Kaizen
Presented By:
Manjeet Singh
Manvitha Reddy
Swarn Saurabh
Presentation flow
Introduction to Kaizen
Key Principles
Key Implementation Concepts
TOYOTA Implementation
Key Benefits
Applications
Future prospects
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Introduction : What is Kaizen?
Kaizen means "improvement".
It is a Japanese workplace philosophy which focuses on making continuous
small improvements which keep a business at the top of its field.
The philosophy involves everyone in the organization managers and workers
alike and urges them to make never-ending efforts for improvement.
For example, in Japanese companies, such as Toyota and Canon, several
suggestions per employee are written down, shared and implemented.
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The Origin of Kaizen
The foundation of Kaizen was laid in Japan after the Second World War,
when the country was attempting to rebuild infrastructure and rethink
many systems.
Several American experts on workplace improvement including W.
Edwards Deming and Joseph Juran came to Japan to lecture and teach.
Using information from these individuals regarding the TWI (Training
Within Industry) programs , the concept of Kaizen began to be formed and
it took off in the 1950s.
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Kaizen : Key principles
The first is a heavy reliance on teamwork, in which everyone's opinion is valued and
considered.
Workers also have strong personal discipline, and morale in factories must improve
under kaizen.
Workers should also be confident about offering suggestions for improvement,
even when a system appears to be functioning adequately
Kaizen recognizes that there is always room for improvement
Finally, the system uses quality circles, worker groups who meet and work together
to solve problems and come up with innovative changes.
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Kaizen : Implementation Concepts
Kaizen encompasses many of the components of Japanese businesses
that have been seen as a part of their success.
Some of these concepts inspired by Kaizen are:
5S
The Deming or Shewhart Cycle (PDCA)
Quality Circles
Kanban
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5 S in Kaizen
5 S is a method for organizing a workplace, especially a shared workplace
(like a shop floor or an office space).
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1.
Seiri (Sort): Tidiness, keeping only
essential items.
2.
Seiton (Set In Order): Orderliness,
eliminate extra motion.
3.
Seiso (Shine): Cleanliness, keep the
workplace clean.
4.
Seiketsu (Standardize): Standardize work
practices
5.
Shitsuke (Self Discipline): Sustaining,
maintaining discipline and reviewing
standards.
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The Kaizen cycle
PDCA (Plan-Do-CheckAct) cycle
Also known as the
Deming or Shewhart
cycle
It a continuous neverending process i.e. cyclic
ad-infinitum
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Kaizen in Toyota
The Toyota Production System is known for its use of kaizen.
After World War II, Taiichi Ohno was charged with setting up machine shops for
Toyota. He studied the Ford production systems. He analyzed the various
productive measures and discrepancies in the system.
Based on the analysis, he outlined several production strategies for Toyota.
These production strategies later became benchmarks for production practices
across the world.
Toyota thus became one of the first companies in the world to adopt practices
such as Kaizen. Analysts however feel that Kaizen kept TPS, JIT, Kanban and
other practices working smoothly as an interlinked strategic operational plan.
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Toyotas use of Kaizen to solve labor crisis
In the early 1990s, Toyota was facing acute labor shortage
Toyotas initial management focus was on increasing production efficiency through higher
production levels with less number of workers. This resulted in increased stress and worker exodus
The global upsurge in car demand during 1987-1991 led to drastic increase in demand for labors
Toyota realized that it would have to rely on Kaizen for modifying its existing assembly lines to
attract workers.
The company decided to change its working conditions to accommodate workers of more diverse
nature
The management decided to allow plants to set their own annual production efficiency targets.
Production efficiency measurement was based on workers production time rather than on best
production time
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Kaizen A mixed bag
Why Kaizen works well for some
It has been suggested that Kaizen works particularly well in Japan
because it has a collective culture, and Kaizen relies on collective
values.
The focus is more on improvement and refinement of existing
methods, rather newer innovations.
And not so for others
People in more individualistic cultures (like in Western corporations)
may struggle with some of the basic principles of Kaizen.
Kaizen idea of improvement is contrary to the beliefs of some
Westerners, who place a high value on the achievement and
maintenance of perfection.
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Kaizen A mixed bag
Why Kaizen works well for some
It has been suggested that Kaizen works particularly well in Japan
because it has a collective culture, and Kaizen relies on collective
values.
The focus is more on improvement and refinement of existing
methods, rather newer innovations.
And not so for others
People in more individualistic cultures (like in Western corporations)
may struggle with some of the basic principles of Kaizen.
Kaizen idea of improvement is contrary to the beliefs of some
Westerners, who place a high value on the achievement and
maintenance of perfection.
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Conclusion
Kaizen or continuous improvement should be a part of our everyday life.
The concept is simple but if properly applied can lead to significant efficiency
improvements for organizations.
Kaizen and its associated concepts like PDCA, Kanban and Quality Circles have been
critical to the success of large organizations like Toyota, Canon and Nippon.
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