What is Kaizen in English Copy(3)

7/15/2019 What is Kaizen in English Copy(3)

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CITY GOVERNMENT OF ADDIS

ABABA

Technical & Vocational Educationand Training (TVET ) Agency

Kaizen Training

November, 2012


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Points to be discussed .

1. What is Kaizen ?

2. The important of Kaizen .

3. The characteristic of Kaizen .

4. Problems alleviating methods of Kaizen .

5. Principles of Kaizen .6. Human resource as the main contribution to an organizations overallsuccess .7. The four M for doing any job .8. The five fields of training .9. The three balloons for employees contribution

to success .Prepared by Maimer Shawel, TVET Agency .


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10. What are the necessary elements to implement Kaizen ?

11.What are the Points that need more

attention ?12.What do you mean by Muda , Muri, and Mura ?

13.The seven type of wastes .

14 .What are the important techniques to implement Kaizen ?

15 .The seven conditions to implement Kaizensuccessfully .

Prepared by Maimer Shawel, TVET Agency .


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1. What is Kaizen ?

4

Kai, means to change things .

i.e.to modify or alter something .

Zen, means good . These twoCharacter combine to Kaizen

and mean change for better or

improvement .

The word Kaizen refers to small and continuous improvement .

Continuous improvement in personal life, social life, and working

life .

Senior management commitment is essential to implement

Kaizen .

All employees should understand Kaizen role in their work .Prepared by Maimer Shawel,TVET Agency .


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It requires a complete change in attitude and culture and needs

the energy and commitment of all employees .

It also requires a substantial investment of time .

Good is never good enough , Kaizen is a neverending journey to

excellence .

Kaizen is a method to achieve continuous improvement of

product quality and productivity by eliminating or reducing waste

and utilization of scarce resources economically .

It has key contribution by eliminating waste improves quality ,

cost and delivery time .

Kaizen would always involves a change in method of doing .


Continued


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2. The important of Kaizen .

p

Implementing of

Kaizen

Eliminating of

waste

Company will be profitable

It guarantees the continuity of the company, the employees life , and

customers satisfactions .

Participation of all

management and

workers

Improve quality andproductivity

Shorten delivery time

Minimize costGiving training to

employees

Prepared by Maimer Shawel, TVET Agency


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Continued

It improvescompanys profit

7

Create job opportunityEnhance tax payable Improve national

income

Increase competence

Kaizen is regarded as one of the pillars of

the national growth strategy



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3. Characteristic of Kaizen .

1. Continuous Improvement .

2. Participatory .

3. Improvement that dose not required majorInvestments .

4. Can be implemented in any economic sectors

(industries , services donors enterprises , institutes,

and etc ) .

5. Accumulation of small improvements .


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3 . 5 . 1 The Difference betweenKaizen and Innovation .

No

Methods ofComparing

Kaizen Innovation

1 Result Small Dramatic

2 Participation All associated

persons take part .

Only minority of

staff members take

part .

3 Orientation Group oriented . Oriented around

individuals .

4 Technology Entails modifying

and improving on

existing

technologies .

Entails the

introduction of new

technologies .,Prepared by Maimer Shawel, TVET

Agency .


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Plan Do

CheckAct

4 . Problem alleviating method of Kaizen .


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Plan Do

Check

Act

11


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12

Identify the

problem .

Prepare

plan

Research the

existing condition

Set goal

List out the

causes

Find the

solutions and

implement

Check the

result obtained

Plan

Implement

Check

Correct

Understand

Prepare a

standard & do

Prepared by Maimer

Shawel, TVET Agency .


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Plan

DoCheck

Correct


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1. Focus on customers .2.Make improvements continuously .

3.Acknowledge problems openly .

4.Create work teams .

5.Cross functional teams .

6.Right relationship process .

7.Develop self-discipline .

8.Inform every employee .

9.Enable every employee .


5. Principles of Kaizen .


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7 . The four Mfor doing any job .

Machine

Material

Manpower

Result focused job.

Method

Prepared by Maimer



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6 . Human resource as the main contributor to

an organizations overall success .

Contribution to the companys overall

success .

Prepared by Maimer Shawel , TVET Agency .

20%

Organization

structure20%

Technology

60%Human

resource

development


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8 . Five fields of training .

hhhhh

ClinenCle

anlinessss

Cleanlin

essHygiene/

Health

Safety/Se

curity

Quality

Technology

Prepared by Maimer



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9 . The three balloons for employees

contribution to success.

Skill

Desire &Attitude

knowledge

Prepared by Maimer

Shawel, TVET Agency


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10 . What are the necessary elements to

implement Kaizen ?

19

K - knowledge of Kaizen

A - attitude

I - involvement

Z - zealous

E - education

N - neverending


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11 . Points that need more attention .

1.Quality- It is fitness for use .

Product or service which fulfill an aggregate requirement of

customers needs .

Quality control method, defect of product or service, and

customer complain are the main character of quality which

determine the product or service .

2.Cost To grasp the correct manufacturing cost to setting the

standard cost and reducing cost .

If productivity is improved then cost will come down .

Utilization of raw materials , time management , delivery of the

product or service. have positive and negative impacts on cost .


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Continued

2.1 Basic concept of cost .How can you increase profit ?

Elimination or reducing of cost is one and one way ofmaking profit sustainable .

2.2 Product or service price can be determined by marketnot by cost .

2.2.1 Traditional or cost method of setting price:-

Price= Cost + Profit

2.2.2 Market or Kaizen method of setting price :-Profit = Price Cost

3 . Productivity :- Productivity refers to the relationshipbetween inputs and outputs .



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Continued It would fall if additional investment was put in to machinery (input)in

response to an increase in production volume (output) .

4 . Delivery time :- Shorter delivery time brings greater satisfaction ofcustomer .

Generally speaking , in sectors where production conducts to order,delivery time is an important .

However ,in cause of make to stock production , delivery is not

important . Realizing a shorter delivery time is often incompatible with

productivity .

5 . Safety:- In work place small mistake can lead to major accidents orinjuries .

Incases of arc welding , electric shock cause fatalities .



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Continued Improvement of work methods and safety equipment are essential in

order to secure safety . Physical strain is another problem of safety .

6 . Morale :- Kaizen strongly emphasize the importance of high

morale in the work place .

The entire method focuses on keeping theemployees happy and satisfied with their jobs .

Improved morale essential because it improves

productivity and efficiency for long time .

When employees morale is low, productivity suffers .7 . Environment problems:-

Environment problems over limited scope such as water pollution , air

pollution , noise and vibration , to global problem such as co2

emissions .Pre ared b Maimer Shawel TVET A enc .


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12 . Value added and non value added .

12 .1 . Value added

It is used to describe instances where a firm takes aproduct that may be considered a homogenous product, and provides potential customers with a feature oradd-on that gives it greater sense of value .

It can either increase the products price or value .

In order for work to be consider value-added, itgenerally takes three factors .

Capacity

Information/Instructions

Materials


l dd d


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12 . 2 Non value added .

Activities that do not contribute to the product or the

process and should therefore be eliminated . Non value added steps are waste .

Non value added work, also called waste ,refers to workthat does not added value to or is unnecessary for the

overall project . Any thing that detracts from added value is consideredwaste .

There are seven main types of waste, or non-value addedwork .

Non value added falls in to two main categories;-

Business requirements(operational value add )

Pure waste


13 Wh d b M d


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13 . What do you mean by Muda,

Muri , and Mura ?

Muda, Muri, and Mura are traditional Japanese terms, but generally ,people refer them being the TPS vocabulary of wastes .

Muda:- literally means totally useless or waste .

Muri means unreasonable, over burdening that means waste due to

the reduce output because of over loading.. Mura means unevenness, irregularity and inconsistence in the system .

Uneven resources utilization or loading of resources varies from

time to time .

Three of them are increasing cost and decreasing productivity . Therefore ,they should be eliminated .

Prepared by maimer Shawel, TVET Agency .

13 1 W t


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13 . 1 Waste Identify waste and eliminate waste are the main focus of Kaizen ,

because

it will help to reduce cost .

Waste is Idol time . It is using more energy . It is using more people or machine or space than necessary . Kaizen methods reduce waste and lower production cost .

A key concept in implementing Kaizen is to understand what value

added is and then to eliminate completely (or at least minimize) all

non value added activities .

Mura and Muri are the basis of the existence of waste (Muda) .


13 2 H i t ?


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k

13 . 2 How can we improve waste ?

Non value added

Non value addedValue

added

Value

added

Value addedNon

value

added

The

existence

company

work

process

Traditional

improvement

process

Eliminating

of waste

No

change

Smallimprove

ment

Great

improve

ment

Waste can be improved only by eliminating and minimizing of non value added & by increasing

value added work .

Prepared by MaimerShawel, TVET Agency .

ow can you ana yze ur


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. ow can you ana yze ur ,Mura, and Muda ?

Kind Cause Effect

Manpower Physical strain (Muri)

Inconsistency (Mura)

Lack of manpower .

Inconsistency of work

distribution .

Waste (Muda) Not allocating of the right

person at the right place .

Raw material Muri Shortage of supply .

Inconsistency (Mura) Fluctuation of supply

Waste (Muda) Over supply .

Machine

Physical strain (Muri )

Inconsistency (Mura)

Waste (Muda )

To shorten the life of the

machine .

Not having a leveled

production .

Having extra machine

Prepared by Maimer Shawel, TVET


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13 . 4 . The main seven types of wastes .

1. Over production2. Excess inventory

3. Waiting

4. Transporting

5. Defect making

6. Unnecessary motion

7. Excess processing

COST

13 4 1 O d i


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13 . 4 . 1 Over production.

13 . 4 . 1 . 1 Cause and outcome .

The cause

Workforce , machineries ,

and facilities in excess of

production needs .

Big and fast production

machine .

Products are produced on

and on .

Anticipatory production .

Machines that turn out

parts too quickly .

The outcome Disturbance of flow .

Handling of unnecessary inventory .

Spoil of products .

Disturbance of flexibility in planning .

Advance preparation of materials and

parts .

Outbreak of defects .



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Full work .

Line balance .

One piece flow .

Pull production .

Level production .

Quick changeover productions .


13 . 4 . 1. 2 How to eliminate over

production ?

13 4 2 E i t


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13 . 4 . 2 . Excess inventory .


The cause Bad facility layout .

Bottle-neck process .

Procurement based on

estimated forecast .

Anticipation production .

Speculative production .

The outcome Waste of space .

Increase transportation and

quality control works .

Tied of capital .

Handling of unnecessary

inventory .

Defect of inventory .



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13 . 4 . 2 . 2 How to eliminate excess

inventory ? Layout of equipment by process instead of operation .

Production leveling .

Pull production using Kaizen .

Quick changeover productions .


13 4 3 W iti


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13 . 4 . 3 . Waiting


The cause Bad facility layout .

Bottle-necks process .

Obstruction of flow .

Trouble at previous process .

Capacity imbalance .

Big lot production .

The outcome Waste of manpower, time, and

machineries resources .

Increase in the in-process

inventory .

Pre ared b Maimer Shawel TVET A enc .


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13. 4 . 3 . 2 How to eliminate waiting

(idle time) ? Production leveling .

Product-specific layout .

Quick changeover .

Automation maintenance .

Line balancing .


13 4 4 T ti


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The cause Not having a good layout .

Over production .

Single-skilled worker .

Sedentary operation . Low morale .

The outcome Waste of space .

Waste of time .

Damage of products .

Expansion of transportation .


13 . 4 . 4 . Transporting

13 .4 . 4 . 1 . Cause and outcome .

13 4 4 2 How to eliminate


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13 . 4 . 4 . 2 . How to eliminate

transporting waste ?

U-shaped manufacturing cells .

New layout of equipment by process instead of

operation .


13 4 5 Defect making


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13 . 4 . 5 . Defect making .

The cause Utilization of not full quality control

system .

Poor methods and standards for

inspection .

Making quality control at last . Producing over quality .

Lack of standard operation .

Not properly handling and conveying of

materials.

The outcome Decrease productivity .

Increase defective products .

Increase customer complains .

Increase in personnel and

processes for inspection .




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13 . 4 . 5 . 2 How to eliminate defects ?

Standard operations .

Mistake proofing devices .

Full-lot inspection .

Building quality in at each process .

Flow production .

Promotion of value analysis and value engineering .


13 4 6 ti


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13 . 4 . 6 . unnecessary motion .

13 . 4 . 6 .1 . Cause and outcome .The cause

Not having skill and training .

Special method of operation .

Not leveled production process .

Not having a good layout .

Over production .

The outcome Increase in manpower and processing .

Decrease of employees skill .

Not continuous operation .

Unnecessary movement .

Pre ared b Maimer Shawel TVET A enc .

li i


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13 . 4 . 6 . 2 . How to eliminate

unnecessary motion? U-shaped manufacturing cells .

Flow production .

Multi-skilled operations .

Standing to perform operations .

Higher utilization rate .


13 4 7 Excess processing


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13 . 4 . 7. Excess processing .

13 . 4 . 7. 1 .Cause and outcome .

The cause . Lack of analysis of proper order of

processing .

Insufficient standardization .

Inadequate study of processes .

Inadequate study of operation .

Lack of analysis and study of materials .

Lack of analysis of content of operation

.

The outcome Lower work efficiency .

Increase in defects .

Increase in manpower and processing .

Unnecessary processing and operation .

Incomplete standardization .


13 4 7 2 H li i


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13 . 4 . 7 . 2 . How to eliminate excess

processing ?

U-shaped manufacturing cells .

Flow production.

Multi-skilled operations .

Standing to perform operations .

Higher utilization rate .


14 Techniques that are required to


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14 . Techniques that are required to

implement Kaizen .

1. The ( 5s )2. Quality control circle ( QCC )

3. Suggestion system

4. The 7 quality control tools (7 QC Tools)

5. JIDOKA6. Just-in-time

7. Kanban

8. Pokayoka

9. Standardized working process10. Leveled production

11. Continuous flow processing

.

45

14 1 The (5s)


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14 . 1 The (5s)

Implementation of Kaizen can be started by implementing (5s ) . ( 5s ) can be implemented with minimum cost than other Kaizen techniques .

5s are the beginning of Kaizen implementation .

5s can be implemented at less investment cost than other Kaizen techniques .5s provides the foundation of Kaizen in the areas of quality, productivity, cost, and delivery etc

The more you implement 5s, life just gets easier, better, and better .

Without performing the first 2s, it is impossible to know the effect of Kaizen in the term ofproductivity and quality, etc .

Prepared by Maimer Shawel, TVET Agency .46

1

23

4

5


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14 . 2 . Quality control circle (QCC) .

Employees from 3 to 10 members who have similar work are grouped iscalled ( QCC ) .

It is a group that members can learn a lot by alleviating their problems in

their work place .

It is a group that common thinking and self confidence can be

developed .



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14 . 3 Suggestions and Kaizen board .

14 . 3 . 1 Suggestions It is a method that employees in group or individually give their

improvement suggestions, and then the company analyze and

compare the given suggestions, and offer rewards to those who

brought better suggestions . Suggestions cover ideas for improving machines , tools, working

methods , clerical procedures , and products .

Suggestion system is effective for enhancing the participation and

motivation of employees, and at the same time improving work . They result in improved productivity , improved quality , better safety ,

faster delivery , lower costs , and greater customer satisfaction .

Prepared by Maimer Shawel, TVET Agency .48

14 3 2 Kaizen board


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14 . 3 . 2 Kaizen board . Kaizen board is continuous improvement board .

It is the main source of information regarding

Kaizen and its activities leading to further

improvement .

The team is able to transfer their ideas and small

problems into solution .

Only if a problem is too big and too much money

needed the team has to transfer the idea/problem .

The information on the board is divided into four

corners . They are staff performance corner ,the

improvement/success corner , the idea/problem

corner , and the solution corner . Prepared by Maimer Shawel, TVET Agency .


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Kaizen board .

Staff

performance

corner

Improvement/

Success corner

Problem/Ideacorner Solution corner



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14 . 4 The seven quality control tools .

1. Check sheets

2. Pareto diagram

3. Cause and Effect diagram

4. Histogram

5. Scatter Diagram

6. Control Chart

7. Stratification


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14 . 4 . 1 . The check sheet .

The check sheet is one of the seven basic tools of

quality control .

It is a form (document) used to collect data in time

at the location where the data are generated .

The data it captures can be quantitative or

qualitative .

When the information is quantitative, the check

sheet is sometime called a tally sheet .

Check sheets typically employ a heading that

answer the five Ws . Prepared by Maimer Shawel, TVET Agency .


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14 . 4 . 2 Pareto diagram .

The pareto diagram is a graphical overview of the

process problems , in ranking order of the most

frequent, down to the least frequent, in descending

order from the left to the right .

It illustrates the frequency of fault types .

Using a pareto, you can decide which fault is the

most serious or most frequent offender .

Therefore, by concentrating on the major problem

first, you can eliminate some of the small problems

at the same time . Prepared by Maimer Shawel, TVET Agency.

14 4 3 Cause and Effect Diagram


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14 . 4 . 3 Cause-and-Effect Diagram . It is tool that helps identify, sort, and display

possible cause of a specific problem or quality

characteristic .

It graphically illustrates the relationship between a

given outcome and all the factors that influence the

outcome .

It is some time called fish bone diagram because

of the way it looks .

It is arranged into four major categories;-

Manpower , methods, materials, and machinery .

Equipment, policies, procedure, and people .

Pre ared b Maimer Shawl, TVET A enc .

14 4 4 Histograms


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14 . 4 . 4 Histograms

A histogram is a graphical display of data using bars

of different heights . It is similar to a bar chart, but a histogram groups

numbers into ranges, and decide what ranges to use

A frequency histogram is a special histogram thatuses vertical columns to show frequencies .

Possibly the most useful tool available in digital

photograph is histogram . The most common form of the histogram is

obtained by splitting the range of the data into

equal-seized bins (called classes) . Prepared by Maimer Shawel, TVET Agency .

14 . 4 . 5 Scatter Diagrams .


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14 . 4 . 5 Scatter Diagrams . A scatter diagram is a graphical technique used to

analyze the relationship between two variable .

It shows whether or not there is correlation

between two variable .

Correlation refers to the measure of the

relationship between two sets of numbers or

variables .

If it appears that values for one of the variable can

be predicted based on value of the other variable,then there is correlation .

Types of correlation are positive, negative, curved,

and part linear . Prepared by Maimer Shawel, TVET Agency .


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14 . 4 . 6 Control chart .

Control chart, also known as Shewhart chart or

process-behavior chart .

In statistical process control charts are tools used to

determine if a manufacturing or business process in

a state of statistical control .

There are two basic types of control chart;-

Universal control chart .

Multivariate control chart .


14 . 4 . 7 Stratification


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14 . 4 . 7 Stratification Stratification segments the population into smaller

segments , called strata, to narrow the focus in

order to develop more specific results .

It is hierarchical arrangement of a society into

different layers(strata) on the basis of distinguishing

characteristic such as age, gender, life style, race,and status .

Customer stratification assures a better match by

measuring how much business a customer doeswith (sales), how profitable they are in gross

margins, how loyal they are, and how costly they

are to serve (to protect net margins).


Check sheets Pareto diagram


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Cause and effect diagram


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Scatter diagram

Control chart

14 . 5 . Jidoka


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Jidoka is a Japanese term means automation .

It is simply applied to a machine that moves on its own .

Jidoka refers to automation with a human touch, opposed to

machine that simply moves under the monitoring and supervision

of operator .

Since the loom stopped when a problem arose, no defectiveproducts were produced .


14 6 Just-in-time


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14 . 6 . Just in time . Just in time (JIT ) is a production strategy that strive to improve a

business return on investment by reducing in-process inventory and

associated carry costs .

To meet JIT objective , the process relies on signal or Kanban

between different points in the process , which tell production when

to make the next part .

Such kind of method of processing is fast and satisfies customer need

It focus on having the right material , at the right time , at the right

place, and in the exact amount .


14 . 7. Kanban


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14 . 7. Kanban1.Kanban is a Japanese word for sign or signboard , it is a signaling device that gives

authorization and instruction for the production or withdrawal of items in a pull system .2.It is a technique that assists how much product should be flow in order to satisfy customer

need .3.It also assists to eliminate over production and delay of production .

4.The amount of raw materials flow from one process to other process based on customersneed .

5.Kanban is a system for visualizing work , making it flow , reduce waste and bottle necks ,encourage continuous flow , improve quality , and maximizing customer value .

Managing the production that Production based on customer need .

all produced will be sold .

Prepared

by

Maimer

Shawel,

TVETAgency

14 8 P k k


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14 . 8 . Pokayoka

It is a Japanese word which means mistake proofing .

It is designing system and products in away to makeerrors difficult or impossible .

Pokayoka is a great example of looking for systemicsolution rather than blaming people for errors .

Techniques that help operators avoid mistakes in theirwork caused by choosing the wrong parts , leaving out apart backwards , etc .

It involves the implementation of fail-safe ways methods

that detect or prevent human and machine error at ornear the source .


14 . 9 Standardized work .


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The definition of standard work is the most effective combination ofmanpower, materials, machinery, and methods .

Improving standard work is a never-ending process .

It is a production method that eliminate waste and indicate workingprocess .

Hazards of a non-standardized(non-existence) process reducedquality, higher cost, wasted time, poor documentation, and degradedservice .

Basically , standardized work consists of three elements:- Takt time .

Work sequence .

Standard work in process .


14 . 9 .1 Tackt time .


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Takt time is impacted only by customer demand and the amount of

time available for production .

Takt is a German word which refers to the pace or drum beat ofmusical composition .

It is the demand rate of production .

Takt time provides definition to the relationship between work time

available and the customer requirements, and enable us to be awareof time available to complete the job .

When demand rises, takt time drops .

When available production time increase, takt time increase as well .

Takt time Available production time

Customer requirementsPrepared by Maimer


14 . 9 . 2 Work sequence .


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q The working is the sequence of operations in a simple process which

leads to the production of quality goods in an efficient way .

There is a best method and sequence of process steps to produce anyproduct .

The work sequence are focused on the production workers, not the

parts .

It also requires a way of working which reduces burden andminimizes threat of injury or illness .

It instructs the operator on exactly what he is to do next, not just

which process is to be applied next .

Planning your work sequence is an essential part of overallproduction process .

It is very important that you plan your work sequence so that you can

easily see what: Has been completed .

Still needs to be done, and materials you will require . Prepared by Maimer Shawel, TVET Agency

14 . 9 . 3 Standard work in process .


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p Standard work in process is the minimum

necessary in process inventory to maintain

standard work, no more, no less .

It is one of the three main components of

standard work .

The purpose of standard WIP is to enable

consistency in a process .

It is the designated minimum amount of material

needed to keep your standard work flow .


14.10 . Leveled Production .


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Production leveling, is referred to us production smoothing orheijanka (Japanese term ), is the technique that was discovered by

TPS that is used to reduce the amount of waste in the productionsystem . The basic idea of production leveling is to produce goods at a

constant rate so that you can allow further processing to becarried out at a constant and predictable rate .

It is the rate of production that remain constant irrespective ofthe fluctuation in demand .



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continued

Its objective is to maximize plant capacity, utilization, andmaintenance of the workforce level .

Customer fluctuations adopted in lean manufacturing to

help prevent the fluctuation in final line zero . How production leveling works in the manufacturing is

that you are never doing the same product repeatedly, as

you would do with mass production .

Prepared by Maimer Shawel,TVET Agency .

14 . 11 . Continuous Flow Processing .


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g

It is the process that products are produced in continuous flow from

the raw materials to final products without interruption .

Continuousflow manufacturing (CFM ) is a manufacturing strategythat produce a part via a justin-time and Kanban production

approach .

The goal is an optimally balanced production line with little waste, the

lowest possible cost, on-time, and defect free production .


15 Seven condition for successful


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15.Seven condition for successful

implementation of Kaizen .

Top management commitment .



Setting up an organization dedicated to promote Kaizen . Appointing the best available personnel to manage the Kaizenprocess .

Conducting training and education .

Establishing a step-by-step process for Kaizen introduction .


Seven basic principles for


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p p

improvement .

1 .Throw out all of your fixed ideas about how to do things !!!

2 . Think of how the new method will work-not how it wont !!!

3 . Correct mistakes the moment they are found !!!

5 . Problems give you a chance to use your brain !!!

5 . Ask why ? at least five times until you find the ultimate cause !!!

6 . Dont spend a lot of money on improvements !!!

7 .Ten peoples ideas are better than one persons !!!


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Thank you!!!

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What is Kaizen in English Copy(3)

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