K Vinoadh Kumar 2010250025 M.E MSM

S Madhavan 2010250012 College of Engineering Guindy

Anna University, Chennai -25.

History of Kaizen Kaizen philosophy Kaizen strategy Major Kaizen systems and activities 13 Characteristics of Kaizen Company Kaizen program Gemba Kaizen & Kaizen Blitz Circle of influence and Circle of concern Flywheel Effect FIRO Hedgehog concept

After WWII, to help restore Japan - American experts - rebuilding of Japanese industry

Japanese Emperor – Requested Sir Edward Deming – further training in statistical tools

Economic Scientific Section (ESS) – Trained Japanese with TWI programs @ Detroit

Before Japanese trip to Detroit – Film titled “Improvement in 4 steps” film was showcased

After learning as per request from Japanese emperor – All management guru’s came to Japan

Started supplying transmission assembly TO FMC – American customers started liking transmission assemblies supplied by Japan than American

Reason – Japanese manufacturers made parts were closer to specified tolerance levels – whereas Americans work is within tolerance limits

Reference: Wikipedia.org

Respects employee’s first How silly an idea from an employee be – will listen to it –

corrects if required - motivates Encourages continuous, incremental changes in life Not letting a day pass without some form of improvement Kaizen philosophy also sees the business through two

lenses;Kaizen maintenance - establishes the policies and rules

that help maintain the performance levels set by the present managerial and operating standards.

Kaizen improvement - focuses efforts on the continuous improvement of existing standards and processes or the innovation of new ones.

Reference: Kaizen by Chris Oritz

Single most important concept in Japanese management – key to Japan’s competitive success

Kaizen means continual small improvement or ongoing improvement – involving everyone

Primary goal – simultaneous achievement of excellence in quality, cost and delivery – all 3 conditions must be met – to satisfy and support customer in the business

Reference: Web resource

Total quality control / Total quality management JIT / TPS TPM Policy deployment Suggestion system Small group activities

Major kaizen systems

Reference: Kaizen event planner by Karen Martin

5S Standardization Elimination of MUDA

Gemba MUDA, MURA, MURI 5M Poka yoke SMED Takt time KANBAN

3 major activities of Kaizen

Common phrases in Kaizen environment

Reference: Kaizen event planner by Karen Martin

1. Value stream driven2. Total employee involvement3. Cross-functional teamwork4. 100 % focus5. Short duration6. Aggressive objectives7. Creativity before capital8. Waste elimination9. Rapid decisions and real-time buy-in10. Full time implementation11. New process training12. Built-in sustainability13. Workforce development

Reference: Kaizen Event Planner, Pg: 27-30

Focus - how you can incorporate kaizen events in your company Kaizen events - keeps the employees involved, accountable, and more

importantly expecting more from them Kaizen events without vision and focus are like road trips not having a

final destination key ingredients establishing kaizen program are as follows;

1. Create and communicate the vision2. Establish the Kaizen Champion3. Communication Boards and Newsletters4. The Kaizen Governing Committee

a. The kaizen championb. The plant managerc. The production managerd. The engineering managere. The materials managerf. The quality managerg. The facilities/safety managerh. The human resources manager

Reference: Kaizen, Pg: 8-25

4. Kaizen Team Selectiona. Team Leader b. Team Members

i. Process Engineer ii. Quality Engineer iii. Facilities/Maintenance Personnel iv. Materials Handler v. Line Operators vi. Management

5. Kaizen Event Tracking System 6. Kaizen Monthly Meetings

a. Discussion of open action items: 15 minutes b. Discussion of the last event’s results: 20 minutes c. Planning upcoming events: 30 minutes

7. Kaizen Event Supply Box

Reference: Kaizen, Pg: 8-25

Gemba = Workplace Gembutsu = Tangible objects in Gemba: machine,

equipment, tools, jigs, fixtures, etc., Process of continuously;

a. Going to workplaceb. Identify the problem and its root causec. Reduce / Eliminate Muda, Mura and Murid. Solve the problem – improve the solution

Gemba Kaizen – 3 approaches;a. Management oriented kaizenb. Group oriented kaizenc. Individual kaizen

Gemba Kaizen – Doctor and Patient analogy

Reference: Web resources

Managers define a problem label all the parts of the process that seem wasteful brainstorm ideas for the removal of said waste  instantly implement the change to those who work in the

operations  Kaizen Blitz gives people an idea how much change can be

created in a short period of time

Reference: Web resources

Management has two major components: maintenance improvement

Under the maintenance function, management must first establish - policies, rules, directives &

SOP’s ensuring that everybody follows SOP

Under the improvement function, works continuously towards revising the current standards once they have been mastered - establishing higher ones signifies small improvements as a result of coordinated

continuous efforts by all employees

Reference: Selecting the right mfg tool for your organization by Ron Moore

The term 'flywheel effect' was coined by Jim Collins in his book, Good to Great. The metaphor of the ‘flywheel’ emphasises the need to initiate and evaluate progress continually, which means there will be constant growth and development rather than fire-fighting in response to crises.

Reference: Good to Great by Jim Collins

3 circles – equal size – equally important

1st circle - what you can be the best at

2nd circle – what drives your profit ?

3rd circle – what are you deeply passionate about

 most important thing is in the middle – intersection

In order to be in the middle – you cannot miss any one the 3 circle’s

If you could live your life in that place - deeply passionate about your work

Reference: Web resource

The 7 Habits of Highly Effective People - “Be a part of the solution” – “Not part of the problem”

"Habit 1: Be Proactive“-when you feel powerless against life's forces - examine what you can do instead focusing on worries over which you have no real control

 notice all your concerns - determine where you can take action Focusing on what you don't like will be disempowering you Focusing on what you can do is proactive and empowering

Reference: The 7 habits of highly effective people, Stephen R Covey

FIRO tries to explain the relationship that every individual experiences while working in CFT project.

As Kaizen respects people first, this is an important documentation (feedback) to be maintained in a Kaizen program.

Reference: Web resources