KAIZEN:CONTINUOUS PROCESS IMPROVEMENT

A form of enterprise learningInvolving everyone in the organizationKaizen culture

LD-Kaizen/3-Dec-99/Slide No: 2

Pemahaman:

Suatu bentuk enterprise learning

Melibatkan semua pekerja: top managemen, middle management, supervisors, shop floor workers, support staf dengan motivasi untuk selalu mencari perbaikan

Budaya kaizen: mecari peluang perbaikanMasalah = peluang perbaikan

LD-Kaizen/3-Dec-99/Slide No: 3

Contoh:Hasil Penerapan KAIZEN di Jepang

Compact-disc players using semiconductor lasers went through hundreds of small improvements, increasing quality and reliability, and decreasing manufacturing costs.

COSTS OF SEMICONDUCTOR LASERS USED INCOMPACT-DISC PLAYERS

0

100,000

200,000

300,000

400,000

500,000

600,000

1978

1979

1980

1981

1982

1983

1984

1985

1986

Pric

e (J

PY)

0

2

4

6

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12

14

Ln (P

rice

)

LD-Kaizen/3-Dec-99/Slide No: 4

Siklus Aktivitas Kaizen:SIKLUS PDCA

Plan:Identifikasi masalahAnalisis masalahPerencanaanpenanggulangan

PDCA Cycle

ACT

PLAN

DOCHECK

Act:Jika hasil memuaskan,masukkan perubahanpada SOP dan latih pekerjauntuk menguasainya

Check:Periksa hasil, & tentukantingkat pencapaiannya

Do:Implementasi rencanasolusiMemastikan skill pekerjaang diperlukan

LD-Kaizen/3-Dec-99/Slide No: 5

Process Improvement & SPC:Deming Cycle (PDCA) & SDCA(Standardize–Do–Check–Action)

P

D

A

C

P

D

A

C

S

D

A

C

S

D

A

C

Maintenance: SOP

Maintenance: SOP

Kaizen

Kaizen

LD-Kaizen/3-Dec-99/Slide No: 6

Problem Solving Cycle:PDCA Cycle

Plan (Manajemen)

Action (Manajemen)

Check (Inspektur & Manajemen)

Do

Pekerja

A DC

P

PLANPLAN

DODO

CHECKCHECK

ACTIONACTION

WHAT

WHY

HOW

Definisi Masalah

Analisis Masalah

Identifikasi Sebab

Rencana Pemecahan

Implementasi

Konfirmasi Hasil & Penyesuaian

SOP Baru & Pelatihan (Standarisasi)

LD-Kaizen/3-Dec-99/Slide No: 7

Faktor KegagalanProgram Perbaikan Proses:

Lack of top management leadership & commitmentExpectations of quick resultsLack of true employee empowermentFailure to recognize the need for culture changeLimited scope of applicationEmphasis on the internal rather than the external customers

LD-Kaizen/3-Dec-99/Slide No: 8

Program Dasar Perbaikan Proses: BigBig--Q and LittleQ and Little--qq

Big-Q: Program perbaikan yang mengintegrasikan TQM dalam struktur & strategi perusahaan dengan dukungan penuh dari manajemen puncak.Little-q: Program yang menekankan pada pelatihan, perangkat, dan teknik-teknik TQM, tetapi tanpa perubahan mendasar pada budaya kerja.

LD-Kaizen/3-Dec-99/Slide No: 9

Big-Q & Little-q:Qu

ality

Impr

ovem

ent (

%)

Time (Years)0 1 2 3 4 5 6 7 8 9 10

100

90

80

70

60

50

40

30

20

10

0

Big "Q"

Little "q"

Big-Q:Active & aggressive driving by top managementFundamental changes in culture, structure, & processesWell-articulated strategiesConcepts integrated into the fabric of the companyPersistent, long-term results

LD-Kaizen/3-Dec-99/Slide No: 10

Big-Q & Little-q:

Little-q:Little top management supportTraining, tools, & techniques emphasized, not fundamental changeLack of an overall strategyPhilosophy not integrated with end-to-end processesSome initial results, but fading within three years or so

Quali

ty Im

prov

emen

t (%

)

Time (Years)0 1 2 3 4 5 6 7 8 9 10

100

90

80

70

60

50

40

30

20

10

0

Big "Q"

Little "q"

LD-Kaizen/3-Dec-99/Slide No: 11

Kaizen as An Umbrella Concept

KAIZEN

Procedure redesignValue-stream reinventionCustomer orientationTQM, QCTrainingSuggestion systemProductivity improvementRoboticsIT platform evolutionEDI (Electronic Data Interchange)evolutionSoftware designed for continuousimprovement

JIT techniquesContinuous-flow manufacturingSmall group activitiesQuality improvementCooperative labor-managementrelationsProduct improvementNew product developmentRelationships with suppliersRelationships with customersBusiness modelingRepository-based developmentEnterprise redesign

LD-Kaizen/3-Dec-99/Slide No: 12

Japanese & Western Approaches:Kriteria - P & Kriteria - R

A B C D E

Kriteria - P

Dukungan &Stimulasi

Usaha Perbaikan

Kriteria - Q

Pengendalian dengancarrot & stick

Performansi

PROSES HASIL

LD-Kaizen/3-Dec-99/Slide No: 13

Japanese & Western Perceptions:Kaizen & Management

(2) Japanese perceptions of job functions (b)(1) Japanese perceptions of job functions (a)

Top Management

MiddleManagement

Supervisors

Workers

Improvement

Maintenance(SOP)

(3) Western perceptions of job functions

Innovation

Maintenance(SOP)

Kaizen

Clean-sheet Reinvention

Maintenance(SOP)

Total Quality ManagementVisioningTop Management

MiddleManagement

Supervisors

Workers

Maintenance (SOP)

Innovation

(4) Current practice in many western companies

LD-Kaizen/3-Dec-99/Slide No: 14

Comparison:TQM/Kaizen & Clean-sheet ReinventionDimension KAIZEN Clean-sheet Revention

Effect Long-term & long-lasting but notdramatic

Short-term but dramatic

Pace Small, steady improvement Quantum-leap improvement Timeframe Continuous & incremental Intermittent & non incremental Change Gradual & constant Abrupt & volatile Participation Everybody Few “champions”, IT, strong

leadership Approach Collectivism – group efforts Individualism – strong, innovative

leadership Mode Maintain & improve Scrap & rebuild Spark Know-how of current processes Technological breakthroough; new

theories, innovative thinking Investment Little initial investment, major

effort to sustain ongoing TQMLarge initial investment

Effort orientation People Technology Evaluation Process & efforts for better results Results for profits

LD-Kaizen/3-Dec-99/Slide No: 15

Comparison:TQM/Kaizen & Clean-sheet Reinvention

Aktual

Resu

lts

Time

Resu

lts

TimeRe

sults

Time

Standar (what should be)

Maintenance

Maintenance

Standar Baru

KAIZEN

Inov

asi

Inov

asi Inov

asi

Inov

asi

Resu

lts

Time(1) Ideal pattern from quantum-leap redesign

(2) Actual pattern from quantum-leap redesign.Note: Without Kaizen, procedure tend to deteriorate.

There are new problems with new procedures

(4) Reinvention and Kaizen..Note: With Kaizen, reinvented process is made more

practical. Its problems are solved. Many smallimprovements increase productivity & quality.

(3) Pattern from Kaizen, or TQM, slow andsteady improvement