SMT N.C. GANDHI & B.V.

GANDHI MAHILA
ARTS & COMMERCE COLLEGE
NAME: FORAM SHAH.
IMPLEMENTATION OF KAIZEN IN
TOPIC:
INDUSTRIES.
CLASS: BMS 3, SEM 6.
ROLL NO: 28.
SUBMITTED TO: Mr. PRADEEP GOHIL.
DATE: 15th JANUARY, 2012.

FLOW OF PRESENTATION
o INTRODUCTION TO KAIZEN.

o WHAT IS KAIZEN?
o DEFINITION OF KAIZEN.
o EXAMPLE OF KAIZEN.

o FEATURES OF KAIZEN.
o 3 PRINCIPLES OF KAIZEN.
o KAIZEN CYCLE.

o IMPLEMENTATION OF KAIZEN IN INDUSTRIES.

o CASE STUDY OF KAIZEN.
o CONCLUSION.

o REVIEW OF THE PRESENTATION.

o BIBLIOGRAPHY.

INTRODUCTION TO KAIZEN

= KAI= CHANGE

= ZEN= GOOD
KAIZEN = Good Change Or Continuous Improvement

 Masaaki Imai is known as the developer of

KAIZEN.
KAI means change or the action to correct
ZEN means good

Kaizen is a daily process, the purpose of which goes beyond

simple productivity improvement. It is also a process that, when

done correctly, humanizes the workplace, eliminates overly hard

work.

 Continuous improvement as practiced by Japanese firms is

called by KAIZEN. Kaizen seeks continual improvement of
machinery, materials, labor utilization, and production
methods through applications of suggestions and ideas of

company teams. It also emphasizes the scientific methods,

particularly hypothesis testing about the relationship between
process inputs and outputs using design of experiments (
DOE) methods.

 Under the improvement functions :

Kaizen works continuously towards revising the current

standards,

Once they have been mastered, higher standards are

established.
Kaizen signifies small improvements as a result of coordinated
continuous efforts by all employees. The suggestion system is an
integral part of an established management system that aims at
involving employees in kaizen

Kaizen

a continuous improvement process

WHAT IS KAIZEN ?
KAIZEN is a management philosophy of continuous
improvement,

translated

from

Japanese

kai

meaning

continuous and zen meaning improvement.

It is a management philosophy and forms the basis of the
Toyota

Production

System

(TPS)

as

well

as

Lean

Manufacturing.

Kaizen strategy is one of the most important concepts in

Japanese management and is credited with being key to

Japanese competitive success.

 Kaizen is a group activity and it employs small groups for

initiating improvements usually in small increments over a

longer period of time. A prerequisite to forming the team is

to state some rules or guidelines for the operation and for the
behavior of the team.

DEFINITIONS OF KAIZEN
Kaizen means

a team approach to quickly tear down and

rebuild a process layout to function more effectively specially

developed for incremental improvement by Japanese.

- UPENDRA KACHRU
Kaizen is a management philosophy of continuous
improvement, translated from Japanese kai meaning
continuous and zen meaning improvement.
- UPENDRA KACHRU

 Kaizen is the process of implementing lean tools in a much

focused efforts and a short amount of time, typically 1 to 5 days.

- RONALD
Kaizen is a group activity and it employs small groups for

initiating improvements usually in small increments over a

longer period of time.

- UPENDRA KACHRU

 Kaizen is a group activity and it employs small groups for

initiating improvements usually in small increments over a
longer period of time.

- UPENDRA KACHRU
Kaizen is a smaller group and continuous improvements
which is more realizable, predictable, controllable and
acceptable.

- S.N. CHARY

 Continuous improvement is a management philosophy that

approaches

the

challenge

of

product

and

process

improvement as an never ending process of achieving small

wins.

- JACOBS
Continuous improvement as practiced by Japanese firms is
called Kaizen.

- K. ASWATHAPPA

 Vigilance in continuing to study the potential problem areas is

needed to ensure continuous improvement. Japanese
manufacturers have long practiced what they called Kaizen, the
goal of continuous improvement in every phase of
manufacturing.

- NORMAN
Lean manufacturing is the production and inventory control
system that emphasis the minimization of the amount of all the
resources used including time.

- NORMAN

 Kaizen

means

continuous

improvements

or

ongoing

improvement which is required in all activities of an

organization, be it productivity, improvement or new product
development or labor management relations or total

productive maintenance (TPM) or just-in-time production and

delivery system or customer orientation thus, all the activities
directly and indirectly of an organization comes under the
umbrella of kaizen.

UMBRELLA OF KAIZEN:

EXAMPLE OF KAIZEN

HOW DO FARMERS PACK ORANGES?

I need
help.

PRODUCTIVITY: 1 NET PER MIN.

KM 21

PRODUCTIVITY: 5 NETS PER MIN. WITH 2 WORKERS

A SELECTION OF BETTER MEANS OR

A CHANGE OF CURRENT METHOD
FOR ACHIEVING AN OBJECTIVE.

Can you think of a better

method to pack oranges?

PRODUCTIVITY: 5 NETS PER MIN. WITH 1

WORKER

FEATURES OF KAIZEN

Widely applicable.
Highly effective and result oriented.

A learning experience.
Team based and cross functional.

Personal discipline.
Suggestions for improvements.
Quality Circles.
Improved morale.

3 PRINCIPLES OF KAIZEN

1) Consider the process and the results.

2) The need to look at the entire process of the job at hand and to
evaluate the job as to the best way to get the job done.
3) Kaizen must be approached in such a way that no one is
blamed and that the best process is put into place.

THE KAIZEN CYCLE

PDCA (Plan-Do-Check-

Act) cycle.
Also

known

Deming

or

as

the

Shewhart

cycle.
It a continuous neverending process i.e. cyclic
ad-infinitum.

IMPLEMENTATION OF KAIZEN IN
INDUSTRIES
KAIZEN is a wonderful tool for all kinds of businesses around

the world. But the thing is that people need to work on quality
system. The most interesting thing for implementation of
kaizen in small and medium enterprises is that you dont need
any kind of change of equipment & technical skills to
implement it. It is very cost effective and awesome tool for

SMEs around the world.

It is just the continuous improvement in which every person of

the firm is taking part is giving suggestion to improve the
operations & divisions of business.
- KAILER & SCHEFF 1999

Lets

see

the

IMPLEMENTATION

INDUSTRIES in detail.

OF

KAIZEN

IN

1) TOTAL QUALITY CONTROL:

Total quality control is the Japanese approach
to quality control, stressing continuous

improvement through attention to

manufacturing detail rather then attainment of a fixed

quantitative quality standard. The term total quality control

originated with the book by that name, written by ARMAND
FEIGENBAUM and 1st published in 1951. as applied by the
Japanese, total quality control is a detail approach to quality and
its relates to ever facetes of the business.

2) ZERO DEFECT:

Zero defect means a program a to change workers attitudes

about quality by stressing error-free performance. Zero defects

program when particularly popular in 1960s and 1970s. Their
theme, do it right first time, stresses error-free performances.
Error-free performance is for most processes, economically and
practically infeasible.

3) QUALITY CIRCLES:
Quality circles were initially developed in Japan as employee
participation programmes to identify the variations in quality, and

management programmes to eliminate sources of those variations.

Quality circles are a small group of employees who meet
frequently and informally to resolve company problems. This
concept was developed by quality control experts in 1980s.

4) STANDARDIZATION:
There can be no improvement where there are no standards.
The starting point in any improvement is to know exactly where
one stands. There must be a precise standard of measurement for
every worker, every machine, and every process. Similarly, there

must be a precise standard of measurement for every manager.

Kaizen strategy calls for never-ending
efforts for improvement.

5) CONSTANT IMPROVEMENT:
In any business, an employees work is based on existing
standards imposed by management. Improvement refers to

improving those standards. Kaizen Improves space utilization,

product quality, use of capital, communications, production
capacity and employee retention. The Japanese perception of
management boils down to one precept: to maintain and improve
standards.

standards.

Improving

standards

means

establishing

higher

6) PROBLEM SOLVING:
Kaizen starts with a problem or, more precisely, with the
recognition that a problem exists. Where there are no problems,
there is no potential for improvement. A problem in business is
anything that inconveniences people downstream, either people

in the next process or ultimate customers. The issue is that the

people who create the problem are not directly inconvenienced
by it, and therefore are not sensitive to problem.

7) SUGGESTION SCHEMES:
Kaizen covers the total spectrum of business, starting with the
way the worker works in the shop, moving on to improvements

in

the

machinery

and

facilities,

and

finally

effecting

improvements in systems and procedures. Many top Japanese

executives believe that Kaizen is 50 percent of management's
job, and really, Kaizen is everybodys job! It is essential that
management properly understand the workers'

role in Kaizen and use every opportunity to

support it.

8) PROCESS ORIENTED THINKING:

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.

9) 7 WASTE ELIMINATION:
Waste is defined as anything or activity which adds to the cost
without adding value to it. To eliminate waste one must develop

the ability and skill to identify waste. The person who is closest
to the job knows more about the kind of waste that exists in the
process. The starting point of KAIZEN is identifying waste. The
management should primarily focus on:
-Excess inventory

-Over production either in the form components

or finished products .

SEVEN
WASTES !!

10) JUST-IN-TIME SYSTEM:

In Kaizen, JIT is a is a collection of concepts and techniques for

improving productivity. JIT is a process aimed at increasing valueadded and eliminating waste by providing the environment to
perfect and simplify the processes. Just-in-time manufacturing
means producing the necessary items in necessary quantities at the
necessary time. It is a philosophy of continuous improvement in

which non-value-adding activities

(or wastes) are identified and removed.

11) CULTURAL CHANGE:

In kaizen, customer satisfaction is manned in such terms as quality,

cost and scheduling. It is managements job to establish priorities

among these goals and to deploy the goals down throughout the
organization. Getting everyone to participate in kaizen has become
a crucial part of staying competitive today. However, getting
everyone to participate positively needs the right climate or
corporate culture. The management must constantly apply the
kaizen concept to its industrial Relations if it want to apply the
kaizen to overall corporate culture.

12) KANBAN SYSTEM:

KANBAN (meaning signboard or billboard) is a concept
related to lean and just-in-time (JIT) production. The concept got

shape when Toyota observed how supermarkets operate.

The supermarket only stocks what it believes it will sell;
Therefore has limited and only necessary inventory
Signboards clearly indicate to shoppers where what is
stocked; so the customers can shop efficiently and complete
their shopping in time.

For a lean and efficient system, it is required that the production

is determined according to the actual demand. In situations
where supply time is lengthy and demand is difficult to forecast,
the best one can do is to respond quickly to observed demand.

This is where a Kanban system can help: It works as a

communication

system

which

immediately

provides

information about changed demand through the entire

supply chain.

13) 5 Ss OF GOOD HOUSE KEEPING:

5S is a method for organizing a workplace, especially a shared
workplace (like a shop floor or an office space).
1.

Seiri (Sort): Tidiness, keeping only essential items.

2.

Seiton (Set In Order): Orderliness, eliminate extra motion.

3.

Seiso (Shine): Cleanliness, keep the workplace clean.

4.

Seiketsu (Standardize): Standardize work practices

5.

Shitsuke (Self Discipline): Sustaining, maintaining discipline

and reviewing standards.

14) PRINCIPLE OF 3Ms:

Muri (, unevenness) is a Japanese term for unevenness,

unreasonableness or absurdity, which has become popularized in
the West by its use as a key concept in the Toyota Production

System.

Muda () is a traditional Japanese term for an activity that is

wasteful

and

doesn't

add

value

or

is

unproductive, etymologically none ()+ trivia or un-useful ()

in practice or others. It is also a key concept in the Toyota

Production System and is one of the three types of waste that it

identifies. Waste reduction is an effective way to increase
profitability

Mura ( or ) is traditional general Japanese term for

unevenness, irregularity or inconsistency in physical matter or
human spiritual condition. It is also a key concept in
performance improvement systems such as the Toyota
Production System. Toyota merely picked up these three words

with prefix mu-, which every Japanese know, as product

improvement program or campaign.

15) LEAN MANUFACTURING:

Lean manufacturing or lean production is a popular term that
many companies use today to refer to the philosophies and
approaches embodied in JIT. It is a production and inventory
control system that emphasizes the minimization of the amount

of all the resources used including time used in various activities

of the enterprise.

16) TOTAL PRODUCTIVE MAINTENANCE :

Total productive maintenance is a link concept based on 3 simple

ideas:
1) Preventive maintenance schedules must be developed and
adhered to.
2) Extensive maintenance history exists in a data base and
equipment failures may be predicted within reasonable
timeframes.
3) Simpler maintenance task may delegated to those who know

the equipment the best.

17) BENCHMARKING:
Benchmarking is a continuous search for an application of
significantly better practices that lead to superior competitive
performance. It has become one of the most popular tools of
business management in corporate attempts to gain and maintain

competitive advantage. Benchmarking is an external focus on

internal activities, functions, or operations in order to achieve
continuous improvement. The central essence of it is about learning
how to improve business activities, process and management.

18) AUTOMATION:
Automation is the use of machines, control systems and
information technologies to optimize productivity in the
production of goods and delivery of services. The correct
incentive for applying automation is to increase productivity,

and/or quality beyond that possible with current human labor

levels so as to realize economies of scale, and/or realize
predictable quality levels. Automation plays an increasingly
important role in the world economy and in daily experience.

19) POKA YOKE:

Poka-yoke () is a Japanese term that means "fail-safing"
or "mistake-proofing". A poka-yoke is any mechanism in a lean

manufacturing process that helps an equipment operator avoid

(yokeru) mistakes (poka). Its purpose is to eliminate product
defects by preventing, correcting, or drawing attention to human
errors as they occur. The concept was formalized, and the term
adopted, by Shigeo Shingo as part of the Toyota Production

System. It was originally described as baka-yoke, but as this means

"fool-proofing the name was changed to the milder poka-yoke.

20) DISCIPLINE IN WORK PLACE:

Discipline in the workplace is the means by which supervisory
personnel correct behavioral deficiencies and ensure adherence

to established company rules. The purpose of discipline is

correct behavior. It is not designed to punish or embarrass an
employee.

Often, a positive approach may solve the problem without

having to discipline. However, if unacceptable behaviour is a

persistent problem or if the employee is involved in a

misconduct that cannot be tolerated, management may use
discipline to correct the behavior.

21) CUSTOMER ORIENTATION:

A group of actions taken by a business to support its sales and

service staff in considering client needs and satisfaction their
major priorities. Business strategies that tend to reflect a
customer orientation might include: developing a quality product
appreciate by consumers; responding promptly and respectfully

to consumer complaints and queries; and dealing sensitively with

community issues. Customer orientation refers to customercentric business.

22) ROBOTICS:
A robot is a programmable machine, which means that a sequence
of moves can be preset to be repeated time, then reset again to

perform another set of moves. Robots replace humans for some

very heavy, dirty, dangerous, unpleasant or monotonous tasks. The
science of selecting robots for various uses- and knowing when not
to use them is called robotics. Robotics is the science of selecting
robots for various applications.

23) MINI KAIZEN:

NORMAN BODEK introduce the concept of mini kaizen which
is also known as quick and easy kaizen it recognizes that person
doing a job is a best experts on that job. It encourages everyone

to make small improvements that are within their power to

implement. This thousands of small improvements have major
effects overtime. This small scale improvements is easier and
faster.

24) PROCESS REENGINEERING:

Reengineering is the fundamental rethinking and radical redesign

of the process. Reengineering is about reinvention, rather than

incremental improvement. Reengineering relies on a different
school of thought than does continuous process improvement. In
the extreme, reengineering assumes that the current process is
irrelevant - it does not work, its broke, forget it. Start over.

such a clean slate perspective enables the designers to focus on a

new process.

25) KAIZEN BLITZ:

It involves everybody in the section/department, and may

involve stopping production. Kaizen Blitz seems like a rational

way to go about change. Get the managers to define a problem,
label all the parts of the process that seem wasteful, brainstorm
ideas for the removal of said waste, and instantly implement the
change to those who work in the operations (including many

individuals that were not privy to the project and its goals). Also
called as kaizen event or focused kaizen.

26) NEW PRODUCT DEVELOPMENT:

A product is anything that is capable of satisfying a felt need. A

new product is the one which is truly innovative and is

significantly different from other existing products. The
development of new product

passes through seven distinct

stages they are : 1) Need Identification, 2) Advance Product

Planning, 3) Advance Design, 4) Detailed Engineering Design,

5) Production Process Design & Development, 6) Product

Evaluation & Improvement, 7) Product Use And Support.

27) STATISTICAL QUALITY CONTROL:

Until 1931, quality was obtained by inspecting each part and
passing only those that met specifications. In 1931 WALTER

SHEWHART, a statistician at the HAWTHRONE plant at

Western Electric, published his book economic control of quality
of manufactured product. This book is the foundation of modern

statistical process control (SPO) and provides the basis for the
philosophy of total quality management or continuous process
improvement for improving processes. This gave rise to two
powerful tools: 1) statistical quality control (SQC).
2) statistical process control (SPC).

28) CONTINUOUS IMPROVEMENT:

Continuous Improvement (CI) is a management philosophy that
approaches the challenge of product and process improvement as
never ending process of achieving small wins. It is an integral
part of total quality

continuous

management system.

improvement

seeks

continual

Specifically,

improvement

machinery, materials, labor utilization and production methods

through application of suggestions and ideas of team members.

29)TOTAL FACTOR PRODUCTIVITY:

Total factor productivity is the year-by-year change in the

output where a number of factors are taken into

consideration. It is the attempt to construct a productivity
measure for an aggregation of factors. Total factor
productivity is a more accurate indicator of the economic
efficiency of a firm, industry or nation than labour
productivity.

CASE STUDY
Canon of Japan implemented in 1975 to excel over
international competition and expand its operations
on a global scale in 6 years.
Canon put in place a special matrix management
system with numerous small group activities.
The purpose was to eliminate wastes, revitalize the
workforce, and improve continuously in all business
processes.
Techniques like Canon Production System, Quality
Assurance, Production Assurance, and Personnel
Training were introduced. Canon achieved an
astonishing 3% per month productivity increase.

CONCLUSION
Kaizen must be a way of being, and attitude, a spirit to be
permanently present within each team; our life style, both at

home and at work, should focus on our constant efforts to

improve.

The application of kaizen principles involves no major

expenses but only more attention to details and practical ways
to do things better and more efficiently.

REVIEW OF PRESENTATION
o INTRODUCTION TO KAIZEN.

o WHAT IS KAIZEN?
o DEFINITION OF KAIZEN.
o EXAMPLE OF KAIZEN.

o FEATURES OF KAIZEN.
o 3 PRINCIPLES OF KAIZEN.
o KAIZEN CYCLE.

o IMPLEMENTATION OF KAIZEN IN INDUSTRIES.

o CASE STUDY OF KAIZEN.
o CONCLUSION.

o REVIEW OF THE PRESENTATION.

o BIBLIOGRAPHY.

BIBLIOGRAPHY
PRODUCTION AND OPERATIONS MANAGEMENT
BY- UPENDRA KACHRU
PUBLISHED BY EXCEL BOOKS NEW DELHI.
PRODUCTION AND OPERATIONS MANAGEMENT
BY- K. ASWATHAPPA
K. SHRIDHARA BHAT
PUBLISHED BY HIMALAYA PUBLISHING HOUSE.

 PRODUCTION AND OPERATIONS MANAGEMENT

BY- R. PANNEERSELAVAM
PUBLISHED BY PRENTICE HALL OF INDIA.
PRODUCTION AND OPERATIONS MANAGEMENT
BY- S.A. CHUNAWALLA
D.R. PATEL
PUBLISHED BY HIMALAYA PUBLISHING HOUSE.

 PRODUCTION AND OPERATIONS MANAGEMENT

BY- EVERETTE. ADAM
RONALD. J. EBERT
PUBLISHED BYPRENTICE HALL OF INDIA PVT. LTD.
OPERATIONS MANAGEMENT
BY- NORMAN GAITHER
GREG FRAZIER

 PRODUCTION AND OPERATIONS MANAGEMENT

BY- S.N. CHARY
PUBLISHED BY TATA MC GRAW HILL PUBLISHING
HOUSE.
PRODUCTION AND OPERATIONS MANAGEMENT
BY- RICHARD B. CHASE
NICHOLAS J. AQUILANO
F. ROBERT JACOBS
PUBLISHED BY TATA MC GRAW HILL PUBLISHING
HOUSE