Its complete details about kaizen technique for a national bank.

1. By
PADIGA AKHILESH GO6155
SACHIN PATIL GO6157
PEKETI PADMAKANTH GO6159

2.  KAIZEN means continuous improvement
 Focus on gradual and continuous
improvement
 Never ending efforts for improvement
involving everyone in the organization

5. KAIZEN FACTORS
• Great attention paid to customer
•Efficient stock control
requirements and needs
methods help reduce costs
•Flexible working practices
and improve cash-flow
and empowerment – help
increase efficiency, reduce
•Leadership seen as vital.
costs and improve
Ability to communicate a
motivation
clear vision, take people
•Fundamental principles –
often with the vision and
alongcharacterised as ‘lean
production’ – reducing waste,
to think about where the
•Punctuality in high qualitydelivery,
zero defects, all aspects –in
company needs to be
supply, manufacture, etc. stages
control measures at all
5, 10, 15 and 20 years

6. TOP MANAGEMENT
MIDDLE MANAGEMENT
SUPERVISOR
WORKER

7. • Get rid of all old assumptions.
• Don't look for excuses, look for ways to make things
happen.
• Say "NO" to the status quo.
• Don't worry about being perfect - even if you only get it
half right " start NOW!
• It does not cost money to do KAIZEN.
• If something is wrong "Fix it NOW.
• Good ideas flow when the going gets tough.
• Ask "WHY" five times - get to the root cause.
• Look for wisdom from Ten people rather than one.
• Never stop doing KAIZEN.

8. CONDITIONS FOR SUCCESSFUL
IMPLEMENTATION OF KAIZEN
• Top management commitment
• Top management commitment
• Top management commitment
• Setting up an organization
dedicated to promote it
• Appointing the best available
personnel to manage the kaizen
process
• Conducting training and education
• Establishing A step by step process

9. • 3M’S CONSIDERED WITH
4M’S
3M’S METHODOLOGY
• MURA-UNEVENESS
• MURI-OVERBURDEN
• MUDA-WASTEFUL
4M’S
• MAN,MONEY,METHOD,
MACHINERY

10. • Its reduces waste
• Immediate results
• Kaizen improves
– Space utilization
– Product quality
– Use of capita
– Communications
– Production capacity
– Employee retention

11. CASE STUDY

12. • A national bank uses a five day kaizen approach to attack process speed and
efficiency problems
• A cross functional team is selected for the event.
• Project is well defined in the beginning itself
KAIZEN
DAY 1 FULL OF PROBLEMS DAY 5 SOLUTIONS FOR PROBLEMS

13. KAIZEN SCHEDULE
DAY 1:(discussion on goals to be
achieved)
• Training participants on topics
that cover basic concepts
related to the GOAL
• Teaching relevant lean or six
sigma concepts and reviewing
relevant data

14. KAIZEN SCHEDULE
DAY 2: (unit walk)
• Discussion on the problems
and situations being
studied
• Group visits each portion
of process-cross functional
representation may find
insights of the area.

15. KAIZEN SCHEDULE
DAY 2: VALUE STREAM MAP:
It captures the basic process steps such as
• Cycle time
• Number of steps
• Rework loops
• Queuing delays
• Work in progress
• Transportation time

16. KAIZEN SCHEDULE
DAY 3: identifying solutions
• Designed for clarifying
problems and brainstorming
solutions.
• The team reorganized and
create a SHOULD map to solve
the identified problems
• Developing action plans for
implementing solution

17. KAIZEN SCHEDULE
DAY 4(applying the
solutions)
• Used to test the solutions
• The group quantifies the
improvement if the
proposed changes are
implemented to reduce
the specified problems

18. KAIZEN SCHEDULE
DAY 5:(prepare findings in
formal report)
The participants prepare
and present their findings to
the sponsor in a formal
report out session.

19.  Internal consultant will MAKING IT WORK
assist the team
 Group are expected only
to get through the
simulation and piloting
of solution
 Problems are solved
based on priority for the
business as a whole

20. • Cycle time – 30% faster to 95% faster RESULTS
• One administrative process-20 min to
12 min
• Complaint resolution-30days to 8days
• Fiscal indicators +ve
• New revenue-USD 6million to USD
9million
• Other projects led to cost reduction
saving hundreds of thousand of dollars

21. •
CONCLUSION
Power full improvement tool as
people are isolated from their
day to day activity and allowed
to concentrate all their
creativity and time on problem
solving and improvement.
• Gains immediate productivity
and quality.

22. DISCUSSION
1. What are the characteristics of the bank kaizen event
2. Discuss the kaizen model followed by the bank
3. What are the Results achieved by the bank by this Kaizen
event?
4. Why do you consider the kaizen event to be powerful?

23. CHARACTERISTICS
• Permanent change in method
• Continuous idea generation
• Easy process
• Immediate application
• Huge benefits and wealth generation
• TOTOAL QUALITY in terms of Working
procedure
• Improving cycle times, process, wealth,
resolution solvation
• Cross functional representation.
• Coordination

24. Type of KEIZEN-CUBE
• As the given model is a cross functional
KEIZEN type of CASE it needs
improvements form all the sides and all
the people from different groups.
• A cube kaizen would be to make
improvements “up and down” from the
plane, or upstream and downstream by
including each and every aspects
• Other types are point, line, plane

25. • Cycle time – 30% faster to 95% faster RESULTS
• One administrative process-20 min to
12 min
• Complaint resolution-30days to 8days
• Fiscal indicators +ve
• New revenue-USD 6million to USD
9million
• Other projects led to cost reduction
saving hundreds of thousand of dollars

26. KAIZEN EVENT TO BE POWERFUL
• Immediate effect and results
• Fast problem resolution
• Very cheap tool yet, the most powerful for
wealth creation
• Quick and continuous improvement in the
process
• People allowed to concentrate all their
creativity and time on problem solving and
improvement.
• Generate energy among those who work
in area being improved and produce
immediate gains.