KAIZEN 1 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN
Institute KAIZEN Institute KAIZEN Institute Copyright 1985-2006
KAIZEN Institute, Ltd. All rights reserved. KAIZEN and GEMBAKAIZEN
are registered trademarks of KAIZEN Institute, Ltd. Copyright
1985-2006 KAIZEN Institute, Ltd. All rights reserved. KAIZEN and
GEMBAKAIZEN are registered trademarks of KAIZEN Institute, Ltd.
Slide 2 KAIZEN 2 KAIZEN and GEMBAKAIZEN are the trademarks of
KAIZEN Institute The three KAIZEN Books Gemba KAIZEN How to do
KAIZEN KAIZEN What is KAIZEN spirit? KAIZEN FSL KAIZEN as strategy
Slide 3 KAIZEN 3 KAIZEN and GEMBAKAIZEN are the trademarks of
KAIZEN Institute KAIZEN (Original Definition) KAI ZEN Change Good
(for the better) Good (for the better) KAIZEN = Continual
Improvement Slide 4 KAIZEN 4 KAIZEN and GEMBAKAIZEN are the
trademarks of KAIZEN Institute - Everyday improvement - Everybody
improvement - Everywhere improvement - From small incremental
improvement to dramatic strategic improvement KAIZEN (new
Definition) Slide 5 KAIZEN 5 KAIZEN and GEMBAKAIZEN are the
trademarks of KAIZEN Institute What is Management? Top- management
Middle management Employees Improvement Maintenance Slide 6 KAIZEN
6 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
What is Management? Top- management Middle management Maintenance
Employees Innovation Supervisors KAIZEN Slide 7 KAIZEN 7 KAIZEN and
GEMBAKAIZEN are the trademarks of KAIZEN Institute Organisation for
KAIZEN Customer Expectations Customer Satisfaction Gemba
Organization to support Slide 8 KAIZEN 8 KAIZEN and GEMBAKAIZEN are
the trademarks of KAIZEN Institute The 5 Gemba Principles 1. When
an abnormality occurs, go to Gemba first 2. Check with Gembutsu
(machine, material, failures, rejects, unsafe conditions etc.) 3.
Take temporary countermeasures on the spot 4. Remove root cause 5.
Standardize to prevent trouble Slide 9 KAIZEN 9 KAIZEN and
GEMBAKAIZEN are the trademarks of KAIZEN Institute House of Gemba
Management Profit management Workers operations
InformationEquipment Products & materials Q C D Quality &
safety management Cost management Logistic management
Standardization 5S (Good housekeeping) Team-work self-discipline
Morale enhancement QC circles Suggestions Muda Elimination Slide 10
KAIZEN 10 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN
Institute 7 Types of Muda 1. Muda of over-production 2. Muda of
waiting 3. Muda of transport 4. Muda of processing 5. Muda of
inventory 6. Muda of motion 7. Muda of repair/rejects Slide 11
KAIZEN 11 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN
Institute Gemba Deteriorates Everything in Gemba deteriorates if
left alone. That is the reason why Gemba needs to be sustained and
improved. Slide 12 KAIZEN 12 KAIZEN and GEMBAKAIZEN are the
trademarks of KAIZEN Institute Five Ss Practical means to realize a
shortest flow and synchronization between processes. If 5Ss are not
contributing to the above objectives, it benefits are not fully
gained. Slide 13 KAIZEN 13 KAIZEN and GEMBAKAIZEN are the
trademarks of KAIZEN Institute Slide 14 KAIZEN 14 KAIZEN and
GEMBAKAIZEN are the trademarks of KAIZEN Institute Slide 15 KAIZEN
15 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Disneyland Behavioral standards Make Eye contact and Smile Greet
and welcome Each and Every Guests Seek out Guest Contact Provide
Immediate Service Recovery Display appropriate Body Language
Preserve the Magical Guest Experience Thank Each and Every Guest
Slide 16 KAIZEN 16 KAIZEN and GEMBAKAIZEN are the trademarks of
KAIZEN Institute Pillars of World Class Management Total Quality
Management Total Productive Maintenance Just In Time TQMTFMTPM
Total Service Management TSM Quality cost LossesFlowCustomer
satisfaction Slide 17 KAIZEN 17 KAIZEN and GEMBAKAIZEN are the
trademarks of KAIZEN Institute World class KAIZEN Road Map to world
class (1) TQM TPM JIT Quality of Product, Service, Systems and Work
Quality of Equipment Cost and delivery Elimination of all types of
MUDA Cost and delivery Elimination of all types of MUDA Slide 18
KAIZEN 18 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN
Institute World class KAIZEN Road Map to world class (2) TQM TPM
JIT Phase 0 1 2 3 Integration of JIT and IT Electronic KANBAN Order
entry system / Producing as many as need in the same sequence
Upstream Managem./ involve R&D and engineering Leveling /
Adding flexibility to Production Scheduling Pull system / Allowing
no advance Production TAKT Time / Producing only what customers
ordered Flow Production / Lead Time Reduction (MUDA of Conveyance,
inventory, excess manpower) Autonomous maintenance 5S Supplier
management / Supplier involvement in JIT / KAIZEN Slide 19 KAIZEN
19 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
World class KAIZEN Road Map to world class (3) TQM TPM JIT
Integration of JIT and IT Electronic KANBAN Order entry system -
Quick delivery - Menu - Large orders Upstream Managem./ involve
R&D and engineering Leveling - Small lot production - Lead time
prod. - Layout design Pull system - Kanban - Mitsusumashi - Store -
Reserved seat TAKT Time Production - Standard work sheet - Standard
work combination sheet Flow Production - One Piece Flow - Low Cost
Autom. - U-shaped cell, AGV - Jidohka - Poka Yoke - Dedicated line
- Set up KAIZEN (SMED) Autonomous maintenance - Cleaning - PLS -
Cleaning/Checking Standards, Inspection - Auton. Process-Inspec. -
Standardization - Complete Self-management 5S - Seiri - Seiton -
Seiso - Seiketsu - Shitsuke Supplier management - Extending JIT /
KAIZEN Slide 20 KAIZEN 20 KAIZEN and GEMBAKAIZEN are the trademarks
of KAIZEN Institute Batch Production vs. JIT Production (1)
BatchJIT No takt timeWork to takt time Large inventory Small
inventory (eventually one-piece) Isolated islandsFlow production
Push schedulingPull scheduling No-standard inventoryStandard
inventory Larger, faster and special equipment Even paced equipment
(Takt time synchronised) Slide 21 KAIZEN 21 KAIZEN and GEMBAKAIZEN
are the trademarks of KAIZEN Institute Batch Production vs. JIT
Production (2) BatchJIT Less frequent set-up changesMore frequent
set-up changes One person per machineOne person for many machines
Single skill operatorMultiple skill operator Sitting workStanding
and walking work Advance production allowedAdvance production not
allowed Quality control grouping, Sampling inspection All number
inspection Slide 22 KAIZEN 22 KAIZEN and GEMBAKAIZEN are the
trademarks of KAIZEN Institute When forecast is discarded We have a
more efficient operation and a cost structure that is roughly half
that of other companies in our industry We dont rely on forecasts
Michael Dell Slide 23 KAIZEN 23 KAIZEN and GEMBAKAIZEN are the
trademarks of KAIZEN Institute Two types of production systems
Traditional Mass Production Starts from forecast Starts from
customer orders Lean Production Builds inventories Does not allow
inventories ProductionInventoryCustomer ProductionCustomer Forecast
Slide 24 KAIZEN 24 KAIZEN and GEMBAKAIZEN are the trademarks of
KAIZEN Institute - The learning organization - Respect for people -
Education & training - Challenging spirit - Challenging
management (Oh, NO! - System) - KAIZEN, Toyotas DNA The Toyota Way
1 Slide 25 KAIZEN 25 KAIZEN and GEMBAKAIZEN are the trademarks of
KAIZEN Institute The Toyota Way 2 - Team work - Quality First -
Long term perspective - Genchi (Gemba) Gembutsu - Do it right away
- Muda elimination Slide 26 KAIZEN 26 KAIZEN and GEMBAKAIZEN are
the trademarks of KAIZEN Institute Advantages of shortening the
flow Improve quality Shorten lead time and realize prompt delivery
Reduce inventory and stagnation Use minimum resources Simplify
management (Less managerial and administrative intervention)
Realize minimum cost and maximum profit Slide 27 KAIZEN 27 KAIZEN
and GEMBAKAIZEN are the trademarks of KAIZEN Institute When the
Flow is shortened Quality automatically improves Delivery
automatically improves Cost automatically goes down Big Profit! and
brings Slide 28 KAIZEN 28 KAIZEN and GEMBAKAIZEN are the trademarks
of KAIZEN Institute Conditions for minimizing the flow
Standardization 5S Visual Management MUDA Elimination Reorganizing
Management Structure Building KAIZEN Culture Slide 29 KAIZEN 29
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute
Christopher Columbus School of Management When he set out, he didnt
know where he was going When he got there, he didnt know where he
was When he returned, he didnt know where he had been He did it all
with borrowed capital Slide 30 KAIZEN 30 KAIZEN and GEMBAKAIZEN are
the trademarks of KAIZEN Institute Man & Ape Slide 31 KAIZEN 31
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute The
three Flows Material Flow Cash Flow Information Flow
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$ Slide 32 KAIZEN 32
KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN Institute 3
Conditions to Create a Pull System Flow Synchronization Leveling
Slide 33 KAIZEN 33 KAIZEN and GEMBAKAIZEN are the trademarks of
KAIZEN Institute Who manages the Flow? Let the flow manage the
processes, and not let management manage the flow. (Taiichi Ohno)
Slide 34 KAIZEN 34 KAIZEN and GEMBAKAIZEN are the trademarks of
KAIZEN Institute FSL Checklist Is tact time employed as a basis of
production? Is standardized work employed? Are all processes
physically and logistically connected ? Is one-piece flow
practiced? What is the current level of Five S? What is your
current status? Slide 35 KAIZEN 35 KAIZEN and GEMBAKAIZEN are the
trademarks of KAIZEN Institute The FSL Checklist Logistics People
Quality Equipment Management OEE Improvement Qualification
Processes Leadership Performance Q1 Stabilized Value Stream Slide
36 KAIZEN 36 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN
Institute Examples of logistic checkpoints Logistic checkpoints
Production control board Five S Visual management One piece flow
Standardization Three logistic principles Standard work Elimination
of Muda. Muri and Mura Tact time No isolated islands No conveyers
Kanban Separation between man and machine Slide 37 KAIZEN 37 KAIZEN
and GEMBAKAIZEN are the trademarks of KAIZEN Institute Tools &
problems Tools come first and problems second? or Problems come
first and tools second? Slide 38 KAIZEN 38 KAIZEN and GEMBAKAIZEN
are the trademarks of KAIZEN Institute LEARNING BY DOING Slide 39
KAIZEN 39 KAIZEN and GEMBAKAIZEN are the trademarks of KAIZEN
Institute Common Misconceptions by Management (1) Proprietary
technology vs managerial Technology Set policy and results will
follow Train employees and Gemba improves Rely on sophisticated
tools instead of common sense Believes Gemba will ask What is in it
for me? Slide 40 KAIZEN 40 KAIZEN and GEMBAKAIZEN are the
trademarks of KAIZEN Institute Efficiency is industrial engineers
job Cost cutting, not cost management KAIZEN without focus and
targets Do not go to gemba Quality is quality managers job Common
Misconceptions by Management (2) Slide 41 KAIZEN 41 KAIZEN and
GEMBAKAIZEN are the trademarks of KAIZEN Institute The West versus
Japan Kaizen Innovation The West Japan Innovation versus Kaizen
