016758 kaizen one day

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KAIZEN Management

Copyright S. Fujita 1



KM 1

KAIZEN Management

Characteristics of

Japanese Production

Systems

KM 2

Continuous improvement

KAI-ZEN

KM 3

What is Industry ?

Man-power

MachinesMaterials

Methods

(4M’s)

Products

Services

4

Industry

Input Output

KM 4

Q, C, D

What are evaluation

criteria for the output ?

5

Q: Quality

C: Cost

D: Delivery

Industry

Input Output

KAIZEN

action

KM 5

KAIZEN is a corrective action.

KAIZEN is a feedback.

2

Industry

Input Output

KAIZEN

action

KM 6

KAIZEN is a Japanese word.

Contents

KAIZEN Management




KM 7

Definition of KAIZEN

KM 8

1. A selection of better means

or a change of current method

for achieving an objective.

The Japan HR Association

Definitions of KAIZEN

2. An accumulation of small changes

1

KM 9

The way of packing orangesThe way of packing oranges

in Japanin Japan

KM 10

It is difficult to open a net and put

oranges in the net at the same time.

Productivity: 1 net per min.

Orange Packing (1)

I need

help.

KM 11

Cooperation increases a work efficiency.

Productivity: 5 nets per min.

Orange Packing (2)

with 2 workers1

KM 12

Can you think of a better

method to pack oranges?

A selection of better means



Productivity: 5 nets per min. with 1 worker 2

KAIZEN Management




KM 13

1. A selection of better means




Definitions of KAIZEN

2. An accumulation of small changes

1

KM 14

Chopsticks

KM 15Problem

Many Japanese children holdtheir chopsticks improperly

KM 16KAIZEN 1

Parents teach the proper way ofholding chopsticks

… but still difficult to use

KM 17KAIZEN 2

Soft paddings (Japanese fish paste) were

attached to the ends of the chopsticks

… for some children, balancing the chopsticks is difficult

KM 18KAIZEN 3

Training chopsticks were used for

teaching

KAIZEN Management




KM 19

KAIZEN is a

continuous improvement

Continuous = again and again, ongoing

KM 20

- I picked up a garbage and

put it in a trashcan.

- I wiped the windows and

made them clean.

- I used a mop to clean the gasoline

left on the floor.

KAIZEN is a small change tomake something better.

4

Where is a division betweenour jobs and KAIZEN?

KM 21

A waitress was working

at a restaurant in Tokyo

KM 22

A small change of a method

- KAIZEN is to change a way of using

the mop

Any way to pick up the mop?

Any way to store the mop?

Any way to carry the mop?

KAIZEN is a small change

1

KM 23

stapler

KM 24

stapler

KAIZEN Management




KM 25

toothbrush

KM 26

Swatter

KM 27

tweezers

KM 28

KM 29

Improvement by

changing methods

How do we change methods?

KM 30

KAIZEN Steps

KAIZEN Management




KM 31

- Abolition- Discontinuance

- Exclusion

- Removal

- Simplification

- Centralization

- Synchronization

- Standardization

- Management for exceptions

- Integration

- Combination

- Alternation

- Exchange

- Conversion

- Diversification

- Separation

KAIZEN Steps

4

KM 32

- Abolition- Discontinuance

- Exclusion

- Removal

- Simplification

- Centralization

- Synchronization

- Standardization

- Management for exceptions

- Integration

- Combination

- Alternation

- Exchange

- Conversion

- Diversification

- Separation

KAIZEN Steps Review

3

KM 33

EliminationRemove this

sliding door

What is the use of the sliding doors?

KM 34

KAIZEN by “Elimination”

Before After

Why are shoe box doors needed?

1

KM 35

Before After

KAIZEN by “Elimination”

Why is the toilet cover needed?

1

KM 36

ToiletsCDG(Paris) Frankfurt

Hong Kong

KAIZEN Management




KM 37

Before

After

KAIZEN by “Elimination”No sleeves down-jacket is easy to work.

1

KM 38

The number of fluorescent lights

was reduced.

ReduceA fluorescent lightbulb was removed.

KM 39

KAIZEN by “Reduction”

Before

Are two bricks needed

to stop a car?

KM 40

Parking Lot

KM 41

After

Before


One brick is enoughto stop a car.

1

KM 42

Zebra Zone

1

KAIZEN Management




KM 43

Before

After


Side lines of

the zebra zone

are removed.

1

KM 44

Before After


A brush part of the toothbrush is

not necessarily long.

1

KM 45

toothbrushes

KM 46

By watching the ribbon movement,

one can recognize that the air

conditioner is working.

Change

KM 47Motion Picture KM 48

KAIZEN by “Change”

Before After

The hollow about the key holesmoothes the key movement.

1

KAIZEN Management




KM 49

Before After


To oil the pan, a small teapot is

more convenient than a ladle.

1

KM 50

Motion Picture

KM 51

Before After


Stairways at the railway station

should have signs of up and down.

1

KM 52

At JR Kurume StationAt JR Kurume Station

KM 53 KM 54

Rush Hour

KAIZEN Management




KM 55

Before After

KAIZEN by “Change”The shape of the hanging strap

fits the hand.

1

KM 56

Hanging Straps in JR trains

KM 57

Hanging strap inHanging strap in

Hong Kong subwaysHong Kong subways

The Japan HR Association to Suggestion System

KM 58

Suggestion System

vs.KAIZEN Suggestion System

KM 59

Suggestion System

You suggest your ideas, and I will

examine them and implement someof your ideas later.

KM 60

Suggestion System Concept

R e w a r d

I d e a

I d e a

KAIZEN Management




KM 61

KAIZEN Suggestion System

K A I Z E

N

s h e e t

Implemented KAIZEN ideas must

be submitted

KM 62

Workers’

responsibility

Workers’ responsibility

Management responsibility

Management

responsibility

Suggestion System

KAIZEN Suggestion System

Difference (1)

generation

Idea

KM 63

Suggestion SystemPropose improvement ideas for any

activity in the company.

KAIZEN Suggestion SystemPropose only improvement ideas

which will improve your own work.

Difference (2)

KM 64

KAIZEN

Memo 1

KM 65AOTS KAIZEN KM 66AOTS KAIZEN

KAIZEN Management




KM 67Reward KM 68

Award Payment for Each

KAIZEN Suggestion (1999)

2

8

88

79

80

21

192

30

89

14

0 50 100 150 200 250

0

1-99

100-199

200-299

300-399

400-499

500-599

600-999

1000-2999

over 3000

J p n Y e n

Surveyed 603 companies

Average 321 yen

KM 69

Implementation Survey

No. of Participated Companies

0

100

200

300

400

500

600

700

800

900

73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99

Implementation rate

Participation rate

60

65

70

75

80

85

90

95

82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99

1

KM 70

1. Small change

2. Medium change

3. Big change

(KAIZEN)

(Small groupactivities)

(Innovation)

--- By individual effort, a better

way of proceeding a job is

considered. (Idea creation)

--- By group effort, a better way

is proposed by following

predetermined steps (or rule).

--- By investments in new technology

or equipment, dramatic alterations

are achieved.

Different styles of change

2

KM 71

Tomato Juice 1

KM 72

Nikkei News,

Nov. 22,1997

Newspaper

Article

KAIZEN Management




KM 73

Hydroponics CultivationHydroponics Cultivation

6000 tomatoes6000 tomatoes

1

KM 74

Tomato Juice

2

Man-power

Machines

Materials

Methods

(4M’s)

Industry

Input Output

KAIZEN

action

KM 75

Breakthrough

Status quo

Management

Staff

Floor people

Two Attitudes

1

KM 76

K A I Z E N

S t a t u s

q u o

I n n o v a t

i o n

K A I Z E N

S t a t u s

q u o

Management

Staff

Floor people

Management

Staff

Floor people

I n n o v a t i o

n

Japanese firms

Non-Japanese firms

Two Attitudes

1

Contents

KAIZEN Management




5S 1

Source: Takashi Osada “The 5S’s: Five Keys to a Total Quality

Environment” APO, 1991.

5S KAIZEN

5S 2

?What is

5S 3

1. Sei-ri (Organization)

2. Sei-ton (Neatness)

3. Sei-so (Cleaning)

4. Sei-ke-tsu (Standardization)5. Shi-tsu-ke (Self-discipline)

5S ONCSS

5S stands for 5 initials of the

following Japanese words:

5S 4

5 Steps for improvement

KAIZEN

International 5S

5S 5

Dictionary definition:

To put things in order (or organize them)according to a specific rule or principle.

Industrial definition:

To distinguish between necessary thingsand unnecessary things, and getting ridof what you do not need.

Seiri = Organization

5S 6

Why is my desk getting messy?Why is my desk getting messy?

KAIZEN Management




5S 7

Why messy?

Necessary UnnecessaryNot necessary

now, but maybe

in the future

Every item on my desk belongs to the gray circle

5S 8

Do you throw thesethings away?

It works!

It has a value!

It’s still new!

It’s usable!

It looks nice!

Not necessary

now, but maybe

in the future

5S 9

For example:

Small erasers

Short pencils

Notebook

Tie pin

5S 10

The first step

to assist your

decision to “throw

away or save” is a

Red tag movement.at Japanese companies

5S 11

Red tagRed tag movementmovement

5S 12

At the beginning of each month,put a red tag on every item.

During the month, remove the red

tag when item is used.

At the end of the month, decide

whether the item with the tag is

necessary or not.

Red tag movement

KAIZEN Management




5S 13

Wooden

Pallet

5S 14

1. Classification management(Necessary & unnecessary things)

2. Red tag movement

For unnecessary things, find

their true causes.

Key Words:

5S 15

Before

After

T. Sugiyama “The 5S Approach to Improvement”PHP, 1995

5S 16

SEIRI

SEITON

Red tag

movement

Necessarythings

Not necessarynow ,but--------

Unnecessarythings

Cleaned workplaceDisposal

5S 17

Dictionary definition:Establishing a neat layout so that you can

always get just as much of what you need

when you need it.

Industrial definition:

It is a way of eliminating

search.

Seiton = Neatness

5S 18

Question

How long is your patience?

5 minutes?

2 minutes??

or 5 seconds???

When you ask someone to bring a

hammer, how long can you wait

without getting mad?

KAIZEN Management




5S 19

Tool Box

30 Second Rule5S 20

K.P.Shrestha (Nepal)

5S 21


30 Second Rule30 Second Rule5S 22

1.Design an efficient layout.(Functional storage)

2.Eliminate search(Less search)

Everything should have a name.(A place for everything and everything in its place)

Reserved seats

Key Words:

5S 23

Before

After


5S 24Posters of Seiri

Malaysia, AOTS Oman

KAIZEN Management




5S 25

Malaysia, AOTS Oman

Posters of Seiton5S 26

Definition:

Eliminating trash, filth, and

foreign matters for a cleaner

workplace. Cleaning as a form

of inspection.

Seiso = Cleaning

5S 27

Keep things clean

(Caring attitude)

+ Inspection

Key Words:

5S 28

Sanitation engineersLaundryDry cleaner Janitor Garbage collector Pollution control operator Clean-room designer

One-third (1/3) or one-fourth (1/4) of

the total investment amount is used

for cleanliness.

Cleanliness is a big business today.

5S 29

Cleanliness

Mumbai (India) Churchgate station Oct ‘05

5S 30

Marugoto 5S Tenkai Daijiten, Nikkan-kogyo Shinbun, 1992

Broom

Mop

Dust pan

KAIZEN Management




5S 31

Sei-ke-tsu

5S 32

Definition:

Keeping things organized, neat,

and clean, even in personal and

environment aspects.

Seiketsu = Standardization

SEIRI SEITON

SEISO

5S 33

Problem is something like ----.

What is “Problem” ?

5S 34

Benjamin B. Tregoe

“The New Rational Manager” Princeton Research Press, Shin-

kanrisha no Handanryoku (Japanese Edition), 1985

Ideal State Current State

GAP

Charles H. Kepner

5S 35

1. Define an ideal state

2. Standardize the solution(5S standardization)

Documentation (ISO 9000)

Key Words:

1

5S 36

Kathmandu, NEPAL

KAIZEN Management




5S 37

Streets inStreets in

KathmanduKathmandu

5S 38

Before

After


5S 39

Definition:

Doing the right things as a matter

of course.

Shitsuke = Self-discipline

5S 40

ATA Boiler Company(at Petropolis near Rio de Janeiro)

Associated to Mitsubishi Heavy Industries Ltd.

5S 41


Morning exercise5S 42

ATA Boiler

KAIZEN Management




5S 43

1. Habit formation(Make it a habit)

2. Create a disciplined workplace

Key Words:

5S 44

Click for Exercise

1. Wear your safety shoes

2. Exercise time

3. No smoking at workplace

Typical Shitsuke Activities

5S 45

Posters of 5S

Chennai, India

5S 46

5S in

Colombo

5S 47

Nepal Thailand

Posters of 5S5S 48

Nepal

Posters of 5S

SEIRI

SEITON

SEISO SEIKETSU

SHITSUKE

KAIZEN Management




5S 49Benefits of 5S

National Productivity

Board, Singapore

5S 50

At SIME Tyres (Malaysia)

5S 51

Why not start 5S today?

KAIZEN Management




JIT 1

KAIZEN in Just-In-Time

Production System

JIT 2

KAIZEN in Just-In-Time

Production System

Toyota Production System

Jay-eye-tea

J I T

JIT 3

Reduction of Production Lead Time

Source: Sanno College “Seisan-shi Textbook”

“What issue/concept will be most

important to you in the 1990’s ?”

Order ReceiptDelivery

Production

Production Lead Time

JIT 4

Source: Suzuki “The New Manufacturing

”

KANBAN

Supermarket Concept &

KANBAN System

JIT 5

Source: Weekly Diamond ’91.11.2

Push System

Pull SystemPush and Pull System

JIT 6

By Toyota Motor Company

The concept of producing or conveying

only those units needed,

at all stages of production.

just when they are needed,

in just the amount needed,

Just-In-Time (JIT) system

KAIZEN Management




JIT 7

This refers to the thoughtful use

of devices which eliminates

operator’s careless mistakes.

Note: “Poka” ----- Carelessness; Absent-mind

“Yoke”----- Elimination

Fool-proof

JIT 8

Mistakes

Make mistakes for counting, measuring,

work sequence, setting, etc.

“I forgot things to do.”

“I missed the monitoring.”

“I did something which I should not do.”

JIT 9

Wrong operations 23%

Negligence (Forgetfulness) 48%

Source: “Poka-yoke activities“ KaneboChem.,1991

Kanebo Chemical, 1989

Analysis of Carelessness

0% 100%

( )

( )

JIT 10

Screw driver slips

and scratches the

product.Source: “Poka-yoke Daizukan” Nikkan-kogyo 1987

Poka-yoke Example 1

Never slips

JIT 11

Source: “Poka-yoke Daizukan” Nikkan-kogyo 1987

Non-defective

Defective

Fool-proof device

Poka-yoke Example 2

Bending Machine

JIT 12

Have you ever been to a bakery shop?

Kumasi, Ghana

KAIZEN Management




JIT 13

When you visit a Japanese home,you must take off your shoes.

JIT 14

Something in shoes

JIT 15

Poka-yoke Exercises

JIT 16

Exercise 1 Brush?

By unknown

Where is a brush?

Inside the tank?

?

JIT 17

Poka-yoke Solution

By unknown

The brush

is tied with

a rope.

JIT 18

Exercise 2

The worker stirs the liquid in atank and add some additives.

“Did I already add

additives?”

KAIZEN Management




JIT 19

Poka-yoke SolutionBefore stirring the liquid,

put additives in cups.

JIT 20

Jidoka refers to the ability of

production equipment, including

a single machine, to sense a

malfunction of the machine.

Autonomation

Autonomous Automation

JIT 21

Stop! I don’t know.

Simple automationJidoka

Autonomation :Automation with a human touch

JIT 22

Andon board (an electrical

board)

JIT 23

Koshibata (primitive loom) Back strap loom

Three processes of weavingJIT 24

Loom with non-stop shuttle change, 1924

(Sakichi Toyoda, 57years old)

Automatic loom, type G

In 1929, Platt Brothers of England requested

technology licensing agreement from Toyota.

KAIZEN Management




JIT 25

The goal of single minute

set-up movement is to

reduce the set-up time to

less than 10 minutes.

Single minute exchange of die(SMED)

Single minute

JIT 26

Stamping Machine

Old style Modern style

13.1 tons

JIT 27

Make a knot, but you must

hold both ends of the rope.

Question

JIT 28

Demonstration 1

JIT 29

Demonstration 2JIT 30

The Trick of the Magic

KAIZEN Management




JIT 31Masking

tape Paint an arrow

Trash can Spreadsheet

Source: The Japan HR AssociationExample (1)

JIT 32

Advanced Preparation

JIT 33

Can you put your tie

within 5 seconds?

JIT 34

10 minutes look too short to

replace

both upper and lower dies

Time Savings

JIT 35

U-shaped washer Nut and bolt

Pear-shaped holes

Source: H. Hirano “Me de mite wakaru JIT Seisan Hoshiki” Nikkan-kogyo Shinbun, 1990

Example (2)

JIT 36

Demonstration

KAIZEN Management




JIT 37

KAIZEN in Toyota

A single KAIZEN effect may be

small, but with continuous

accumulated effort, it can

produce good results.

JIT 38

Toyota’s spirit

Squeeze out a last drop

out of a dried towel.

Waste Elimination

JIT 39

1. Waste from over-production2. Waste of waiting time3. Transportation waste4. Processing waste

5. Inventory waste6. Waste of motion7. Waste from product defectives

5. Inventory waste

Seven Wastes

JIT 40

Source: “Stockless Production” Nikkan-kogyo Shinbun, 1989

Stockless Production Contents

KAIZEN Management




Many reference books are available. You may search “Amazon.com” by putting one of the following

keywords: KAIZEN, 5S, JIT or Toyota. Some reference books which are recommended to have adeep understanding for KAIZEN Management are listed as follows:

1. Tozawa Bunji, Norman Bodok “The Idea Generator: Quick and Easy Kaizen” PCS Press 2001

2. Imai Masaaki “Kaizen (Ky’zen): the key to Japan’s competitive success” McGraw Pub. 1986

3. Japan Human Relations Association “The improvement engine: creativity & innovation through

employee involvement: The Kaizen Teian system” Productivity Press, 1995

4. Osada Takashi “The 5S’s: five keys to a total quality environment” Asian Productivity

Organization, 1995

5. Hirano Hiroyuki “Putting 5S to work: a practical step-by-step approach” PHP Institute, 1993

6. Shingo Shigeo “A revolution in manufacturing: the SMED system” Productivity Press, 1985

7. Shingo Shigeo “A study of the Toyota production system from an industrial engineering

viewpoint” Productivity Press, 19898. Christensen Clayton “The innovator’s Dilemma” Harper Collins, 2003

9. Utterback James “Mastering the Dynamics of Innovation: How companies can seizeopportunities inn the face of technological change” Harvard Business School Press, 1994

10. Sugiyama Tomoo “5S approach to improvement” PHP Institute, 1998

11. Ohno Taiichi “Toyota production system: Beyond large-scale production” Productivity Press,1988

12. Shingo Shigeo “ “Non-stock production: The Shingo System for Continuous Improvement”Productivity Press, 1995

13. Liker Jeffrey “The Toyota Way: 14 Management Principles from the World’s GreatestManufacturer, McGraw-Hill 2004

14. Robinson, Alan (Editor) “The continuous improvement in Operations: A systematic Approachto Waste Reduction” Productivity Press, 1991

15. Japan HR Association “KAIZEN Teian I: Development systems for Continuous Improvementthrough Employee Suggestions” Productivity Press 1992

16. Japan HR Association “KAIZEN Teian II: Guiding Continuous Improvement through

Employee Suggestions” Productivity Press, 1992

17. Japan HR Association “The Idea Book: Improvement through TEI (Total EmployeeInvolvement)” Productivity Press

18. Hirano, H. “JIT Factory Revolution: A Pictorial Guide to Factory Design of the Future”Productivity Press. ISBN 0-915299-44-5

19. Majima, I. “The shift to JIT: How people make the difference” Productivity Press.ISBN0-9915299-93-3

20. Monden, Y. “Toyota Production Systems” Institute of Industrial Engineers. 1983

KAIZEN Management




1. A driving force to KAIZEN activities is

a. Monetary award

b. Problem consciousness

c. Workers' motivation

d. Management skill

2. "Innovation" (in contrast to KAIZEN) is

a. A short cut approach

b. A new fashion

c. A good management

d. A big change

3. KAIZEN is defined as

a. An accumulation of small changes

b. A quick way of changing your work

c. A method to increase productivityd. A good manner

4. KAIZEN steps are defined as

a. Change - Eliminate - Reduce

b. Reduce - Change - Eliminate

c. Eliminate - Reduce - Change

d. Simplify - Combine - Remove

5. Approximately what percent of Japanese companies seems to adopt KAIZEN

suggestion system?

a. 40% b. 70%

c. 90%

d. 100%

6. Japanese production managers believe that the most important issue/concept for

production management in 1990's is

a. Reduction of production lead-time

b. Integration of production and sales

c. Improvement of customer service

d. Marketing research

7. An original idea of JIT came from

a. Drive-in theater

b. Fast food restaurant

c. Supermarket

d. Gas station

8. KANBAN which is used in JIT production systems is

a. A tool to supply products to customers

b. A tool to fill up parts which are used.

c. A sign for alarm

d. A billboard

KAIZEN Management




9. "Poka-Yoke (Fool proof) devices" are

a. Protection devices from earthquake and typhoons

b. Devices which increase production volume

c. Devices which motivates production workers

d. Devices which eliminate operator's careless mistakes

10. A purpose of minimum inventory (stockless production) isa. To find out (or visualize) problems to be improved.

b. To enhance management capability for the risk.

c. To make inventory control easy.

d. To save inventory cost.

11. The 5S stands for

a. Five times more satisfaction

b. Five keys for success

c. Five Japanese words with an initial S

d. Five factors for a work improvement

12. The average time allowed to fetch (search, find and bring back) a hammer is

a. 10 seconds

b. 30 seconds

c. 60 seconds

d. 90 seconds

13. For a facility investment, approximately how much is used for cleanliness?

a. 80% of the investment cost

b. 60% of the investment cost

c. 30% of the investment cost

d. 10% of the investment cost

14. The essence of "Seiso (cleaning)" is

a. An inspection

b. Picking up a garbage

c. A search

d. A standardization

15. The essence of " Shitsuke (self-discipline) " is

a. To set up a rule

b. To let people greet to each other

c. A communication

d. A habit formation

KAIZEN Management




[KAIZEN]

1. A driving force to KAIZEN activities is

a. Monetary award

b. Problem consciousness

c. Workers' motivationd. Management skill

2. "Innovation" (in contrast to KAIZEN) is

a. A short cut approach

b. A new fashion

c. A good management

d. A big change

3. KAIZEN is defined as

a. An accumulation of small changes

b. A quick way of changing your workc. A method to increase productivity

d. A good manner

4. What does KAIZEN change?

a. Change - Eliminate - Reduce

b. Reduce - Change - Eliminate


d. Simplify - Combine – Remove

5. KAIZEN steps are defined as

a. Change - Eliminate - Reduce b. Reduce - Change - Eliminate


d. Simplify - Combine - Remove

6. For KAIZEN suggestion system, what type of ideas must be submitted?

a. Ideas to change company policy

b. Ideas to change your own work

c. Ideas to improve profit

d. Ideas to improve management style

7. Approximately what percent of Japanese companies seems to adopt KAIZEN

suggestion system?

a. 40%

b. 70%

c. 90%

d. 100%

KAIZEN Management




[JIT]

1. Japanese production managers believe that the most important issue/concept for

production management in 1990's is

a. Reduction of production lead-time

b. Integration of production and sales

c. Improvement of customer service

d. Marketing research

2. An original idea of JIT came from

a. Drive-in theater

b. Fast food restaurant

c. Supermarket

d. Gas station

3. A factor which makes your production schedule difficult is

a. A demand fluctuation

b. A marketing strategy

c. An employee involvementd. A bonus incentives

4. KANBAN which is used in JIT production systems is

e. A tool to supply products to customers

f. A tool to fill up parts which are used.

g. A sign for alarm

h. A billboard

5. An aim of one-piece flow is

a. A high productivity b. A high flexibility

c. A low defective rate

d. A low cost

6. "Poka-Yoke (Fool proof) devices" are

a. Protection devices from earthquake and typhoons

b. Devices which increase production volume

c. Devices which motivates production workers

d. Devices which eliminate operator's careless mistakes

7. A purpose of minimum inventory (stockless production) isa. To find out (or visualize) problems to be improved.

b. To enhance management capability for the risk.

c. To make inventory control easy.

d. To save inventory cost.

KAIZEN Management




[5S]

1. The 5S stands for

a. Five times more satisfaction

b. Five keys for success

c. Five Japanese words with an initial S

d. Five factors for a work improvement

2. The purpose of theRed Tag Movement” is

a. To distinguish the necessary things and unnecessary things

b. To clean up a workplace

c. To decorate products

d. To find the shortest way of achieving an objective

3. The average time allowed to fetch (search, find and bring back) a hammer is

a. 10 seconds

b. 30 seconds

c. 60 seconds

d. 90 seconds

4. For a facility investment, approximately how much is used for cleanliness?

a. 80% of the investment cost

b. 60% of the investment cost

c. 30% of the investment cost

d. 10% of the investment cost

5. The essence of "Seiso (cleaning)" is

a. An inspection

b. Picking up a garbagec. A search

d. A standardization

6. A problemis defined as

a. Homework assignment

b. Objects which you must attack

c. A gap between ideal state and current state

d. Something which you can buy at supermarket

7. The essence of " Shitsuke (self-discipline) " is

a. To set up a rule b. To let people greet to each other

c. A communication

d. A habit formation

8. The value of fixed-position photographic approach is

a. Employees’ involvement

b. Customer satisfaction

c. Job rotation

d. Quality improvement

KAIZEN Management




For participants who would like to receive power point print-out materials for today’s

KAIZEN Conference, please download the files from the following URLs

(http://www.waseda.jp/ocw/index_e.html).

(Steps)

1. Click "Course List”on the left column of the screen.

2. Choose “2007 Management and Technology 1”Click “Choose” button

3. Click “Referring to Related Material” at the bottom of the screen.

4. View “OCW KAIZEN Management”.Click “View” button

5. Then you will find a menu page of the work.

(Three options)

1. When you simply like to view conference materials, click the icon named “Material

View”.

2. When you like to download the conference material in your computer, click the

icon named “PPT download”. Make sure to save each file in your computer. The

downloaded files (zip files) need to be unpacked for opening individual file. It will

take five to ten minutes for downloading.

3. When you like to see the video material, click the icon named “Video Introduction”.

It takes a little time to download the entire materials. Be patient!

Should you have any questions or further requests, feel free to send me an e-mail:

[email protected]

In order to read the downloaded materials, your computer must have Adobe Reader.

If you do not have it, please download the free software from the following URL:

http://www.adobe.com/products/acrobat/readstep2.html

Seiichi FUJITA

KAIZEN Management




I n s t r u c t i o n s :

D r a w s k e t c h e s o f “ B e f o r e K A

I Z E N ” a n d “ A f t e r K A I

Z E N ”

U s e a D A R K b l a c k p e n o r a T

H I C K p e n c i l

K A I Z E

N M a n a g e m e n t

i g h t S .

F u j i t a

3 8

016758 kaizen one day

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