K Vinoadh Kumar 2010250025 S Madhavan 2010250012

M.E MSM College of Engineering Guindy Anna University, Chennai -25.

History of Kaizen Kaizen philosophy Kaizen strategy Major Kaizen systems and activities 13 Characteristics of Kaizen Company Kaizen program Gemba Kaizen & Kaizen Blitz Circle of influence and Circle of concern Flywheel Effect FIRO Hedgehog concept

After WWII, to help restore Japan - American experts rebuilding of Japanese industry Japanese Emperor Requested Sir Edward Deming further training in statistical tools Economic Scientific Section (ESS) Trained Japanese with TWI programs @ Detroit Before Japanese trip to Detroit Film titled Improvement in 4 steps film was showcased After learning as per request from Japanese emperor All management gurus came to Japan Started supplying transmission assembly TO FMC American customers started liking transmission assemblies supplied by Japan than American Reason Japanese manufacturers made parts were closer to specified tolerance levels whereas Americans work is within tolerance limits
Reference: Wikipedia.org

Encourages continuous, incremental changes in life Not letting a day pass without some form of improvement Kaizen philosophy also sees the business through two lenses; Kaizen maintenance - establishes the policies and rules that help maintain the performance levels set by the present managerial and operating standards.

Kaizen improvement - focuses efforts on the continuous improvement of existing standards and processes or the
innovation of new ones.

Reference: Kaizen by Chris Oritz

Single most important concept in Japanese management key to Japans competitive success Kaizen means continual small improvement or ongoing improvement involving everyone Primary goal simultaneous achievement of excellence in quality, cost and delivery all 3 conditions must be met to satisfy and support customer in the business

Reference: Web resource

Total quality control / Total quality management JIT / TPS TPM Policy deployment Suggestion system Small group activities

Major kaizen systems

Reference: Kaizen event planner by Karen Martin

5S Standardization Elimination of MUDA Gemba MUDA, MURA, MURI 5M Poka yoke SMED Takt time KANBAN

3 major activities of Kaizen

Common phrases in Kaizen environment

Reference: Kaizen event planner by Karen Martin

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

Value stream driven Total employee involvement Cross-functional teamwork 100 % focus Short duration Aggressive objectives Creativity before capital Waste elimination Rapid decisions and real-time buy-in Full time implementation New process training Built-in sustainability Workforce development

Reference: Kaizen Event Planner, Pg: 27-30

Focus - how you can incorporate kaizen events in your company Kaizen events - keeps the employees involved, accountable, and more importantly expecting more from them Kaizen events without vision and focus are like road trips not having a final destination key ingredients establishing kaizen program are as follows; 1. Create and communicate the vision 2. Establish the Kaizen Champion 3. Communication Boards and Newsletters 4. The Kaizen Governing Committee a. The kaizen champion b. The plant manager c. The production manager d. The engineering manager e. The materials manager f. The quality manager g. The facilities/safety manager h. The human resources manager

Reference: Kaizen, Pg: 8-25

4. Kaizen Team Selection a. Team Leader b. Team Members

i. ii. iii. iv. v. vi.

Process Engineer Quality Engineer Facilities/Maintenance Personnel Materials Handler Line Operators Management

5. Kaizen Event Tracking System 6. Kaizen Monthly Meetings

a. Discussion of open action items: 15 minutes b. Discussion of the last events results: 20 minutes c. Planning upcoming events: 30 minutes 7. Kaizen Event Supply Box

Reference: Kaizen, Pg: 8-25

Gemba = Workplace Gembutsu = Tangible objects in Gemba: machine, equipment, tools, jigs, fixtures, etc., Process of continuously; a. Going to workplace b. Identify the problem and its root cause c. Reduce / Eliminate Muda, Mura and Muri d. Solve the problem improve the solution Gemba Kaizen 3 approaches; a. Management oriented kaizen b. Group oriented kaizen c. Individual kaizen Gemba Kaizen Doctor and Patient analogy

Reference: Web resources

Managers define a problem label all the parts of the process that seem wasteful brainstorm ideas for the removal of said waste instantly implement the change to those who work in the operations Kaizen Blitz gives people an idea how much change can be created in a short period of time

Reference: Web resources

Management has two major components: maintenance improvement Under the maintenance function, management must first establish - policies, rules, directives & SOPs ensuring that everybody follows SOP Under the improvement function, works continuously towards revising the current standards once they have been mastered - establishing higher ones signifies small improvements as a result of coordinated continuous efforts by all employees

Reference: Selecting the right mfg tool for your organization by Ron Moore

The term 'flywheel effect' was coined by Jim Collins in his book, Good to Great. The metaphor of the flywheel emphasises the need to initiate and evaluate progress continually, which means there will be constant growth and development rather than fire-fighting in response to crises.

Reference: Good to Great by Jim Collins

3 circles equal size equally important 1st circle - what you can be the best at 2nd circle what drives your profit ? 3rd circle what are you deeply passionate about most important thing is in the middle intersection In order to be in the middle you cannot miss any one the 3 circles If you could live your life in that place - deeply passionate about your work

Reference: Web resource

The 7 Habits of Highly Effective People - Be a part of the

solution Not part of the problem "Habit 1: Be Proactive-when you feel powerless against life's forces - examine what you can do instead focusing on worries over which you have no real control notice all your concerns - determine where you can take action Focusing on what you don't like will be disempowering you Focusing on what you can do is proactive and empowering
Reference: The 7 habits of highly effective people, Stephen R Covey

FIRO tries to explain the relationship that every individual experiences while working in CFT project. As Kaizen respects people first, this is an important documentation (feedback) to be maintained in a Kaizen program.

Reference: Web resources