4 kaizen text new version

KAIZEN Management

Graduate School of Commerce Waseda Business School

Professor

Dr. Seiichi FUJITA

[email protected] http://www.wiaps.waseda.ac.jp/user/fujita/

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-powerMachinesMaterialsMethods(4M’s)

ProductsServices

4

IndustryInput Output

KM 4

Q, C, D

What are evaluation criteria for the output ?

5

Q: QualityC: CostD: Delivery


KAIZENaction

KM 5

KAIZEN is a corrective action.

KAIZEN is a feedback.

2


KAIZENaction

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 oranges The 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 or a change of current method for achieving an objective.

Productivity: 5 nets per min. with 1 worker 2

KAIZEN Management


KM 13

1. A selection of better means or a change of current method for achieving an objective.


Definitions of KAIZEN

2. An accumulation of small changes

1Benjo

KM 14

Chopsticks

KM 15Problem

Many Japanese children hold their chopsticks improperly

KM 16KAIZEN 1

Parents teach the proper way of holding 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 to make something better.

4

Where is a division between our 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

Elimination Remove 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 36ToiletsCDG(Paris) Frankfurt

Hong Kong Ｔｏｋｙｏ

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 light bulb 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 enough to 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

KAIZEN by “Reduction”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 hole smoothes the key movement.

1

KAIZEN Management


KM 49

Before After

KAIZEN by “Change”To oil the pan, a small teapot is more convenient than a ladle.

1

KM 50

Motion Picture

KM 51

Before After

KAIZEN by “Change”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 in Hanging strap in Hong Kong subwaysHong Kong subways

The Japan HR Association to Suggestion System

KM 58

Suggestion Systemvs.

KAIZEN Suggestion System

KM 59

Suggestion SystemYou suggest your ideas, and I will

examine them and implement some of your ideas later.

KM 60

Suggestion System Concept

Rew

ard

Idea

Idea

KAIZEN Management


KM 61

KAIZEN Suggestion System

KAIZEN

sheet

Implemented KAIZEN ideas must be submitted

KM 62

Workers’responsibility

Workers’ responsibility

Management responsibility

Management responsibility

Suggestion System

KAIZEN Suggestion SystemDifference (1)

generationIdea

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 68Award Payment for Each

KAIZEN Suggestion (1999)

28

887980

21192

3089

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

Jpn

Yen

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 rateParticipation 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 group activities)

(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

Process

ChangeTool Change

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

Material

Change

Process

ChangeTool Change

Tomato Juice

2

Man-powerMachinesMaterialsMethods

(4M’s)


KAIZENaction

KM 75

Breakthrough

Status quo

Management

Staff

Floor people

Two Attitudes

1

KM 76

KAIZEN

Status q

uo

Innovatio

n

KAIZEN

Status q

uo

Management

Staff

Floor people

Management

Staff

Floor people

Innovatio

nJapanese firms

Non-Japanese firms

Two Attitudes

1Contents

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 rid of 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 these things 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 pencilsNotebookTie pin

5S 10

The first stepto 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

Necessary things

Not necessary now ,but--------

Unnecessary things

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 = Neatness5S 18

Question

How long is your patience?

5 minutes?2 minutes??

or5 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 Seiton 5S 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 cleanerJanitorGarbage collectorPollution control operatorClean-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

MopDust pan

KAIZEN Management


5S 31

Sei-ke-tsu5S 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 StateGAP

Charles H. Kepner

5S 35

1. Define an ideal state2. Standardize the solution

(5S standardization)

Documentation (ISO 9000)

Key Words:

1

5S 36

Kathmandu, NEPAL

KAIZEN Management


5S 37

Streets in Streets 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 exercise 5S 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 shoes2. Exercise time3. No smoking at workplace

Typical Shitsuke Activities

5S 45Posters 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

ProductionProduction Lead Time

JIT 4

Source: Suzuki “The New Manufacturing

Challenge”

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 conveyingonly 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 (Poka-yoke)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“ Kanebo Chem.,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-defectiveDefective

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 2The worker stirs the liquid in a tank 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 (Jidoka)

Autonomous Automation

JIT 21

Stop! I don’t know.

Simple automationJidoka

Autonomation (Jidoka):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.

QuestionJIT 28Demonstration 1

JIT 29Demonstration 2 JIT 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 35U-shaped washer Nut and bolt

Pear-shaped holes

Source: H. Hirano “Me de mite wakaru JIT Seisan Hoshiki” Nikkan-kogyo Shinbun, 1990Example (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 38Toyota’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 waste5. Inventory waste6. Waste of motion7. Waste from product defectives

5. Inventory waste

Seven WastesJIT 40

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

KAIZEN Management


Reference books 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 a deep 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, 1989

8. Christensen Clayton “The innovator’s Dilemma” Harper Collins, 2003

9. Utterback James “Mastering the Dynamics of Innovation: How companies can seize opportunities 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 Greatest Manufacturer, McGraw-Hill 2004

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

15. Japan HR Association “KAIZEN Teian I: Development systems for Continuous Improvement through 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 Employee Involvement)” 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


KAIZEN awareness check 1 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 productivity d. 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) is

a. 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 awareness check 2 [KAIZEN]

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 productivity d. A good manner

4. What does KAIZEN change?

a. Change - Eliminate - Reduce b. Reduce - Change - Eliminate c. Eliminate - Reduce - Change d. Simplify - Combine – Remove

5. KAIZEN steps are defined as a. Change - Eliminate - Reduce b. Reduce - Change - Eliminate c. Eliminate - Reduce - Change 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 involvement d. 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) is

a. 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 the“Red 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 garbage c. A search d. A standardization

6. A “problem”is 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


Conference materials from Website 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


Instructions: Draw sketches of “Before KAIZEN” and “After KAIZEN” Use a DARK black pen or a THICK pencil

KAIZEN Management


4 kaizen text new version

Documents