KAIZEN

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KAIZEN
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WHAT IS KAIZEN

• CONTINUOUS IMPROVEMENT
• NEW TECHNOLOGY ADAPTATION

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KAIZEN
These improvement were made by involving all
employees hence their Morale, Productivity and
Quality went up, resulting in cost
reduction Whenever any new technologies were
introduce, the changeover was Very smooth. This
approach is Called KAIZEN
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KAIZEN Vs INNOVATION

• CONTINUOUS AND IS IN SMALL STEPS
• GRADUAL.
• INVOLVES EVERY BODY GROUP BASED
• HUMANISTIC
• MAINTAIN IMPROVE EXISTING SYSTEM.
• REQUIRES NO INVESTMENT.
• EFFECT IS LONG TERM LONG LASTING BUT NOT
  OBVIOUS IN SHORT TERM.
• CONVENTIONAL KNOW-HOW BY WAY OF EXPERIENCE.

• SPORADIC AND IN BIG STEP
• SUDDEN.
• INVOLVES FEW . BRILIANT PEOPLE IS
• INDIVIDUAL BASED.
• TECHNOLOGY ORIENTED.
• THROWS OLD SYSTEM BRINGS NEWER
• ONES.
• REQURIES HEAVY INSVESTMENT.
• DRAMATICALLY VISIBLE IN SHORT TERM BUT IS
  SMALLER IN LONG TERM
• RELIES ON NEW INVENTIONS THEORIES.

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3-M
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3M

• MURI - INCONVENIENCE
• MUDA - WASTAGE
• MURA - INCONSISTANCY

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3M OBJECTIVE

• BASIC OBJECTIVE OF QUALITY CONTROL IS TO AVOID
  THESE 3M IN PRODUCTION PROCESS. BY IMPROVING.
• --- METHOD OF WORK.
• --- MACHINE LAYOUT
• --- HUMAN RELATIONSHIP

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1M- MURI (INCONVENIENCE)

• -- HIGH SPEED WORK.
• -- UNCOMFORTABLE POSITION OF OPERATOR.
• -- DEPENDENCE ON PHYSICAL WORK.
• -- UNNECESSARILY HIGH STANDARDS
• -- LACK OF EDUCATION TRAINING

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2M-MUDA(WASTAGE)

• -- TIME WASTAGE BY WORKERS.
• -- UNNECESSARY MOVEMENT IN THE PROCESS OF
  MATERIALS AS WELL AS MEN.
• -- SCRAP.
• -- REJECTED MATERIAL.
• -- HANDLING
• -- IMPROPER PLANNING
• -- IMPROPER MAINTENANCE OF MACHINE.

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3M-MURA (INCONSISTENCY)

• -- SOME WORKER WORK HARD AND OTHER DO NOT.
• -- INCONSISTENT QUALITY OF PARTS
• -- MACHINES ARE INCONSISTENT.
• -- LINES ARE NOT BALANCED

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3-K
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3-K

• Way to standardize the work and minimize mistake
• KIMERAARETA KOTA GA WHAT HAS BEEN DECIDED
• KIHON DORI EXAXTLY AS PER STANDARD
• KICHIN TO MAMORU MUST BE FOLLOWED

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4-GEffective Problem Solving
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• GENCHI GO TO THE ACTUAL PLACE
• GENBUTSU SEE THE ACTUAL PROBLEM
• GENJITSU TAKE REALISETIC ACTION
• BASE ON FACT.
• GENSOKU ACTION MUST BE BASED ON
• SOUND THEORIES.

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5-S Improve Quality
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• WHAT IS WORK PLACE ORGANIZATION
• A SYSTEMATIC RATIONAL APPROACH TO CLUTTER FREE,
  SAFE, WORKPLACE WITH THE OBJECTIVE OF REDUCING
  WASTE PREPARING THE GROUND FOR FURTHER
  IMPROVEMENT.

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5s (BACKGROUND)

• SINCE THE EARLY 80S JAPANES INDUSTRIES WIDELY
  PRACTICED 5S AS A POWERFUL TECHNIQUE AND QUALITY
  .
• TODAY 5S IS USED IN WORLDWIDE TO PREPARE
• THE GROUND FOR IMPROVEMENT.

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5s(ELEMENTS)

• 5 SIMPLE STEPS
• SEIRI SORTING OUT
• SEITON SYSTEMATIC ARRANGEMENT
• SEISO SPIC SPAN
• (CLEANUP)
• 4.SEIKETSU STANDARDIZATION
• 5.SHITSUKE SELF DISCIPLINE

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5s(SEIRI) SORTING OUT, ORGANIZATION

• HUMAN TENDENCY OF NOT THROWING AWAY THINGS,
  BECAUSE WE
• THINK IT MIGHT COME IN HANDY SOME DAY HOWEVER
  IN MOST CASE ,
• WHEN YOU NEED THEM THEY ARE EITHER NOT TRACEABLE
  OR HAVE DETERIORATED BEYOND USE.
• SEIRI IS ABOUT SEPARATING THINGS WHICH IS
  NECESSARY FOR JOB FROM THOSE THAT ARE NOT
  KEEPING THE NECESSARY ONCE.

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5s(SEIRI) SORTING OUT, ORGANIZATION

• 1. CLEARLY DISTINGUISH NEEDED ITEMS
• FROM UNNEEDED
• OR
• 2. IDENTIFY USABLE NON USABLE ITEM

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5s(SEIRI) SORTING OUT,
ORGANIZATION HELPS TO

• DECREASE UNNECESSARY ITEMS / RESERVE STOCK.
• EFFECTIVE SPACE UTILIZATION
• STOP MATERIALS FROM DETERIORATING AND / OR
• GETTING DAMAGE
• REDUCE WASTAGES, INCLUDING SEARCHING
• TIME.

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5s(SEITON) SYSTEMATIC ARRANGEMENT

• A RATIONAL ORDERLY AND METHODICAL ARRANGEMENT OF
  ALL ITEMS WE USE, RE WORK OR WRITE OFF.

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5s(SEITON) SYSTEMATIC ARRANGEMENT

• PUTTING THINGS IN ORDER AFTER
• TO MINIMIZING SEARCH TIME AND ERRORS.

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5s(SEITON) SYSTEMATIC ARRANGEMENT

• STEPS
• ENSURE RATIONAL LAYOUT OF MACHINES, EQUIPMENTS
• CABINETS.
• PLACES FREQUENTLY-USED ITEMS AT THE POINT OF
  USE.
• IDENTIFY EVERYTHING ,USE LABELS,COLOUR CODE
• USE INDEXING FOR FILES RECORDS , DRAWINGS.
• EASY RETRIEVABILITY.CABINET , SHELVES , RACK
• SELF EXPLANATORY IDENTIFICATION AIDS.
• VISUALIZATION OF EACH THINGS TO MINIMIZING SEARCH
  TIME AND ERRORS.

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5s(SEITON) SYSTEMATIC ARRANGEMENTHELP TO
REDUCE

• PREPARATION AND MACHINE SETTING
• TIMINGS.
• TIME SPENT ON LOCATING OR WAITING FOR
• TOOLS PARTS / MATERIALS.
• PROCESSING TIME AND CYCLE TIME ,BY
• IMPROVING THE LAYOUT OF THE WORK
• PLACE.

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5s(SEISO) CLEAN UP

• TO RETURN ITEMS AND PLACES USED DURING
• WORK ,TO THEIR ORIGINAL CLEAN AND
• POLISHED CONDITION AS WELL AS, DISPOSAL
• OF SCRAP AND LEFT OVER MATERIALS,
• THUS PURIFYING.
• CLEANING BRINGS FRESHNESS, PROMOTES
• ORDERLY ENVIRONMENT, AND ON ORDERLY
• MIND.

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5s(SEISO) CLEAN UP

• UNDERSTANDING HOW TO PREVENT THINGS
• FROM GETTING DIRTY AND ENSURING TIP TOP
• CONDITION.

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5s(SEISO) CLEAN UP

• STEPS
• SURVEY OF THE ORIGINS OF GRIME AND LEAKAGE.
• PRIORITIES FOR CLEANING WHERE GRIME IS MOST.
• STUDY WHY THINGS ARE DIRTY.
• STUDY POSSIBLE PLAN OF ACTION.
• DECIDE ON ACTION STEPS/ RESPONSIBILITY TIME
• FRAME.

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5s(SEISO) CLEAN UP

• HELP TO
• INCREASING ACTUAL PRODUCTION, IMPROVED
• YIELDS.
• REDUCED ACCIDENT BY REDUCING / ELIMINATING
• BREAKDOWNS.
• STEP AND ADJUSTMENT TIME.
• FREQUENT STOPPAGES
• PROCESS DEFECTS.

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5s(SEIKETSU) STANDARADISATION

• IT EXIST WHEN FIRST THREE PILLARS SORT
• SET-IN-ORDER AND SHINE ARE PROPERLY
• MAINTAINED
• MAKING SORT, SET-IN-ORDER AND SHINE A HABIT.

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5s(SEIKETSU) STANDARADISATION

• STEPS ARE
• FIX RESPONSIBILITY FOR IMPLEMENTING AND
• EVALUATING SYSTEM.
• INTEGRATE THESE RESPONSIBILITY INTO ROUTINE
• WORK.
• CHECK HOW WELL THE SYSTEM IS WORKING AND
• SUSTAINING ITSELF.

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5s(SHITSUKE) SELF DISCIPLINE,SUSTAIN, PROPER
ATTITUDE.

• INSTILLING THE ABILITY TO DO THINGS THE
• WAY THEY ARE SUPPOSED TO BE DONE , WITH
• REGARDS TO SAFETY RULES , PRACTICES AND
• PUNCTUALITY.
• EMPHASIS ON CREATING A WORKPLACE WITH
• GOOD WORKING HABITS.

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5sCONCLUSION

• WELL RECOGNIZED JAPANESE METHOD FOR WORK
• IMPROVEMENT.
• 5-S CONSISTS OF FIVE PRINCIPLES
• ORGANIZATION
• NEATNESS
• CLEANING
• STANDARDIZATION
• DISCIPLINE.

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5sCONCLUSION

• 5-S WORK PLACE IS
• HIGH IN QUALITY
• PRODUCTIVITY,
• KEEPS COST DOWN,
• ENSURE ON TIME DELIVERY,
• SAFE TO PEOPLE TO WORK
• MORALE IS HIGH
• IT IS ALSO THE STARING POINT FOR MANY COMMON
• QUALITY INITIATIVES SUCH AS QC CIRCLE, ISO-9000
• AND TQM.

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POKA-YOKE
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POKA-YOKE (MISTAKE PROOFING)

• JAPANESE WORD FOR MISTAKE PROOFING.
• IS AVERY POWERFUL SET OF TECHNIQUE THAT
• EITHER KEEPS DEFECTS FROM NOT OCCURRING
• OR INDICATING IMMEDIATELY WHEN A DEFECT
• DOES OCCUR.

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POKA-YOKE (MISTAKE PROOFING)

• THE CONCEPT IS SIMPLE IF MISTAKE ARE NOT
• PERMITTED TO ENTER THE PRODUCTION LINE,
• THEN QUALITY WILL BE HIGH AND REWORK
• LOW. THIS RESULT IN INCREASE CUSTOMER
• SATISFACTION AND LOWER COST AT THE SAME
• TIME THE RESULT IN HIGH CUSTOMER PERCEIVED
• VALUE.

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POKA-YOKE

• STEPS
• WHAT IS WRONG?
• WHERE WAS DEFECT DISCOVERED?
• WHERE WAS THE DEFECT MADE?
• WHAT IS THE DIFFERENCE IN TIME AND DISTANCE?
• WHAT WAS SUPPOSED TO HAPPEN?
• WHAT HAPPENED THAT WAS NOT SUPPOSED TO
• HAPPEN?
• WHY DID THE MISTAKE (NON STANDARD
• ELEMENT)HAPPENED?

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POKA-YOKE

• STEPS
• HOW CAN EACH NON STANDARD ELEMENT
• (MISTAKE) BE ELIMINATED?
• NOW ORGANIZE FOR IMPLEMENTING THE
• SELECTED POKA-YOKE. AFTER INSTALLING,
• TEST OUT AND NOTE THE RESULT . ARRANGE FOR
• PROPER MAINTENANCE.

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POKA-YOKE

• CONCLUSION
• INCORPORATE QUALITY INTO THE PROCESS.
• MISTAKE AND DEFECTS CAN BE ELIMINATED.
• DONT HESITATE TO GO AHEAD WITH GOOD
• IDEAS AND IF AND IDEA DOESNT WORK,
• DISCARD IT IMMEDIATELY.
• INSTEAD OF MAKING EXCUSES THINK OF WAY
• TO DEAL WITH PROBLEM
• WISDOM OF 10 IS BETTER THAN THE INSPIRATION
• OF ONE
• SEEKING THE TRUE CAUSE 5WHYS AND 1 HOW.

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EXACTNESS
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EXACTNESS

• A MEANS OF ARRESTING VARIATIONS.

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EXACTNESS

• MANAGEMENT HAS THREE KEY FUNCTIONS
• RETAINMENT
• IMPROVEMENT
• BREAKTHROUGHS

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EXACTNESS

• RETAINMENT IS BUILD ON TWO KEY FACTORS
• EXACTNESS
• DAILY WORK MANAGEMENT.

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EXACTNESS

• TO BECOME WORLD CLASS IS LAID IN UNDERSTANDING
  AND IMPLEMENTING EXACTNESS.
• PROF TSUDA USED TERM EXACTNESS TO SIMPLIFIES
  EXACT FOR THE PURPOSE OR EFFECTIVENESS TO
  IMPROVE CONFIDENCE IN OUR
• PRODUCT QUALITY i.e. MEETING CUSTOMER
  REQUIREMENTS.

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EXACTNESS

• EXACTNESS OF OPERATION COME THROUGH EXACTNESS IN
• MAN
• METHOD
• MATERIAL
• MACHINE
• ENVIRONMENT

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EXACTNESS

• ELEMENT CONTRIBUTE TO EXACTNESS
• MACHINE CONDITION
• MACHINE SET UP AND CHANGE OVER.
• TOOL SETTING AND MONITORING CONDITION.
• EXACTNESS OF INPUT MATERIAL
• MATERIAL FEEDING
• ACCESSIBILITY OF TOOLS AND CONSUMABLES
• APPROPRIATE INFORMATION
• APPROPRIATENESS OF HANDLING
• EXACTNESS IN CHECKING

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EXACTNESS

• ELEMENT CONTRIBUTE TO EXACTNESS
• MEASUREMENT
• FEEDBACK GIVEN TO EACH WORK STATION
• SPC
• METHOD OF MAINTENANCE
• SKILL LEVEL OF OPERATOR
• COMMUNICATION ON WORK STATION / LINE.
• SAFETY OF OPERATOR
• HOUSEKEEPING.

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P-D-C-A
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PDCA

• PLAN THINK FUTURE AND PLAN
• DO ORGANIZE ALL RESOURCES TO
• REALIZE THE GOAL OF PLAN
• CHECK CHECK THE RESULT , COMPARING
• THE GOAL OF PLAN AND ACTUAL
• ACT TAKE COUNTERMEASURE AND
• PREVENTION
• NEXT PLAN

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PDCA
DEMING CYLCLE (ORGANISED FOR PRODUCT LIFE CYCLE)
MANAGEMENT CYCLE (MODIFIED FOR GENERALUSE)
DESIGN
SALES SERVICES
PLAN
ACT
PRODUCTION
INSPECTION
DO
CHECK
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P-D-C-A METHODOLOGY

• PLAN RESULT AND THEN PROCESS
• (WHAT/ EFFECT) (HOW/ CAUSE)
• DO TRAIN AND THEN IMPLEMENT
• CHECK RESULT AND ALSO PROCESS
• ACT COUNTERMEASURE OR
  MAINTAIN AS
• (FOR RESULTS) IT IS
• PREVENTION IMPROVE
• (FOR CAUSES)

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Thank you