiting Over processing Inventory Motion Defects Transportation
- 16. 5 ‘S’ in KAIZEN5 ‘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. • To take the concept of Kaizen performance to its ultimate level of simplicity, it offered the following "5S" steps • Sorting keeping only essential items • Simplifying eliminates extra motion. • Sweeping keep the workplace clean • Standardizing standardized work practices • Sustaining maintaining and reviewing standards • .
- 17. BENEFITS OF KAIZANBENEFITS OF KAIZAN • Kaizen Reduces Waste- like inventory waste, time waste, workers motion • Kaizen Improves space utilization, product quality • Results in higher employee moral and job satisfaction, and lower turn-over. • Toyota is well-known as one of the leaders in using Kaizen. In 1999 at one U.S. plant, 7,000 Toyota employees submitted over 75,000 suggestions, of which 99% were implemented. .
- 18. Before Kaizen • Components kept under workstation
- 19. After Kaizen • Tooling bins are easily traceable
- 20. Pitfalls in KAIZENPitfalls in KAIZEN Resistance to change Lack of proper procedure to implement Too much suggestion may lead to confusion and time wastage
- 21. Good is never good enough, kaizen is a never-ending journey to excellence. ARIGATO!!!
- 22. ,