Kaizen Presentation

Kaizen

A Tool of Total Quality Management for Continuous Improvement

Mechanical Mechanical Engineering Department S. V. National Institute of Technology, Surat, Gujarat tushardesaisnit!gmail.com

The Model of Total Quality

The Model of Total Quality

Total Quality Management-The Building Blocks

TQM depends on this building block (g!" #hich together determines the strength and safety of the organization!

What Does Kaizen Mean?  

KAI

To modify, to change

*

ZEN Think, Think, make good, make make good (for the better)

=   KAIZEN KAIZEN KAI!" = #$"TI"%A& IM'$!M!"T

Kaizen Means Improement! "rad#a$, order$y, and contin#o#s  Kaizen improement  Kaizen means contin#o#s improement in %orking $ife  Kaizen  &ngoing improement ino$ing eeryone  &ngoing  Make it easier 'y st#dying it, and making the improement thro#gh  Make e$imination of %aste ! 

What Does Kaizen Mean? 

It means gradual, unending improvement, doing “little things”

better; striving for ever-higher standards. 

Kaien does not involve large investments



!""ording to #asaa$i Imai % man& other 'ualit& e(perts “Kaien

has been the $e& to )apan*s "ompetitive su""ess.” 

+suall& applied to multi-dis"iplinar& teams similar to

"ir"les. he distin"tion being, /ualit& 0ir"les are

'ualit&

groups of people

doing similar or$ 

hilosoph& of "ontinuous improvement "on"erning all

and their parti"ular tas$s and all levels ithin

emplo&ees

the organiation.

What Does Kaizen Mean?  A system

%hich generates and imp$ements ideas regarding improement %hich come from the emp$oyees! 

*orma$ recognition of the need for contin#o#s improement and p$ans to achiee it are no% a part of a$$ +#a$ity systems! 

The Kaizen phi$osophy needs to 'e app$ied to a$$ aspects of a '#siness! 

A too$ to he$p improe +#a$ity and prod#ctiity



Kaizen, a phi$osophy, a strategy, a progrmme  an inherent part of the T-M process, he$ps to improe +#a$ity of goods  serices of an organization!

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.ontin#o#s improement /or Kaizen0 is the phi$osophy of contin#a$$y seeking %ays to improe operations!

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Kaizen means improement  ongoing 1 contin#o#s  neer ending improement ino$ing eeryone in %ork $ife!

Why .ontin#o#s Improement?



2apid changes in techno$ogy



Increasing %or$d3%ide competition



"ro%ing cost of defects and fai$#re

Kai+en Kai+en, the core concet of TQM, is a 

cost effecti.e  cost



result oriented techni/ue  result 0hich hels to  0hich to identify root causes of inefficient 0orking and offer systematic aroach to change the attitude of eole to eliminate causes of roblems in the rocess  to leading to imro.ement in /uality of outut and to miraculous organi+ational changes1



 

Kai+en signifies  ste by ste  gradual  gradual  large number of continuous imro.ements  no matter ho0 small  0hich should be taking lace all the time  in e.ery rocess  in.ol.ing e.eryone from management to 0orkers1  in.ol.ing

KAIZEN VS. INNOVAITON $ACT%&

KAI')

I))%*ATI%)

Si"e of improement

Small improements# Small steps$

Major improements #%ig steps$

%asis of improement

&onentional 'no(ledge #&onentional 'no( ho($

 Technology or e)uipment #Technological *rea' through$

Main resource

+ersonal inolement

Money inestment

+eople inoled

Many people

 fe( champions

-rientation

Improe the process +rocess oriented

Improe results/esult oriented

Economy

Een in slo( economy #Slo( gro(th economy$

Mainly in good economy #0ast gro(th economy$

5apanese KAIZEN actiities, indiid#a$ or gro#p, %ork ro#nd the fo$$o%ing themes! 

Work improement

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Working Enironment Improement

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6rocess Improement

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Machine capa'i$ity improement /Minim#m do%n time0

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Improement in prod#ction aids /5igs, fi7t#res, too$s etc!0

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Improements in serice areas 1 office %ork 

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-#a$ity improement

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Improement in c#stomer serice and c#stomer re$ations

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Improements for ne% prod#cts /ideas0

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Improement in the 89MAN indiid#a$s capa'i$ities

#ase-2 Before Kai+en

A ool (shee di) 0as used to remo.e insects from the shee3s bodies1 4e had to ush the heads of the shi do0n to submerge them into the 0ater mi5ed 0ith insecticides1 After Kai+en

 A it 0as made at the bottom of the ool1 This meant the shee 0ould submerge their heads by themsel.es1  To 6cause the shee to dee their heads3 rather than 6make them di their heads31  7orm a mechanism to achie.e a fa.ourable situation that arises automatically rather than comulsorily1 This leads to better 0ork1

B!8T 4A9 T$ #$"T$& I8 T$ !&IMI"AT! T:! "!!; 7$ #$"T$&

#ase-< i.er "ile

Before Kai+en

Traffic 0as hea.y on the main street along the i.er "ile1 Making a left turn from the south 0as esecially difficult1 After Kai+en i.er "ile

 Traffic

from the south first makes aright turn and then makes a %-turn1

8!'AAT! A"; ;II;! !8TI#TI! #$";ITI$"8

#ase- Before Kai+en

#asing 0ith metal head

#asing 0ithout metal head 'roducts 0ith defects  There 0ere t0o tyes of battery casings> those 0ith a metal head and those 0ithout1 These t0o tyes 0ere not searated and 0ere running together on the con.eyor belts1

Magnet

#asing 0ith metal head

After Kai+en

"on-defecti.e items only #asing 0ithout metal head

 A

magnet ensures only castings 0ith metal heads run on the belt1

#&A88I79 A"; 8!'AAT! %8I"? A MA?"!T

#ase-@ Before Kai+en

&ums of sugar

ibrating screen

4ooden stick  8ugar 0ith remaining lums

 &ums of sugar, mo.ing o.er a series of .ibrating screens, 0ere beaten 0ith 0ooden sticks1 &ums still remained1 After Kai+en

&ums of sugar

olling bar  A

stationary bar is rolled on the screen1 The lums are crushed bet0een the screen and the bar1

;$ IT Q%I#K&9 A"; %"I7$M&9

#ase- Before Kai+en

The ball of yarn 0as rolling about freely 0hile grandma 0as knitting1 After Kai+en

 A basket 0as set u so that the ball of yarn stayed inside1

8TABI&I8ATI$" B9 8T$A?! I" A #$"TAI"! 

#ase-C Before Kai+en 4ooden container contains @ items

&- shaed ies 0ere stored inside a container, all iled u and difficult to handle1

After Kai+en

A secial rack 0as de.ised to store the &-shaed ies1

84IT#: &!"?T:4I8! '&A#!M!"T T$ #$884I8! '&A#!M!"T

#ase-D Before Kai+en

'iette 0ashing 0as done by hand under 0ater from the ta1 This 0as .ery inefficient1

After Kai+en

A container 0as de.eloed to 0ash se.eral iettes at the same time1 This meant many iettes could be 0ashed simultaneously1

'!7$M 8IMI&A TA8K8 T$?!T:! 

#ase-E Before Kai+en

 !lectrical 0ork on steel to0ers 0as dangerous 0hene.er 0orkers droed tools1

After Kai+en

 4orkers 0ere instructed to 0ear belts and to lace their tools under their belts1

4:!" 4$KI"? I" :I?: '&A#!8, A&4A98 K!!' 9$% :A";8 7!!

#ase-2 Before Kai+en

;ra0er keys

I sometimes left my office desk dra0er keys at home and had to return to get them1

After Kai+en

#ar key

I ut my car key and the desk dra0er keys onto the same key ring1

;ra0er keys

'!!"T %"4ITTI"? MI8TAK!8

Ad.antages of Kai+en Kaizen, is an emp$oyee3friend$y techni+#e and has many adantages! /:0 Ens#res incrementa$ '#t contin#o#s improement in +#a$ity, prod#ctiity, safety, c$ean$iness and machine #ti$ization! /;0 8e$ps to prod#ce improed and consistent prod#ct and serice +#a$ity! /0 Caria'i$ity .ontro$ and 6reention

Method of KAI!" Imlementation>-

The fo#r approaches to imp$ement the Kaizen at the %orkp$ace are descri'ed 'e$o%! /:0 .ontin#o#s Improement  earning /;0 Indiid#a$ Kaizens /Instead of p#shing prod#cts into the market /p#sh method of man#fact#ring0  hope that c#stomers %i$$ '#y them, find o#t %hat potentia$ c#stomers need  dee$op prod#cts that meet or e7ceed their needs  e7pectations!

(f) oice by ;ata>-

The +#a$ity too$s s#ch as contro$ charts, histograms, 6areto diagrams, r#n charts etc! %i$$ proide rea$istic  'ackgro#nd for co$$ecting the data th#s he$ps in ana$yzing the  pro'$ems %ith facts!

(g) ariability #ontrol and 're.ention>Ask GWhy?H fie times to identify the reason for occ#rrence  root ca#se of a pro'$em and to aoid @#st treating the effect of the pro'$em!

Methods of Kai+en Imlementation

(a) #ontinuous Imro.ement  &earning

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&earning, creati.ity and inno.ation are essential comonents of continuous imro.ement rocess1

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TQM can act as a .ehicle for transformation and ro.ide oortunities and rocesses for change1

(b)Indi.idual Kai+ens 

A morale booster1



JThinking 0orkers3

!5amles are> Imro.ements in  one3s o0n 0ork   0orking en.ironment  0orking  machines and rocesses   Higs and tools  office 0ork   roduct /uality  roduct  sa.ings in energy, material and other resources  sa.ings  ideas for ne0 roducts  customer ser.ices and customer relations, etc1  customer 41

(#) ?rou Kai+en or Quality #ontrol #ircles The kaizen team #ses a ten step proced#re 'ased on neer ending 6D.A cyc$e! 8mall ?rou Acti.ities

      

-#a$ity .ontro$ .irc$es Zero Defects moements #ggestion gro#ps Mini think3tanks afety gro#ps 6rod#ctiity committees MF& gro#ps etc! A ';#A #9#&!

(d)4orksho Acti.ity The committee records, categorizes  ana$yses the $osses re$ated to ario#s categories as represented in Table1 'roduction or 'roducti.ity

ero ;efects 'rogramme1

Increase through Imro.ement in labor roducti.ity1 Imro.ement in energy roducti.ity1 Imro.ement in material roducti.ity1 Imro.ement in $!!1 Imro.ement in attaining effecti.e man-hours1 By analy+ing #ustomer comlaints1 In house reHections In house scra, re0ork, reair etc1

#ost eduction

Through educing cycle time1 educing labor cost1 educing cost on maintenance1 educing energy consumtion1 Increase in $!!1

;eli.ery ;ates

Maintain deli.ery dates1 Increase $!!1 educe bottlenecks1 educe re0orking rerocessing etc1 educe fre/uent design changes

8afety

To achie.e +ero accidents1 To imlement safety rules1 To identify safe actions1 To take correcti.e actions to a.oid future accidents1

Morale Building

To build morale of emloyees  bring commitment to 0ork1 To imro.e team building, in.ol.ement and articiation in circle acti.ities1 To ro.ide encouragement to generate Kai+ens1 To gi.e recognition  re0ards for indi.idual Kai+ens, suggestions  imro.ements carried out1

KAI!" ?!MBA G"em'aH means %orkp$ace and GkaizenH means improement! .ommon s#'@ects of Kaizen "em'aB The specific foc#s areas for the Kaizen "em'a are as fo$$o%sB

/:0 Improement in methods /;0 Improement in %ork content /0 2ed#ction in re%ork /0 2ed#ction in errors J mistakes /40 aing in po%erJenergy /:0aing in f#e$ /::0aing in space /:;0aing in $ime /:08o#sekeeping Alicability  Adatability In this approach, peop$e are conditioned to 'ecome Kaizen conscio#s, i!e! +#a$ity and prod#ctiity are  '#i$t into the peop$e! They 'ecome improement conscio#s, for 'oth f#nctiona$ and cross3f#nctiona$  pro'$ems! They make #se of commonsense, creatiity and pro'$em so$ing too$s to dea$ %ith pro'$ems!

The fi.e L8tes Kai+en Mo.ement 21 8eiri ( 8traighten u )

Work3 in 3progress 9nnecessary too$s 9n#sed machinery Defectie prod#cts! 6apers and doc#ments! Differeentiate 'et%een the necessay and the #nnecessary and discard #nnecessary -

!5amle> - A comany recei.es a comlaint from his customer that the goods are not recei.ed by them1 4hy 4hy techni/ue is used as follo0s>(i) 4hy 0ere the goods not disatched by timeG The goods 0ere not  (i) acked in time1 (ii) 4hy 0ere the goods not acked in timeG The roduction 0as not comleted in time (iii)4hy 0as the roduction not comleted in timeG 8ome modifications 0ere made in the roduct features1 (i.)4hy 0ere the modifications madeG

(d)alue 8tream Maing The uni/ue maing concet hels to  .isuali+e the station cycle times  in.entory at each stage (4I')  mano0er  mano0er  information flo0 across the suly chain,etc1 alue adding acti.ities> The 0ork or acti.ity for 0hich the customer is 0illing to ay1 "ecessary "A acti.ities> Administrati.e o.erheads like reorting, checking, suer.ising, controlling, re.ie0ing  co-ordinating1 "A acti.ates or 4aste> 4ork, 4ork, 0hich neither adds nor enables .alue, .alue, either to the customer or to the organi+ation1

(e)Total 'roducti.e Maintenance (T'M) 

T'M is an aroach for otimi+ing the roducti.ity of manufacturing e/uiments



through systematic e/uiments maintenance in.ol.ing emloyees of all le.els



to re.ent all losses   to



achie.e  achie.e 

+ero defects,



+ero breakdo0ns,



+ero accidents and



+ero ollution in the entire roduction system life cycle1

(f) 8e.en $ld  "e0 Tools of Quality These tools are /uite helful in collection, analysis, interretation  resentation of data1

1even %ld Tools of Quality2 3       

#heck sheet :istogram, 8catter diagram, 7lo0chart 'areto diagram, #ontrol chart #ause  effect diagram1

Affinity dia1  Affinity  Tree dia1 Tools of Quality23  Tree 1even )e#  Interrelationshi dia1  Acti.ity net0ork dia1  Matri5 dia1  'rioriti+ation matrices,  ';'# etc1 

(g) 'oka -9oke (Mistake  !rror 'roofing)

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

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NokaO meaning Ninad.ertent Ninad.ertent errorsO yoke means Nto a.oidO together they mean as N!rrorMistake roofingO or fool roofing  together 0ork rocess system to eliminate inad.ertent errors1

'oka- 9oke 0orks on follo0ing illars 

%se source insection



Minimi+e the time to carry out correcti.e action 0hen abnormalities aear1

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!mloy mistakes roofing de.ices ( called 'oka 9oke) .i+1 sensors, transducers, limit s0itches ,metal detectors etc1

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esect 0orkers 1 They are human beings  not the rogrammable machines1

The other techni/ues of Kai+en are IT, '$M, 8M!;, 8'#, suggestion schemes, .isual management, 0ork standards etc1

'oka- 9oke 0orks on follo0ing illars 

%se source insection



Minimi+e the time to carry out correcti.e action 0hen abnormalities aear1



!mloy mistakes roofing de.ices ( called 'oka 9oke) .i+1 sensors, transducers, limit s0itches ,metal detectors etc1



esect 0orkers 1 They are human beings   not the rogrammable machines1



The other techni/ues techni/ues of of Kai+en Kai+en are are IT, IT, '$M, 8M!;, 8'#, suggestion schemes, .isual management, 0ork standards etc1

Benefits of Kai+en 

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

 

 

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!nsures incremental but continuous imro.ement in /uality, roducti.ity, safety, cleanliness  resources utili+ation1 educes 0astes, "As, re0orks, reHections  loss of energy, man  machine o0er1 :els to roduce imro.ed  consistent consistent roduct roduct  ser.ice /uality1 ?enerates rocess oriented thinking1  ?enerates Attacks boredom  monotony of of reetiti.e 0ork1 Imro.e emloyees3 morale  brings commitment to 0ork1  Imro.e Brings about alignment bet0een obHecti.es of organi+ations   Brings those of its emloyees1 !mloyees are e5ected to imlement imro.ements at their o0n  !mloyees 0ork laceP hence it leads to emo0erment of emloyees etc1

eferences 

Bhat k1 8hridhara, N Total Quality Management- Te5t  #asesO, :imalaya 'ub1, Mumbai,