Value creation on service through kaizen {rajesh.vesawkar@facebook.com}(online)
0 likes223 views
The document discusses the concept of Kaizen, a Japanese term for continuous, incremental improvement, particularly in the service sector, emphasizing its role in enhancing quality, productivity, and efficiency. It outlines the types of Kaizen, the importance of eliminating non-value-added activities, and identifies the prevalent challenges faced by service industries in applying these principles. Additionally, it highlights tools and strategies for successful Kaizen implementation, including employee involvement and management support.
Value creation on service through kaizen {rajesh.vesawkar@facebook.com}(online)
- 1. 1 Value creation on service sectorsValue creation on service sectors through Kaizenthrough Kaizen Mr. NK Khoo Managing Consultant Lean Sigma Institute, Malaysia. www.leansigmainstitute.com tanya@leansigmainstitute.com International Conference on Productivity for National Competitiveness 25-26 November 2005 Lahore, Pakistan Organized by Pakistan National Productivity Organization
- 2. 2 The Kaizen UmbrellaThe Kaizen Umbrella KAIZEN 改善 Customer orientation TQC/Six Sigma Robotics QCC Suggestion system Automation Discipline in the workplace TPM Kanban Quality Improvement Just-in-time Zero defects Small-group activities Cooperative labor- management relations Productivity improvement New-product development Source: Kaizen, Masaaki Imai
- 3. 3 What Is Kaizen?What Is Kaizen? Kaizen • A Japanese term meaning gradual unending improvement by doing little things better and setting and achieving increasingly higher standards ~ Lean Lexicon, ASQ • Small improvements generated by hands-on workers through the application of a variety of structured, low-technology methods ~ Office Kaizen, ASQ
- 4. 4 Basic Kaizen ConceptsBasic Kaizen Concepts Kaizen typically deals with • Quality assurance • Cost reduction • Meeting production quotas • Meeting delivery schedules • Safety on the job • New product development • Productivity improvement • Supplier management Source: Kaizen, Masaaki Imai
- 5. 5 Two Kinds of KaizenTwo Kinds of Kaizen Process Kaizen (Elimination of waste) Flow Kaizen (Value-Stream Improvement) Top Management Middle Management Supervisors Workers focus
- 6. 6 Western Management StyleWestern Management Style Maintenance InnovationTop Management Middle Management Supervisors Workers
- 7. 7 Japanese Management StyleJapanese Management Style Maintenance InnovationTop Management Middle Management Supervisors Workers KAIZEN
- 8. 8 Japanese Management StyleJapanese Management Style Innovative is followed by a series of Kaizen to maintain and improve to a higher level of performance. Time Innovation KAIZEN KAIZEN New Standard New Standard Innovation
- 9. 9 High Growth EconomicHigh Growth Economic Maintenance Top Management Middle Management Supervisors Workers Innovation (high technology)
- 10. 10 What Is Value and Value Added?What Is Value and Value Added? Value: Expressed in term of how the specific product/service meets the customer’s needs, at a specific price, at a specific time. Value Added: Activities that transform input into a customer usable output. The customer can be internal or external to the organization. The objective is to eliminate all non-value added activities in producing and providing goods or service
- 11. 11 A Food of ThoughtA Food of Thought Application Typical Cycle Efficiency World-Class Cycle Efficiency Continuous Manufacturing 5% 30% Business Process (Service) 10% 50% Business Process (Creative/Cognitive) 5% 25% Source: M.L. George, Lean Six Sigma For Service
- 12. 12 What Is Waste orWhat Is Waste or MudaMuda?? OverproductionOverproduction Waiting timeWaiting time Unnecessary transportUnnecessary transport Over-processingOver-processing Excess inventoryExcess inventory Unnecessary movementUnnecessary movement DefectsDefects Unused creativityUnused creativity Waste (Non-Value Added) Waste (Non-Value Added)
- 13. 13 What Is Waste orWhat Is Waste or MudaMuda?? Corrections Overproduction Inventory Waiting Motion Underutilized people Extra processing Push & FIFOCurrent roles & responsibilities Lack of training Office layout No performance measures No standardized work
- 14. 14 Wastes in Service/NonWastes in Service/Non--ManufacturingManufacturing ~ Office Kaizen, ASQ
- 15. 15 Service % in GDPService % in GDP Service operations comprise higher percentage in GDP for developed countries and rapidly growing around the world. • USA 80% • Malaysia 50%
- 16. 16 Manufacturing is a service?Manufacturing is a service? Manufacturing • 20% of product prices driven by direct manufacturing labor • 80% comes from indirect cost associated with support and design functions (finance, human resources, product development, purchasing, engineering, marketing, etc.)
- 17. 17 Why do service have more problems?Why do service have more problems? Three Main Causes 1. Basic human behavioral tendencies • Work practices do not align with the strategy • No work standards for office/administrative operations 2. Attacking problems with improper approaches • Believe new technology solves all problems mindset
- 18. 18 Why do service have more problems?Why do service have more problems? 3. Addressing issues at the incorrect process level Level Activities Example Optimum Leverage Point Mega Long-term strategy, Markets, M&A, etc. Should we issue a credit card? Rationalizing: Is this a business we should be in? Macro Mid-term tactical planning How/where do we provide customer service? Make-Buy Micro Daily work How do we reduce customer service cycle time? Process improvement
- 19. 19 Why Toyota stands out than big three?Why Toyota stands out than big three? MICRO MACRO MEGA MEGA MACRO Performance MICRO Performance gap Traditional Kaizen Those company can execute better than competitors at the micro level (process improvement) will be the winner.
- 20. 20 A Food of ThoughtA Food of Thought "The lack of initial Six Sigma emphasis in the non-manufacturing areas was a mistake that cost Motorola at least 5 billion over a four- year period. (1987-1991)" ~ Former Motorola CEO, Bob Galvin
- 21. 21 Value Creation through KaizenValue Creation through Kaizen Value added or Creation Value added or Creation Improve customer service, image, expand into new market, etc. Reduce cost, improve operational efficiency, eliminate defect, etc. More sales ↑ Less cost of capital ↓ KAIZEN: Creativity before capital KAIZEN: Creativity before capital
- 22. 22 Example: Value Creation in theExample: Value Creation in the GovernmentGovernment Public Services in Government Public Services in Government Improve customer service, better user-friendly investment climate, more safer place to live, etc. Improve operational efficiency, prudent spending in budget, etc. Win mandate in election Less taxation KAIZEN: Creativity before capital KAIZEN: Creativity before capital
- 23. 23 Two Common Kaizen ToolsTwo Common Kaizen Tools 1.Kaizen Teian (Suggestion System) • To solicit creative ideas from all employees at workplace • To instill involvement and accountability 2.Kaizen Event • To be a DNA or culture for process continual improvement • To utilize knowledge and know-how of people at gemba.
- 24. 24 KaizenKaizen TeianTeian ObjectivesObjectives 1.Employees involvement & empowerment • Encourage employee to participate 2.Employee skill development for enhancing job performance (On-the-job-training) • Optimize employee capability and creative power 3.Achieve benefits • Emphasis the benefits from the suggestions
- 25. 25 KaizenKaizen TeianTeian ImplementationImplementation Suggestion System Suggestion System InfrastructureInfrastructure StrategyStrategy System, organizational structure, rule & regulation, incentive & reward scheme, appraisal, suggestion form, etc. Education & training, campaign, promotion, communication, feedback, guidance, coaching, management support, etc.
- 26. 26 Success Factors in KaizenSuccess Factors in Kaizen TeianTeian && Kaizen Event ImplementationKaizen Event Implementation Encourage interest & passion Skill DevelopmentMotivation Bottom- up activities Top & middle management support and participation, organizational structure, etc. Education & training, coaching, mentoring, etc. Understand vision, recognition, award, safety, etc.
- 27. 27 Upside Down Management SupportUpside Down Management Support Gemba Management support Customer Expectations Customer Satisfaction First-line workers Top Management
- 28. 28 Kaizen Event @ Kaizen DMAICKaizen Event @ Kaizen DMAIC Kaizen Event • A few days, highly structured and coached intense attack on waste in a process or work area by a small group When to use Kaizen • Waste sources have been identified (Low-hanging fruits) • The scope of a problem is clearly defined • Results are immediate and risk is minimal
- 29. 29 Kaizen Event @ Kaizen DMAICKaizen Event @ Kaizen DMAIC Page 29 to 46 is intentionally deleted. Please contact Lean Sigma Institute for a full article.