1. TOPIC :- KIAZEN
SUBMITTED BY:
AMARJEET SINGH
ROLL NO:-RE47B1A03
REG NO:- 7480070020
PRESENTATION OF TERM PAPER
2. Kaizen
Ongoing improvement involves everyone
Top management
Managers
Workers
A culture of supporting quality improvement
more important than the use of any specific tools
3. KAIZEN
•KAIZEN Means change for better
KAI-Change
ZEN-Better
•KAIZEN movement in an organization signifies small improvements made
in the status –quo as a result of on going efforts
•Once KAIZEN process sets in an organization, it leads to empowerment
and creativity starts functioning through every individual
•An organization using KAIZEN signals that the organization is committed to
encouraging improvements made by its personnel as an “ongoing
organizational
process”
4. 4
A definition:
Destroy, in our minds, the concepts
and techniques of manufacturing that
we practice today.
Create a vision of what our
production system and
manufacturing techniques should be.
Carry out that Vision by breaking
through the status quo.
5.
6.
7. Climate favors Kaizen
Sharp increase in the costs of material, energy,
and labor
Overcapacity of production facilities
Increasing competitions
Need to introduce new products more rapidly
Need to lower the breakeven point
8. Kaizen Culture
A corporate culture in which everyone can freely
admit these problems
A systematic and collaborative approach to
cross-functional problem-solving
Internal, Next process is customer
External, suppliers
9. Kaizen Culture
A customer-driven strategy for improvement
Quality, cost, schedule, and delivery requirements
Emphasis on process
Result is not the only thing and everything
Support and acknowledge people’s process-oriented
efforts for improvement
11. Hierarchy of KAIZEN involvement
Top Management
Be determined to
introduce KAIZEN
as a corporate
strategy
Provide support and
direction for KAIZEN
by allocating
resources
Establish policy for
KAIZEN and cross-
functional goals
Realize KAIZEN
goals through policy
deployment and
audits
Build systems,
procedures, and
structure conducive
to KAIZEN
Middle
Management
and Staff
Deploy and
implement
KAIZEN goals as
directed by top
management
through policy
deployment and
cross-functional
management
Use KAIZEN in
functional
capabilities
Establish,
maintain, and
upgrade
standards
Make employees
KAIZEN-
conscious
through intensive
training programs
Help employees
develop skills and
tools for problem
solving
Supervisors
Use KAIZEN in
functional roles
Formulate plans for
KAIZEN and provide
guidance to workers
Improve
communication with
workers and sustain
high morale
Support small-group
activities (such as
quality circles) and
the individual
suggestion system
Introduce discipline
in the workshop
Provide KAIZEN
suggestions
Workers
Engage in
KAIZEN through
the suggestion
system and
small-group
activities
Practice
discipline in the
workshop
Engage in
continuous self-
development to
become better
problem solvers
Enhance skills
and job-
performance
expertise with
12. THE KAIZEN UMBRELLA
Customer orientation
TQC (total quality
control)
Robotics
QC circles
Suggestion system
Automation
Discipline in the
workplace
TPM (total productive
maintenance)
Kamban
Quality improvement
Just-in-time
Zero defects
Small-group activities
Cooperative labor-
management relations
Productivity
improvement
New-product
development
13. HOW IS KAIZEN SYSTEM ORGANISED
Awareness
Status assessment
Planning for KAIZEN system
A) organizational structure (CEO, KAIZEN committee, facilitator,
evaluators and the team)
B) KAIZEN meetings
C) KAIZEN board/bulletin
D) KAIZEN implementation
1) Motivation
2) Human resources development
3) Improvement
4) Institutionalization
14.
15. Japanese perceptions of job functions (1)
Top Management
Middle
ManagementSupervisors
Workers
Improvement
Maintenance
Innovatio
n
Japanese perceptions of job functions (2)
Top Management
Middle
ManagementSupervisors
Workers
KAIZEN
Maintenance
18. FEATURES OF KAIZEN AND INNOVATION
KAIZEN Innovation
1. Effect Long-term and long-lasting
but undramatic
Short-term but dramatic
2. Pace Small steps Big steps
3. Timeframe Continuous and incremental Intermittent and non-
incremental
4. Change Gradual and constant Abrupt and volatile
5. Involvement Everybody Select few “champions”
6. Approach Collectivism, group efforts,
systems approach
Rugged individualism,
individual ideas and efforts
7. Mode Maintenance and
improvement
Scrap and rebuild
8. Spark Conventional know-how and
state of the art
Technological break-throughs,
new inventions, new theories
9. Practical
requirements
Requires little investment but
great effort to maintain it
Requires large investment but
little effort to maintain it
10. Effort orientation People Technology
11. Evaluation criteria Process and efforts for better
results
Results for profits
12. Advantage Works well in slow-growth
economy
Better suited to fast-growth
economy
KAIZEN Innovation
Japan Strong Weak
West Weak Strong
20. Innovation plus KAIZEN
Time
Innovation alone
Time
What should
be (standard)
Innovatio
n
Maintenance
What actually
is
What actually
is
Maintenance
What should
be (standard)
KAIZEN
Innovation
KAIZEN
Innovation
22. Another comparison of Innovation and KAIZEN
Innovation KAIZEN
Creativity
Individualism
Specialist-oriented
Attention to great leaps
Technology-oriented
Information: closed, proprietary
Functional (specialist) orientation
Seek new technology
Line + staff
Limited feedback
Adaptability
Teamwork (systems approach)
Generalist-oriented
Attention to details
people-oriented
Information: open, shared
Cross-functional orientation
Build on existing technology
Cross-functional organization
Comprehensive feedback
23. WESTERN AND JAPANESE PRODUCT PERCEPTIONS
Technolog
y Level
Preferred
Process
Product
Western
perceptions
Japanese
perceptions
High
technology
Technology-
oriented innovation
Innovative
product
KAIZEN-oriented
product
People-
oriented +
KAIZEN
Low technology +
KAIZEN
24. UPCOMING JAPANESE PRODUCT PERCEPTIONS
Technology
Level
Preferred
Process
Product
High technology Technology-oriented
innovation
Technology-oriented
KAIZEN
Technology-oriented
innovation
Technology-oriented
innovation
Technology-oriented
innovation
Low technology
25. KAIZEN SYSTEM WORKS ON THE
PRINCIPLES OF
Empowerment
•Zero (negligible) investment
•Self-development
•Listening
•Waste elimination
•Organizational support
26. EFFECTIVE KAIZENS
Eliminateany work that is dirty or dangerous
•Modifyor simplifyany work that consumes significant time or
resources
•Find anefficient wayof doing any work which is frequent or
common
•Eliminate wastein any area –do not believe that waste does not
exist
•Eliminate(at least reduce) waiting time.
•Make the work better, easier, faster and safer using
MISERconcept (merge, improve, simplify, eliminate and reduce)
•Improvethe work place by 5 S’s
•Copyeffective KAIZEN