Kaizen, also known as continuous improvement, is an approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality.

1. Presented By
ASHRAF HAMEED

2. INTRODUCTION ABOUT KAIZEN
Kaizen is a Japanese term that means continuous improvement, taken
from words 'Kai', which means continuous and 'Zen' which means
improvement. Some translate 'Kai' to mean change and 'Zen' to mean good,
or for the better. Kaizen is one of the most commonly used words in Japan.
KAI+ZEN = CONTINUOUS IMPROVEMENT

3. Kaizen generates process-oriented thinking, since processes must be
improved before we get improved results. Kaizen is also people-oriented and is
directed at people's efforts. This contrasts sharply with the result oriented
thinking of most Western managers. In Japan, the process is considered just as
important as the obviously Intended result. In the US, generally speaking, no
matter how hard a person works, lack of results will result in a poor personal
rating and lower income or status. The individual's contribution is valued only
for its concrete results.
A process-oriented manager will be interested in:
1.Discipline.
2.Time management.
3.Skill development.
4.Participation and involvement.
5.Making the job more productive.
6.Morale.
7.Communication.

4. WAYS TO DEVELOP KAIZEN EYES
1. ASK NEW QUESTIONS
2. LOOK WITH A SPECIFIC PURPOSE
3. OBSERVE FROM MULTIPLE ANGLE
4. TAKE NOTES
5. COMPARE NOTES WITH NON SIMILER THINKING
INDIVIDUALS
6. VISIT AT DIFFERENT TIME
7. DESCRIBE TO ANOTHER PERSON
8. TRY TO WRITE WORK INSTRUCTION
9. STAND QUIETLY IN ONE PLACE AND OBSERVE
10. READ WIDELYAND DIVERSELY.

5. .
STANDARDIZED WORK
JIDOKA
HUMAN
DEVELOPMENT
JUST IN
TIME
TPS

6. INTRODUCTION ABOUT THE TPS
 The Toyota Production System (TPS) is an integrated Socio-Technical
System developed by Toyota, that comprises its management philosophy and
practices.
 The TPS organizes manufacturing and logistics for the automobile
manufacturer, including interaction with suppliers and customers.
 The system is a major precursor of the more generic “Lean Manufacturing.“
 The main objectives of the TPS are to design out overburden (MURI) and
inconsistency (MURA), and to eliminate waste (MUDA).
 The most significant effects on process value delivery are achieved by
designing a process capable of delivering the required results smoothly; by
designing out “MUDA" (inconsistency).

7. MURI :-
Unreasonable, impossible, overdoing and overburdened.
MURA :-
Any variation leading to unbalanced situations.
In short: UNEVENNESS, inconsistent, irregular.
Mura exists when workflow is out of balance and workload is inconsistent and
not incompliance with the standard.
MUDA :-
Any activity in your process that does not add value. MUDA is not
creating value for the customer. (In short :- Waste)
Type I MUDA: Non-value-added tasks which seam to be essential. Business
conditions need to be changed to eliminate this type of waste.
Type II MUDA: Non-value-added tasks which can be eliminated immediately.
K

8. KAIZEN IS ALLABOUTREMOVINGTHE
ABOVE THREE M (3M)

9. TYPES OF WASTAGES
In order to become a world-class company it is fundamentally
important to eliminate and to avoid all 7 types of waste in manufacturing
and also in service processes.
Transportation
Inventory
Motion
Waiting
Over-Production
Over-Processing
Defects (Scrap & Rework)

10. TRANSPORTATION
This includes the unnecessary
movement of information, products or
components from one area to another.
Unnecessary transport usually occur
together with unnecessary movement,
product damages, lost parts and
systems, which detect movements.

11. INVENTORY
Inventory is the quantity of
items on stock, which are required
to manufacture a product. These
goods also cause costs to the
company. When they are not used
they utilize valuable warehouse
space, may become obsolete and
may require raw materials, which
cannot be used for more important
goods. Competitive organizations
make sure that their system
controls the inventory, so that
money is not being wasted on
unwanted items or build groups.

12. MOTION
Unnecessary movements occur
when employee is moving around his
work space and as a result of this may
waste time and effort. All kind of
unnecessary motion is being caused by
poor working standard practices, poor
(not optimal) process design or work
area layout.

13. WAITING
Each step in a manufacturing
process is dependent on the upstream
and downstream stage processes. If
employees, equipment, information or
materials of the production process are
delayed, production time is wasted and
the cost of production will be
increased.

14. OVER-PRODUCTION
Overproduction arises when the
company is producing more than the
customer really requires. This may include
both the production of products or
components for which there are no orders,
as well as production of more items than
currently needed. This is the worst kind of
waste, because it usually multiplies other
kinds of waste. It increases rework rate,
inventory, processing, waiting, as well as
unnecessary motion and transportation.

15. OVER-PROCESSING
Over processing includes also extra
steps in the manufacturing process which
need to be taken. It can also mean
producing products of a higher quality than
required. This may be due to incorrectly
used equipment, errors in rework process,
poor process design or bad communication.
This can be also result of not checking what
are the real customers’ requirements.

16. DEFECTS
Rework is required when products
and components are defective or damaged
and they have to be reworked. Defects are
caused by bad manufacturing processes
(caused by human or machine errors).
Rework takes additional time and therefore
increases manufacturing costs of the final
product. In worst case scenario the items
have to be discarded

17. PDCA (DEMING CYCLE)
PDCA (plan-do–check–act) is an
iterative four-step management method
used in business for the control and
continuous improvement of processes
and products. It is also known as
the Deming circle/cycle/wheel,
Shewhart cycle, control circle/cycle,
or plan–do–study–act (PDSA).
This emphasis on observation and current
condition has currency with Lean
manufacturing/Toyota Production
System literature.

18. PLAN :-
Establish the objectives and
processes necessary to deliver results in
accordance with the expected output (the
target or goals). By establishing output
expectations, the completeness and
accuracy of the spec is also a part of the
targeted improvement. When possible
start on a small scale to test possible
effects.
DO :-
Implement the plan, execute the
process, make the product. Collect data
for charting and analysis in the following
"CHECK" and "ACT" steps.

20. KEY ELEMENTS
1. TEAM WORK
2. PERSONAL DISCIPLINE
3. IMPROVED MORAL
4. QUALITY CIRLES
5. SUGGESTION FOR
IMPROVEMENTS

21. BENEFITS OF KAIZEN
1. Saving in Energy, Materials and others resources.
2. Improvement of working environment.
3. Improvements in machine and process.
4. Improvements in JIGS and TOOLS
5. Capable to generate new Ideas.
6. Customer satisfaction.
7. Eliminations of wastages
8. Improvement in product quality.
9. Improvement in 5S
10. Improvement in self personality.

22. KAIZENRESULTS

24. MANAGEMENT’S ROLE IN KAIZEN IMPLEMENTATION
1. COMMUNICATE THE NEED TO CHANGES
2. DEMONSTARTE PERSONAL COMMITMENT TO PROCESS
IMPROVEMENTS.
3. EDUCATE AND TRAIN STAFF IN KAIZEN
4. PLAN AND MANAGE THE IMPROVENT PROCESS

25. KAIZENEVENTPROCESS

26. HOW TO IMPLEMENT KAIZEN
. EMPLOYEE IDENTIFIES PROBLEM, WASTE OR
OPPORTUNITY FOR IMPROVEMENT AND
WRITE IT DOWN
THE EMPLOYEE DEVELOPS AN
IMPROVEMENTS IDEA & DISCUSS WITH
SUPERVISOR

27. THE SUPERVISOR REVIEWS THE IDEA WITH
IN 24 HOURS & ENCOURAGES IMMEDIATE
ACTION
THE EMPLOYEE IMPLEMENTS THE IDEA
THE IDEA IS WRITTEN UPON A SIMPLE KAIZEN
SHEET

28. SUPERVISOR PUBLISHES THE KAIZEN AND
REWARDS WILL BE GIVEN