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Kaizen Training Post-Report Summary

The document summarizes a Kaizen training program for continuous improvement. The program taught participants about identifying waste in processes, applying the SMAIC model for improvement, and developing an action plan. Participants learned to eliminate muda, mura, and muri through engaging workers to constantly watch for opportunities for change. The training objectives were met, the speaker and logistics were excellent, and the participant's action plan is to educate personnel on Kaizen tools and encourage daily improvement.

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Kristine Dianne Villaroman
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79 views2 pages

Kaizen Training Post-Report Summary

The document summarizes a Kaizen training program for continuous improvement. The program taught participants about identifying waste in processes, applying the SMAIC model for improvement, and developing an action plan. Participants learned to eliminate muda, mura, and muri through engaging workers to constantly watch for opportunities for change. The training objectives were met, the speaker and logistics were excellent, and the participant's action plan is to educate personnel on Kaizen tools and encourage daily improvement.

Uploaded by

Kristine Dianne Villaroman
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd

POST-TRAINING REPORT

Program Title KAIZEN TRAINING FOR CONTINUOUS IMPROVEMENT


Program Schedule SEPTEMBER 4, 2018; 9 AM-4 PM
Venue UNIT 201 RICHBELT TOWER, 17 ANNAPOLIS ST.,
GREENHILLS, SAN JUAN CITY
Memo Order No/Date MEMO ORDER NO. 597
Name of Speaker/s MS. MARIA LUZ C. BAYAN
Affiliation of Speaker/s
Organizer/Program BUSINESSCOACH, INC.
Provider

Objective of the Program:

To improve productivity, reduce waste, and eliminate unnecessary hard work in the
workplace.

Topics Discussed with ACTION STEPS:


(Describe/summarize learning regarding the topics covered and the corresponding steps to be taken
as to application to participant’s or unit’s function)

I. The KAIZEN Methodology – a process that occurs every day where


workers at all levels of the organization are engaged in constantly
watching for and identifying opportunities for change and improvement.
II. Three basic types of waste in the workplace (which can be effectively
identified by KAIZEN method):
a. MUDA – wastes or non-value-added activities
b. MURA – hard work or inconsistent, irregular or uneven use of
employee
c. MURI – unbalanced workload or work that creates burden
III. The SMAIC Model
a. Select – Identifying what is wrong (either by benchmarking or through
the suggestions/comments of the client)
- We can develop Kaizen eyes by:
a. Thinking outside the box
b. Benchmarking
c. Taking pictures of the present problem
d. Auditing standard work
e. Asking yourself “what normal is or should look like”
b. Measure – The use of basic statistical tools (check sheets, graphs,
pareto diagram) and data collection
c. Analyze – Identifying when and where are the problems, which we can
do by using the fish bone diagram and the 5 W + 1 H
i. Where?
ii. Who?
iii. When?
iv. Why?
v. How?
vi. What is to be done?
d. Improve – Can be done by setting standards and tolerances’
a. Set KPI and targets
b. Adopting best practices of the company
e. Control – Adherence to procedures and display of preventive and
control measures
a. Adopting the PDCA Cycle (PLAN, DO, CHECK,
ACT)

Comments / Observation (according to):


a. Attainment of Program Objectives

The training program was suited to the type of work that I have and can be
easily applied in the workplace.

b. Program Provider

The training organizer provided an excellent speaker for the training.

c. Logistics (Food, Venue & Facilities)

The venue is accessible, we were provided food on time and the restroom
was clean.

Recommendations/Remarks: None

( ) Required Post Training Report

Agreed Action Plan for implementation within the Unit/Department/Group/Sector:


(based on learning from the event)

The goal of Kaizen is gradual continuous improvement. The first step is to educate
the branch personnel. Provide them with tools and system structure to allow them to
succeed. Encourage employees to be fully aware of the problems and look for
various ways to improve every day.

Prepared by: Noted by:

KRISTINE DIANNE M. VILLAROMAN AVP LEA R. REMOLANO


Printed Name & Signature of Participant/s Printed Name & Signature of Dept.
Head

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