The subject of an address Features, Methods, tools and Techniques of KAIZEN

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The subject of an addressFeatures, Methods,
tools and Techniquesof KAIZEN
Japan International Cooperation Agency
Project on Dissemination of Quality/Productivity
Improvement (KAIZEN) Practice For Small and
Medium Enterprises In the Hashemite Kingdom of
Jordan
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Background of presenter, Sachinori Furuya

• Entered Matsushita Electric Industrial Co.
  (now, Panasonic Co.)
• TV Division, TV Dept. as Engineer
  of design, development planning
• 1979 Transferred to Brazil Panasonic as
  General of manager of Engineering
• Dept.
• Transferred to Philippine Panasonic as
  Director and Philippine
• Matsushita Communication Ind. Co.
  as Director in charge of
• manufacturing and engineering
• Panasonic Co. , TV Division as Councilor of
  High Definition TV Project
• Retired from Panasonic Co. and joint Japan
  Super Ind. Co. in Thailand
• as Factory director for supervision
  of parts production operation
• At present Unico International Co. as Kaizen
  Advisor
• Others Lecturer of Graduate School of
  Doshisha Univ.
• Member of Osaka Management
  Association
• Member of Japan Risk
  Management Institute
• Publications Company Policy and Comprehensive
  Policy Science, etc.

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1. The basic way of thinking that is supporting
KAIZEN (1)
?What is KAIZEN
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1. The basic way of thinking that is supporting
KAIZEN (2)

• ?How to promote KAIZEN activity
• systematically
• Requirements for the systematic promotion
• a. Knowledge and capability to practice
• KAIZEN.
• b. KAIZEN in all the departments.
• c. Establishment of the groundwork for
• KAIZEN.
• Subjects of KAIZEN should be in line with
• the direction set by the management
• The policy of top management is detailed
• to each section. The objectives are selected
• for KAIZEN activity.
• Establishment of the system for the actions
• The organization of promotion, the rules,
• the commendation system, etc. for KAIZEN
• activity are established.

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1. The basic way of thinking that is supporting
KAIZEN (3)

• Groundwork for KAIZEN
• It is necessary that importance of
• KAIZEN, fundamental capability for
• the improvement, importance of
• the standardization are understood
• by all members of KAIZEN activity.
• The system is established to
• promote KAIZEN activity.
• Continuous education training
• The basic knowledge is required to
• utilize or promote KAIZEN activity
• and it is necessary to the system for
• the organizational education.

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1. The basic way of thinking that is supporting
KAIZEN (4)
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2. Focus of improvement under the KAIZEN
Table 2-1 Above 3 points are usually used for
the practical KAIZEN approaches.
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3. The summary of actions and the merits of KAIZEN

• Table 3-2 The merits of
• Japanese-style KAIZEN

• Table 3-1 The characteristics of Japanese-style
• KAIZEN activity

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4. An image map to implement KAIZEN activity
Fundamental Knowledge, tools, system supporting
KAIZEN activity ltQC, IE, VA/VE, target
management, etc. gt
Methods for KAIZEN Suggestion system for
improvement QCC (Quality Control Circle) 5S
(Five S) TQM (Total Quality Management) TPM
(Total Productive Maintenance) JIT (Just in
Time - Kanban system)
The most proper and effective focus areas of
KAIZEN ltS-Q-C-D-P-M, basic items for managementgt
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5. Introduction of KAIZEN system in outline (1)
Table 5-1 KAIZEN system (1)
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5. Introduction of KAIZEN system in outline (2)
Table 5-2 KAIZEN system (2)
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5. Introduction of KAIZEN system in outline (3)
Table 5-3 KAIZEN system (3)
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5. Introduction of KAIZEN system in outline (4)
Table 5-4 KAIZEN system (4)
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5. Introduction of KAIZEN system in outline (5)
Table 5-5 KAIZEN system (5)
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5. Introduction of KAIZEN system in outline (6)
Table 5-6 KAIZEN system (6)
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6. Knowledge and tools supporting KAIZEN activity
(1)
Table 6-1
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6. Knowledge and tools supporting KAIZEN activity
(2)
Table 6-2
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7. Common features of workplace in the company
of bad management

• There are common symptoms for the
• company of bad management.
• Employees do not greet each other, they are
• also cheerless, the attendance ratio is always
  
• low, defects of products are increasing, tools
  
• are scattered around workplace and
• materials are piled disorderly in the company.
• Troubles caused by products and problems of
• product delivery remain unchanged, human
• relations become bad, and KAIZEN activity is
• not practiced.
• Fig. 7-1
• KAIZEN is like a mirror reflecting workplace

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Thank you very much for your attention.
Find the fact around your workplace.
Identify something of new meaning in the fact.
Act for the improvement of the workplace.
Turn the KAIZEN Cycle
Change your concept of values.
Satisfied with the good result.
Take actions by yourself again.

• December in 2010
• PrsenterS. Furuya