13. Pre-requisites for Kaizen Discard conventional fixed ideas Don’t make excuses.Start by questioning current practices Correct it right away,if u make mistake Wisdom is brought out when faced with hardship Seek the wisdom of ten people rather than the knowledge of one Think of how to do it,not why it cannot be done Don’t seek perfection.do it right away even if for only 50%of target Don’t spend money for Kaizen use your wisdom Ask ‘WHY’five times and seek root causes Kaizen ideas are infinite
14. Waste identified Overproduction ahead of demand Unnecessary movements of materials and products Excessive inventories Production of defective products Idle time Over processing Unnecessary movement of people
15. Implementation of Kaizen Implemented by the supervisory staff and engineers Implemented by workers through quality circles and a suggestion system
16. Other activities Encouraging an active role in quality control Utilizing employee ideas and opinions in production processes Encouraging the practice of Kaizen in every work sphere
17. THE MODIFICATION Allowed plants to set their own annual production efficiency targets Method of determining production efficiency was changed Best standard time Reduce of long annual working hours Method of calculating the production allowance was altered for blue collor workers and removed for white collor workers
18. Reconstruction of the assembly line Construct an assembly line where workers could work easily and execute their operations Organizing a ‘human-centered’TPS Form a Kaizen mind in everyone so that he/she willingly does Kaizen
19. TARGETS The absence of any operations difficult to execute Quality and worker security assurance Efficiency in logistics Assembling a vehicle in the shortest time possible with minimum cost High investment returns
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