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KAIZEN

Introduction to KAIZEN
by

Amey .

on 8 October 2015

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Transcript of KAIZEN

Training program for....
KAIZEN
Trainer - Laxmikant Kathare
Methodology :
More Coaching

Action Based Learning

Simple Assignments

Team working

Case studies…but..

Participation is must
AT THE END OF THIS COURSE PARTICIPANTS WILL BE ABLE TO :
understand concept of Kaizen.
understand process of waste elimination and continuous improvement in our business.
understand problem solving tools and techniques for quality improvement.
understand aspects of kaizen system.
understand kaizen implementation aspects and Road Map for continuous improvement.
Kaizen Training Schedule :
Kaizen Training Schedule :
Kaizen Training Schedule :
Assumptions
We are people, not rabbits or alligators.
Silence means non-involvement.
This is a ‘can do’ group.
Problem is an opportunity for creativity.
“Show me” is a healthy attitude.
We are all learners (facilitator included).
We are all responsible for our own learning.
Learning is an interactive process.
We are open to new ideas.
Implementing “TQ” is fun.
7 Rules of Conduct
1.) Keep an open mind.
2.) Share responsibility.
3.) Respect each person & listen empathetically.
4.) Speak what you feel.
5.) Criticise ideas and not people.
6.) Ask questions & participate.
7.) Utilize time well & check the process.
Goal of any business is to have :
More recognition.
More customers.
More sales.
More profit .
Doesn’t mean :
"UN-TARGETED"-wanting to be HUGE.
Business Objective
To build an
"On-Purpose...On-Target!"
business, we can't shrink operations and can't sit and wait for something to happen.
Name 5 companies you
like.

Name 5 companies you
dislike.

Reason Please.....
Target for Perfect Organization
High Efficiency.
Highest Quality.
Faster Delivery.
Safe Work Environment.
More Value.
MAIN CONCERNS OF
MANUFACTURER AND CUSTOMER.
Quality
Cost
Productivity
Quality
Price
AVAILABILITY & SERVICE
Concerns of manufacturer and customer are generally not the same.
Customer usually has no concern for Company’s productivity & cost.
Quality is the only common concern.
IS CONCERNED ABOUT
IS CONCERNED ABOUT
TARGET FOR PERFECT ORGANIZATION
Only choice to achieve this target is...
To initiate
change.....
Methodology for Change
constant change for good =
How to improve continuously?
KAIZEN
What is Kaizen?
Kaizen is based on fundamentals of scientific analysis in which you -
Analyze
the elements of
a process
to understand how it works.
Discover how to influence or
improve it.
It represents work culture of industry.
It focuses on employee involvement.
History of Kaizen
Kaizen originated in
Japan in 1950
KAIZEN was been introduced and applied in Toyota by Mr. Imai in 1986 to improve efficiency, productivity and competitiveness in Toyota
Features of Kaizen
Widely Applicable
Highly Effective and result oriented.
A learning experience.
Team Based and cross functional.
Kaizen Model
Elements of Kaizen
TeamWork
Personal Discipline
Events Rewards and increase for morale
Problem solving tools
Suggestion system
1.) TeamWork
: Skillset for succesful team work
Questioning
persuading
respecting
Sharing
Helping
2.) Personal Discipline
Sustain a behavior that will result in an improvement.
You must make Kaizen a habit even though day-to-day activities.
Without discipline Kaizen is just a wish
With discipline Kaizen is a reality
3.) Increased Morale
Satisfaction For work in hand
Satisfaction For jobs completed
Positive Attitude
Creative Abilities
Initiative
Leadership
Decision making abilities
4.) Problem Solving
Small group of 5 to 10 people
Identify improvement opportunities
Analysis of problems
Generate & implement solution
5.) Suugestion Cycle
What are the benefits of Kaizen?
human motion
search time
mistakes
INVENTORY
REDUCE
motivation
quality
safety
space utilization
IMPROVE
What are the benefits of Kaizen?
Kaizen vs. Innovation
Science
Technology
Design
Production
Market
Innovation
Kaizen
Requirements for Kaizen implementation.
1) Support FROm Management.
2) Initiative to change.
3) Customer driven approach.
4) System’s approach.
6) Self discipline.
5) Knowledge of Kaizen tools and techniques.
Kaizen roles and responsibilites.
Roles and responsibilities of...
Top Management
Introduce KAIZEN as a corporate strategy
Provide support and directions
System and Policy establishment
Audits and reviews
Roles and responsibilities of...
Managers
Implement KAIZEN goals
Establish, maintain, and upgrade standards.
intensive training programs.
Help employees develop skills.
Supervisor
Roles and responsibilities of...
Plan and guide operating staff.
Small group activities.
Provide KAIZEN suggestions.
Supervisor
Roles and responsibilities of...
Small group activities.
Skill development.
Practice discipline in the workshop.
Self development for problem solving.
Kaizen : Scope/Coverage
Kaizen covers a most of the Japanese practices
It is termed as
"Kaizen Umbrella."
Customer orientation
Customer satisfaction is the one of the key objectives of Kaizen
TQC (total quality control)
Continuous improvement of various processes in organization
Automation
It focuses on Low cost automation
QC circles
Small group of people to identify and implement Kaizen in workplaces
Kaizen Umbrella
Suggestion system
- Improvement suggestions to increase the involvement of employees.
Discipline in the workplace
- To Sustain a behavior that will result in an improvement.
TPM (Total Productive Maintenance)
- To ensure stoppage free machines .
5S
- A workplace management technique.
Kaizen Umbrella
Kanban
- Kanban is a system to control the logistic chain from a production point of view
Quality improvement
- Improvement in quality of product/process/service
Just-in-time
- Visual management tool for in process inventory
Zero defects
- POKA YOKE for defect prevention.
Kaizen Umbrella
Kaizen - Implementation Methodology
Plan

Set objectives and agree on actions.
Do

Implement the action.
Check

Review actions and results.
Act

Assure the process and take corrective action.
It’s not just a cycle, it’s a

“Way of thinking!”
Tools of Kaizen
Activity Network Diagram
-

To allow a team to find the most efficient path.

Affinity Diagram
- To allow a team to generate large number of ideas or issues.

Cause and Effect Diagram
- To find out the root cause/constraints
Kaizen Methods
Kaizen Methods
TOYOTA, originator of JIT concept, defines waste as
“Anything other than the minimum amount of equipment,
material, parts & working time absolutely essential to
production.”
Elimination of Waste
Defects
transport
Over Production
Movement
Waiting
Over Process
Inventory
Lost Creativity
Types of waste
Kaizen Methods
Kaizen Methods
5s - Work Place Improvement
Kaizen Methods
Visual Control
Kaizen Methods
Poka - Yoke
POKA
: INADVERTENT ERRORS

YOKERU
: TO AVOID

FOOL PROOFING, MISTAKE PROOFING
Human Errors are usually unintentional
POKAYOKE Devices help to avoid Errors & reduce defects.
POKAYOKE helps build Quality into the Process.

Kaizen Methods
Total Productive Maintenance
Break Down Maintenance

=

Restore equipment condition after break down
Preventive

=

1. Regular Inspection to see anything is wrong


Maintenance

2. Repair before break-down
Productive

= Preventive Maintenance

Maintenance

+

Consideration of over - all efficiency and
effectiveness of equipments
T.P.M

= Productive Maintenance
+
Total Participation of all concerned

Kaizen Methods
Cell Working
Special case of product-oriented layout

– in what is ordinarily a process oriented facility
Consists of different machines brought together to make a product
Temporarily arrangement only

Kaizen Methods
SMED

SMED is a theory and set of techniques that make it possible to perform equipment setup and
changeover operations in under 10 minutes
– in other words, in the single-minute range.

SMED is revolutionary process in manufacturing developed by Mr. Shigeo Shingo.
Single minute exchange of Dies
is the systematic technique used for SET UP TIME REDUCTION in ANY Process

This technique facilitates QUICK CHANGE OVER from one batch to another.

CHANGE OVER TIME MEANS - The time between the last piece off a run and the first good piece off the “NEXT RUN”.
Why SMED?
Reduced Batch Sizes
REDUCED W.I.P STOCK
INCREASED FLEXIBILITY
REDUCED LEAD TIME
IMPROVED QUALITY
REDUCED WASTE
INCREASED CAPACITY
Kaizen Methods
Kanban
KANBAN

- JAPANESE WORD FOR

“CARD”

USED AS A MEANS OF COMMUNICATING A NEED FOR MATERIALS.
CUSTOMER PULLING THE MATERIAL
NO EXCESS INVENTORIES
ALL OPERATIONS ARE SYNCHRONISED
DISRUPTION CAUSING ELEMENTS ARE EXPOSED LEADING TO CORRECTIVE ACTIONS LIKE

* BETTER HOUSEKEEPING
* SKILL DEVELOPMENT
* VISUAL CONTROLS
* QUICK SETUP CHANGES
* STANDARD OPERATIONS
* POKAYOKE
* QUALITY ONLINE
* TOTAL PRODUCTIVE MAINTENANCE
* UNIFORM PLANT LOAD
* KANBANS
ONLY SCHEDULING THE FINAL ASSEMBLY
LOW LEAD TIME

If we Sell Daily then we should aim to Build Daily.
Kaizen Methods
Low Cost Automation
The main objective of Low Cost Automation is to
improve the productivity and efficiency of labour
(fatigue reduction) without heavy investment on capital equipment.
to produce quality products, to reduce the cost of production and to deploy labour to the best advantage.
- Techniques in LCA :
Fatigue Reduction
Productivity Improvement
Capacity Enhancement
Quality Consistency

Control of Foundry Ladle
VA / NVA Analysis
Value Stream Mapping is...
Define the boundaries.
“Walk” the process.
- Identify tasks and flows of material and information between them.
Gather data.
- Identify resources for each task and flow.
Create the “Current State” map.
Define the value.
Analyze current conditions
- Identify value added
- Identify waste
Visualize “Ideal State”
Create the “Future State” map
- Change process to eliminate waste and maximize value
Develop action plans and tracking

Value-Added Activities
Transforms or shapes material or information
Customer wants it
Done right the first time
Value Defined
Waste
Consume resources but create no value for the customer
Pure waste
Non-Value Added But Required
No value created but required by current technology
No value created but required by current thinking
No value created but required by process limitations
Results during Improvement
resource Distribution
Initial Process
General Process Reduction
Waste Only Reduction
Value Creation
Avoid Following
Taboo Phrases
When talking about improvements never say:

1. “Do it yourself!”
2. “We can’t get costs any Lower.”
3. “This is good enough.”
4. “I’m too busy to do it:’
5. “That’s not part of my job’
6. “I can’t do it” or It won’t work’
7. “It’s your responsibility, not mine’
8. “We’re already doing fine. We don’t need to change

Ten Arguments That Need To Be Addressed
1) Kaizen won’t do any good!
2) It sounds like a good thing, but we still don’t want to do it!
3) Looks good on paper, but...
4) Costs are already as low as they can possibly get!
5) But we’ve already been doing things that way!
6) We don’t want people looking over our shoulders and telling us what to do!
7) We can’t lower costs any more without lowering quality!
8) Everything is going just fine now. Why change it?
9) That’s a lousy idea! We already tried that 20 years ago!
10) Look, we understand this stuff better than anybody (so don’t tell us what to do).
If an employee lives with appreciation he learns to make an extra effort

If an employee lives with leadership she learns how to take initiative

If an employee lives with openness he learns how to be honest

If an employee lives with experimentation she learns how to be innovative

If an employee lives with clear values he learns how to set priorities

If an employee lives with customer respect she learns how to provide outstanding service.
If an employee lives with encouragement he learns to be confident

If an employee lives with positive vision she learns how to perform miracles

If an employee lives with challenge he learns how to master "change”
EMPLOYEES LEARN WHAT THEY LIVE
FOUR PHASES OF ORGANIZATIONAL CHANGE
Preparational
Technical Transition
Behavior Transition
Institutionalization
COST BENEFIT ANALYSIS

BUDGETS AND MANPOWER
 
HARDWARE SOFTWARE
 
OVERVIEW EDUCATION
TEAMS ARE FORMED
 
TASKS ARE IDENTIFIED
 
SCHEDULES CREATED

RESPONSIBILITY ASSIGNED
EXPERTS HIRED

SYSTEMS EQUIPMENT/MAINTENANCE

DATA BASE CREATED  

PUSHBUTTON TRAINING
HARDWARE INSTALLED

PROGRAMS DEBUGGED

SYSTEM CUT-OVER

STABILIZE SYSTEM
ON THE JOB TRAINING

“CORE.USERS” ON BOARD

TOP MANAGEMENT SUPPORTS WITH UNDERSTANDING!

CRITICAL MASS IN SYNCHRONISATION.
PILOT PROJECTS SUCCESSFULLY COMPLETED

NEW VALUES ARE UNDERSTOOD

OLD SYSTEMS/PROCEDURES LARGELY ABANDONED

ALL MAJOR TECHNICAL CAPABILITIES IN USE
THE SYSTEM IS “ESTABLISHED"

THE NEW VALUES ARE INTERNALIZED

UNIQUE PROBLEM I ORIGINAL RESPONSE
SOPHISTICATED APPROACHES DEVELOPMENT

ADVANCED TECHNIQUES INCORPORATED

NEXT GENERATION ACTIVITIES STARTED
Unfreezing
Learning / Changing
Refreezing
Full transcript