Kaizen study material

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KAIZEN – AN AWARENESSTraining of Trainers on TQM
AWARENESS
Dr. K. Narashiman,
AU – TVS Centre for Quality Management,
Anna University
knman@annauniv.edu
KAIZEN

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KAIZEN – AN AWARENESS
1. What is Kaizen ?
2. Kaizen & Innovation
3. Categories of Kaizen ?
4. Why Kaizen ?
5. Who is to practice Kaizen ?
6. When and Where Kaizen can be used ?
7. How to practice Kaizen ?
8. Kaizen - A Philosophy of TQM
9. Kaizen in ISO 9001 : 2000
10. Kaizen in ISO 9004 : 2000
11. Examples.
CONTENTS

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1. WHAT IS
KAIZEN ?
KAI ZEN
To modify, to change Think, make good, make
better
= KAIZEN
Make it easier by studying it, and making the improvement
through elimination of waste.
+
Contd…

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Kaizen means creating a place where employees feel better
at work
- Y. Yasuda
There are a number of paths to achieve our purpose. A
good Kaizen aims at finding the shortest and best path,
seeking a better method, in requirements with the actual
situation
1. WHAT IS KAIZEN ?
Contd...
Contd…

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The Kaizen philosophy implies that
• Whatever we do can be continuously improved-be it our working
life or personal life
• Kaizen is something that anybody can do , every operator must
devote time for making improvements
• Kaizen means looking at everyday work in a new way, seeking
out areas, aspects of work to improve upon. It represents the
struggles on the job, and the means adopted to overcome these
struggles – with intuition, creativity, resourcefulness, common
sense and determination – to break the status quo.
• Kaizen, in essence, means adopting a new way, not just of doing
work, but a new way of thinking, one in which problems are not
shunned but eagerly sought out, welcomed and solved.
Contd…
1. WHAT IS KAIZEN ? Contd...

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Continuous Improvement
Continual Improvement
1. WHAT IS KAIZEN ?
Contd...

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2. KAIZEN & INNOVATION
# Parameters Kaizen Innovation
1 Effect Long-term and undramatic Short-term and dramatic
2 Pace Small Steps Big steps
3 Time Frame Continuous and incremental Intermittent and non-incremental
4 Change Gradual and constant Abrupt and volatile
5 Involvement Everybody Select few champions
6 Approach Collective, group efforts, systems
approach
Rugged individualism, individual ideas
and effect
7 Mode Maintenance and Improvement Scrap and rebuild
8 Spark Conventional Know-how and State-of-
art
Technological breakthrough, new
inventions, new theories
9 Practical
requirements
Requires little investment but a 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

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3. CATEGORIES OF KAIZEN
1. Individual oriented Kaizen (suggestion system)
2. Group/oriented Kaizen (suggestion)
- QC circles
- Zero Defect Groups members
3. Management oriented Kaizen (suggestion)
- From management

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4. WHY KAIZEN ?
Time
CPI Project
Time
CPI
Time
Savings
Savings
Savings
Process
Improvement
Project
Implemented
Maintenance of
Process
Performance
Kaizen
CPI (Continual Performance Improvement)
• Data Driven Methodology to Magnify Impact of
Process Improvement
• Apply Control Techniques to Eliminate Erosion of
Improvements
• Proceduralize/Standardize Improvements for
Improved Maintenance of Critical Process Parameters
Kaizen
• Use Small Teams to Optimize Process
Performance by Implementing Incremental Change
• Apply Intellectual Capital of Team Members Intimate
with Process
CPI Projects Emphasize
Control and Long Term
Maintenance
Kaizen Projects
Emphasize Incremental
Improvements
Contd…

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a genuine Kaizen is very simple, the simplest way to
achieve the purpose
is effective
has a wide range of applications
is ingenious – represents a new idea. Looks (at a
situation) from another viewpoint not explored before
eliminates causes of problems
solves problems affecting many activities
4. WHY KAIZEN ? Contd…
Contd…

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 simplifies the methods and means of use
 costs very little money, if any, to implement
 uses existing resources fully, to their best
 corresponds to departmental and company goals
and policies
 does not cause any negative side effects or
problems in any other area
Contd…

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 Make the job easier
 remove drudgery from the job
 make the job safer
 make the job more productive
 improve product/job/service quality
 improve response time
 reduce cost
 improve delivery time

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5. WHO SHOULD DO KAIZEN ?
 Management must support the participation of all, by
greating the structures, by training people, and by being
receptive to ideas. Most of all, they must focus on the
character of Kaizen and not just on money saved. They must
value the involvement of the employee, per se.
Indicators of 1. No. of Kaizens submitted
progress 2. Percentage of employees participating
““ Involvement represents a new dimension in working.Involvement represents a new dimension in working.
People are truly involved when they have a creative contributionPeople are truly involved when they have a creative contribution
to make in their job and find ways to do it better “to make in their job and find ways to do it better “
- from JHRA- from JHRA

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6. When and Where Kaizen can be
used ?
 All the time
 Literally Everywhere
Application of Kaizen
…this can be applied anywhere,Site,
Offices,Workshop,Stores?

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What
Why
How
Action
Plan
Check
Do
Definition of Problem
Confirmation of Result
Standardization
I mplementation
Analysis of Problem
I dentification of Causes
Planning Countermeasures
7. HOW TO PRACTICE
KAIZEN ?
Contd…

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Kaizen can look for reduction of
 Overproduction
 Delays (waiting time)
 Transportation
 Process
 Inventories
 Motions
 Defective products
 Untapped resources
 Misused resources
9 Wastes
7. HOW TO PRACTICE KAIZEN ?
Contd…
Contd…

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EVALUATION
# Norm Considered 100
1. Creativity & originality 20
2. Effort put in evolving the new method 20
3. Adaptability
(Feasibility of imple. & acceptance ) 10
4. Indirect contribution
(to quality, productivity cost , safety etc.,) 10
5. Economic impact (reduction in time cycle , 40
processes, saving of resources etc.,)
7. HOW TO PRACTICE KAIZEN ?
Contd…

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 TQM is a philosophy and takes about a decade
for a traditional organization to demonstrate the
destination less journey.
 The journey starts with a clarity on why are we?
where are we? And Where do we want to go?
The practice of Kaizen is mandatory for the very
purpose of survival leave alone growth. Growth
calls for accelerating the pace of kaizen.
Contd…

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ORGANISATIONAL NEED - EFFECTIVENESS
 Truly world class companies must have world class processes and
produce QCDSM results of a high order
 Kaizen activity fulfils this purpose through the accumulation of a very
large number of small improvements, which build on each other to
produce significant benefits
 Kaizen is not concerned so much with bigness as with broadness.
Generating an economic benefit alone, through a big Kaizen, is not the
true purpose. Each improvement, even a modest one, is recognized and
valued for its own merit. The emphasis is on contribution to the
improvement and well-being of the organization, rather than on financial
figures
Contd…
Contd…

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PARTICIPATION BY ALL
 TQM means quality management by everybody. Hence
everyday must take part in making improvements at one’s own
workplace
 Allowing people to participate in making many, continuous
improvements
 When work is regularly done according to standards, it is
natural to observe a better way. In fact, it is difficult to conceive
how one can work the same way, day after day, without thinking
of a way to improve the method. Hence, Kaizen is natural, and it
is possible for everybody to participate
Contd…
Contd…

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ENABLING EMPLOYEES REALISE THEIR
POTENTIAL At the heart of TQM is the principle of Respect for
People , which translate into enabling people to fully
realize their potential as human beings
 Founded on trust in the inherent capabilities of every
individual
 work is as spontaneous, voluntary, natural and
joyful as play
 everyone possesses creativity and intuition, and
is naturally inventive
 everyone works towards achievement and
creation of a better working order
Contd…

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9. KAIZEN in ISO 9001 :
2000
One of the 8 principles of QMS of ISO 9001:2000 is
 Continual Improvement
The important clause focusing on Kaizen is
 8.5.1 Continual Improvement
The organization shall continually improve the
effectiveness of QMS through the use of Quality
Policy, Quality Objective, Audit results, analysis of
data, corrective and preventive action,
management review.

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10. ISO 9004 : 2000
Annexure B – Process for Continual Improvement.
 Fundamental ways
 Breakthrough projects
 Small step ongoing improvement activities
 Breakthrough projects include
 Definition of objectives
 Analysis of existing process
 Definition and planning of improvement
 Implementation of improvement
 Verification and validation
 Evaluation of the improvement
Contd…

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 Small step ongoing improvement activities
 Reason for improvement
 Current situation
 Analysis
 Identification of possible solutions
 Evaluation of effects
 Implementation and standardization of solution
 Evaluation of effectiveness and efficiency
Contd…
10. ISO 9004 : 2000
Annexure B – Process for Continual Improvement. Contd…

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 Activities to Facilitate of involvement of people
 Forming small groups with leaders
 Allowing people to control and improve their
workplace
 Developing people’s experience, knowledge and skill
Contd…
10. ISO 9004 : 2000
Annexure B – Process for Continual Improvement. Contd…

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11.
EXAMPLES

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11.
EXAMPLES
Contd…

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11.
EXAMPLES
Contd…

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11.
EXAMPLES
Contd…

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Example 5. Visual Control & the Workstation
Ergonomics
• Adapt the workstation to the
employee
- more security
- more comfort
• Reduce waste
- excessive fatigue
- useless efforts & movement
- less physical constraints
11.
EXAMPLES

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1. What is Kaizen ?
2. Kaizen & Innovation
3. Categories of Kaizen ?
4. Why Kaizen ?
5. Who is to practice Kaizen ?
6. When and Where Kaizen can be used ?
7. How to practice Kaizen ?
9. Kaizen in ISO 9001 : 2000
10. Kaizen in ISO 9004 : 2000
11. Examples.
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