KAIZEN IMPLEMENTATION

AT A NATIONAL BANK

ByPADIGA AKHILESH GO6155

SACHIN PATIL GO6157PEKETI PADMAKANTH

GO6159

KAIZEN ??

KAIZEN means continuous improvement

Focus on gradual and continuous improvement

Never ending efforts for improvement involving everyone in the organization

KAIZEN FACTORS

• Great attention paid to customer requirements and needs

•Efficient stock control methods help reduce costs and improve cash-flow•Flexible working practices and empowerment – help increase efficiency, reduce costs and improve motivation

•Leadership seen as vital. Ability to communicate a clear vision, take people along with the vision and to think about where the company needs to be in 5, 10, 15 and 20 years time

•Fundamental principles – often characterised as ‘lean production’ – reducing waste, zero defects, high quality control measures at all stages

•Punctuality in all aspects – delivery, supply, manufacture, etc.

JOB FUNCTIONSTOP MANAGEMENT

MIDDLE MANAGEMENT

SUPERVISOR

WORKER

• Get rid of all old assumptions.• Don't look for excuses, look for ways to make

things happen.• Say "NO" to the status quo.• Don't worry about being perfect - even if you

only get it half right " start NOW!• It does not cost money to do KAIZEN.• If something is wrong "Fix it NOW.• Good ideas flow when the going gets tough.• Ask "WHY" five times - get to the root cause.• Look for wisdom from Ten people rather than

one.• Never stop doing KAIZEN.

10 PRINCIPL

ES

CONDITIONS FOR SUCCESSFUL IMPLEMENTATION OF KAIZEN

• Top management commitment• Top management commitment• Top management commitment• Setting up an organization

dedicated to promote it• Appointing the best available

personnel to manage the kaizen process

• Conducting training and education• Establishing A step by step process

METHODOLOGY• 3M’S CONSIDERED

WITH 4M’S3M’S• MURA-UNEVENESS• MURI-OVERBURDEN• MUDA-WASTEFUL4M’S• MAN,MONEY,METHOD,

MACHINERY

• Its reduces waste• Immediate results• Kaizen improves– Space utilization– Product quality– Use of capita– Communications– Production capacity– Employee retention

CASE STUDY

• A national bank uses a five day kaizen approach to attack process speed and efficiency problems

• A cross functional team is selected for the event.• Project is well defined in the beginning itself

DAY 1 FULL OF PROBLEMS DAY 5 SOLUTIONS FOR PROBLEMS

KAIZEN

KAIZEN SCHEDULEDAY 1:(discussion on goals to be achieved)• Training participants on

topics that cover basic concepts related to the GOAL

• Teaching relevant lean or six sigma concepts and reviewing relevant data

KAIZEN SCHEDULEDAY 2: (unit walk)• Discussion on the

problems and situations being studied

• Group visits each portion of process-cross functional representation may find insights of the area.

KAIZEN SCHEDULEDAY 2: VALUE STREAM MAP:It captures the basic process steps such as• Cycle time• Number of steps• Rework loops• Queuing delays• Work in progress• Transportation time

KAIZEN SCHEDULE

DAY 3: identifying solutions• Designed for clarifying

problems and brainstorming solutions.

• The team reorganized and create a SHOULD map to solve the identified problems

• Developing action plans for implementing solution

KAIZEN SCHEDULEDAY 4(applying the solutions)• Used to test the solutions• The group quantifies the

improvement if the proposed changes are implemented to reduce the specified problems

KAIZEN SCHEDULE

DAY 5:(prepare findings in formal report)The participants prepare and present their findings to the sponsor in a formal report out session.

MAKING IT WORK Internal consultant will assist the team

Group are expected only to get through the simulation and piloting of solution

Problems are solved based on priority for the business as a whole

RESULTS• Cycle time – 30% faster to 95% faster• One administrative process-20 min to

12 min• Complaint resolution-30days to 8days• Fiscal indicators +ve• New revenue-USD 6million to USD

9million• Other projects led to cost reduction

saving hundreds of thousand of dollars

CONCLUSION• Power full improvement tool as people are isolated from their day to day activity and allowed to concentrate all their creativity and time on problem solving and improvement.

• Gains immediate productivity and quality.

DISCUSSION1.What are the characteristics of the bank kaizen

event

2.Discuss the kaizen model followed by the bank

3.What are the Results achieved by the bank by this Kaizen event?

4.Why do you consider the kaizen event to be powerful?

• Permanent change in method• Continuous idea generation• Easy process• Immediate application• Huge benefits and wealth generation• TOTOAL QUALITY in terms of Working

procedure• Improving cycle times, process,

wealth, resolution solvation• Cross functional representation.• Coordination

CHARACTERISTICS

Type of KEIZEN-CUBE• As the given model is a cross

functional KEIZEN type of CASE it needs improvements form all the sides and all the people from different groups.

• A cube kaizen would be to make improvements “up and down” from the plane, or upstream and downstream by including each and every aspects

• Other types are point, line, plane

RESULTS• Cycle time – 30% faster to 95% faster• One administrative process-20 min to

12 min• Complaint resolution-30days to 8days• Fiscal indicators +ve• New revenue-USD 6million to USD

9million• Other projects led to cost reduction

saving hundreds of thousand of dollars

KAIZEN EVENT TO BE POWERFUL• Immediate effect and results• Fast problem resolution• Very cheap tool yet, the most

powerful for wealth creation• Quick and continuous

improvement in the process• People allowed to concentrate all

their creativity and time on problem solving and improvement.

• Generate energy among those who work in area being improved and produce immediate gains.

•

ARIGATO-THANKYOU