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Kaizen
- 1. KAIZEN GEMBA
- 2. CONTENTS • • • • • • • BASIC CONCEPT KAIZEN TOOLS GEMBA 5 GEMBA PRINCIPLES LOW COST APPROACH GROUND RULES BENEFITS OF KAIZEN GEMBA
- 4. Kaizen Gemba The concept of Kaizen was given by Masaki Imai who was more a practitioner rather than a philosopher. Kaizen means continuous improvement. Gemba is a Japanese word meaning 'real place,‘ where the real action takes place.
- 5. Who does KAIZEN ? Why ? 5 http://www.kaizen.com/
- 6. KAIZEN TOOLS • • • • • Quality Circle PDCA 5S Kanban-Lean Manufacturing-Just In Time Poka Yoke-Mistake Proofing-Zero Quality Control by humans.
- 7. • So,we all are well aware about various Kaizen Tools which when applied will help to achieve quality. • But friends…..the question is – Where to apply these tools??????
- 8. KAIZEN GEMBA • The answer is- Gemba. • Where can the value addition be done?? 1. While developing a product. 2. While producing/manufacturing. 3. While selling. • Management gives more importance to 1 & 3. • Customer Point of View-2 is more important. • For balance-Gemba required.
- 10. 1
- 12. 2
- 13. Gembutsu
- 14. 3
- 15. Countermeasures
- 16. 4
- 17. ROOT CAUSE
- 18. 5
- 19. Gemba KAIZEN - Low cost approach In order to solve problems found in gemba, today’s managers often try to apply sophisticated tools and technologies to deal with problems that can be solved with a commonsense, low-cost approach.
- 20. 2 APPROACHES
- 21. Ground rules for practicing Kaizen in gemba: 1. Housekeeping, 2. Muda elimination. 3. Standardization.
- 22. 1. Housekeeping Housekeeping is an indispensable ingredient of good management. Through good housekeeping, employees acquire and practice self-discipline. Employees without selfdisciplines make it difficult to provide products or services of good quality to the customer.
- 23. 5S is a method for organizing a workplace, especially a shared workplace (like a shop floor or an office space), and keeping it organized. 23
- 24. 2. Muda elimination In Japanese, the word muda means waste. Any activity that does not add value is muda. People in gemba either add value or do not add value. This is also true for other resources, such as machines and materials. Muda elimination can be the most costeffective way of improving productivity and reducing operating costs.
- 25. 3. Standardization • Standards may be defined as the best way to do the job • Products or services are created as a result of a series of processes. Certain standard must be maintained at each process in order to assure quality. • Standards also can prevent recurrence of the same problem 25
- 26. Benefits of kaizen Kaizen Reduces Waste like inventory waste, time waste, workers motion Kaizen Improves space utilization, product quality Results in higher employee moral and job satisfaction, and lower turnover. Toyota is well-known as one of the leaders in using Kaizen. In 1999 at one U.S. plant, 7,000 Toyota employees submitted over 75,000 suggestions, of which 99% were implemented. 26
Hinweis der Redaktion
- Basically,a system focussing on small,gradual and frequent improvement over long term with minimum financial investment and participation by everyone in the organization.Stresses on continuous improvement and total participation.
- Kaizen== means continuous improvement.The word implies improvement that involves everyone—both managers and workers—and entails relatively little expense. Gemba == is a Japanese word meaning 'real place,' where the real action takes place. In business, Gembais the ‘shopfloor’ or ‘production place’ where the value-adding activities to satisfy the customer are carried out.
- The answer is- Gemba.Where can the value addition be done??1. While developing a product.2. While producing/manufacturing.3. While selling.Management gives more importance to 1 & 3.Customer Point of View-2 is more important.For balance-Gemba required
- 1. When a trouble (abnormality) happens, go to gembafirst
- Gembutsu¸another Japanese, means some tangible things on which you can put your hands. If a machine is down, the machine itself is gembutsu. If a customer is complaining, the customer is gembutsu.
- For instance, if the machine is down, you have to get it started because the show must go on. Sometimes you kick the machine to get it started. If a customer is angry, you will need to apologize, or even give some gift to appease. But these are only temporary measures and do not address the real issue, which leads to the next point.
- By repeating the question “why” several times, you can find out the root cause of the problem.
- Once you identify the root cause, and come up with a countermeasure, you should standardize such a countermeasure so that the same problem will not recur.
- In order to solve problems found in gemba, today’s managers often try to apply sophisticated tools and technologies to deal with problems that can be solved with a commonsense, low-cost approach.
- There are two approaches to problems solving. The first involves innovation – applying the latest high-cost technology, such as state-of-the art computers and other tools, and investing a great deal of money. The second uses commonsense tools, checklists, and techniques that do not cost much money. This approach is called kaizen. Kaizen can achieve significant improvement as an essential building block that prepares the company for truly rewarding accomplishments.
- Housekeeping is an indispensable ingredient of good management. Through good housekeeping, employees acquire and practice self-discipline. Employees without self-disciplines make it difficult to provide products or services of good quality to the customer.
- Phases of 5SThere are 5 primary phases of 5S: sorting, straightening, systematic cleaning, standardizing, and sustaining. Additionally, there are three other phases sometimes included; safety, security, and satisfaction.Sorting (Seiri)Eliminate all unnecessary tools, parts, and instructions. Go through all tools, materials, and so forth in the plant and work area. Keep only essential items and eliminate what is not required.Straightening or setting in order / stabilize (Seiton)There should be a place for everything and everything should be in its place. The place for each item should be clearly labeled or demarcated. Items should be arranged in a manner that promotes efficient work flow, with equipment used most often being the most easily accessible. Sweeping or shining or cleanliness / systematic cleaning (Seiso)Keep the workplace tidy and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. This makes it easy to know what goes where and ensures that everything is where it belongsStandardizing (Seiketsu)Work practices should be consistent and standardized. All work stations for a particular job should be identical. All employees doing the same job should be able to work in any station with the same tools that are in the same location in every stationSustaining the discipline or self-discipline (Shitsuke)Maintain and review standards. Once the previous 4 S's have been established, they become the new way to operate. Maintain focus on this new way and do not allow a gradual decline back to the old ways. While thinking about the new way, also be thinking about yet better ways.
- In Japanese, the word mudameans waste. Any activity that does not add value is muda.People in gembaeither add value or do not add value. This is also true for other resources, such as machines and materials. Mudaelimination can be the most cost-effective way of improving productivity and reducing operating costs.
- Standards may be defined as the best way to do the jobProducts or services are created as a result of a series of processes. Certain standard must be maintained at each process in order to assure quality.Standards also can prevent recurrence of the same problem
- Kaizen Reduces Waste like inventory waste, time waste, workers motion Kaizen Improves space utilization, product qualityResults in higher employee moral and job satisfaction, and lower turn-over.Toyota is well-known as one of the leaders in using Kaizen. In 1999 at one U.S. plant, 7,000 Toyota employees submitted over 75,000 suggestions, of which 99% were implemented.Companies like Milton Plastics, Jollyboard (maker of hard and softboards), and very recently, the Taj Group of Hotels, have successfully implementedKaizen.Jollyboard has been able to reduce its workforce by half, increase its production by 40 per cent and revenues by 20 per cent after they have started practising Kaizen.