5 kaizen supplementary material

KAIZEN Management (Supplementary materials)

Graduate School of Asia-Pacific Studies Waseda University, Tokyo

Professor

Dr. Seiichi FUJITA

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

KAIZEN Management

Copyright S. Fujita 1

The Japan HR Association

Industrial 1

Industrial CollectionIndustrial Collection

The Japan HR AssociationThe Japan HR Association


Industrial 2

What are these?

Bolt Nut Washer


Industrial 3

Washer (Before KAIZEN)It is difficult to pick up a washer placed on a table.


Industrial 4

Washer (After KAIZEN 1)Curved table

Thin sponge


Industrial 5

Washer (After KAIZEN 2)

10 cm thick sponge


Industrial 6

Drawer (Before KAIZEN)Workers had to bend to read the label of the tool drawer.

Label

Well…Wrench

KAIZEN Management



Industrial 7

Drawer (After KAIZEN 1)The tool drawers were lifted up, but another problem occurred.

Easy to look.

Difficult to pick up


Industrial 8

Drawer (After KAIZEN 2)Names of tools were listed in a table. It was posted on a wall.

Here’s a wrench


Industrial 9

Flag Pulley (Before KAIZEN)

The metal pulley located at the top of the pole made noise.

Sque

ak!

Noisy

Oil is needed.


Industrial 10

Picture of Flag PolePicture of Flag Pole


Industrial 11

Flag Pulley (After KAIZEN)A vinyl bag in which oil was contained was tied with rope. The bag would break at the pulley.

Vinyl bag

Oil


Industrial 12

Time Table (Before KAIZEN)When a fluorescent lamp burn out, it had to be replaced by two workers.

Hey! Are you done?

Wait a second.

KAIZEN Management



Industrial 13

Time Table (After KAIZEN 1)The worker who supported the cover was replaced by a pole.

Ah!


Industrial 14

Time Table (After KAIZEN 2)A handy tool with a sharp edge was made.

Sharp edge Rubber coating

A flexible vise

SimpleHandySafe


Industrial 15

Tank (Before KAIZEN)When drawing out the water, the hose stuck to the bottom of the tank frequently.


Industrial 16

Tank (After KAIZEN)A T-shaped joint was attached to the tip of the hose.


Industrial 17

Bumper Car (Before KAIZEN)A worker found a nut on the floor. Which bumper car lost it?


Industrial 18

Bumper Car (After KAIZEN)Each car, as well as the nut, was painted with a same color.

Same color

KAIZEN Management



Industrial 19

Bulb (Before KAIZEN)The hand was too big to reach the burnt out bulb.

Uh—m!


Industrial 20

Bulb (After KAIZEN)Push a rubber hose to replace the bulb. Rubber

hoseEasy installation and removal


Industrial 21

Bulb (Application)A hose is used to pick up a cap of the tire at Japanese gas stations.

It was difficult to move the bulb cap.

This way never loses

the cap.


Industrial 22

Oyster (Before KAIZEN)In winter, workers requested a pair of gloves to keep hands warm. However, a use of rubber gloves made the work more difficult.


Industrial 23

Oyster (After KAIZEN)Tips of thumb and forefinger of the rubber gloves were cut off.


Industrial 24

Bucket (Before KAIZEN)At the company dormitory, buckets with water were placed at several locations for fire prevention. Many people were stumbling over the buckets and the floor was flooded.

KAIZEN Management



Industrial 25

Bucket (After KAIZEN)The water was packed with a transparent vinyl plastic bag, and it was placed in the bucket. This could prevent the water from flooding and could be usable in case of a fire.

KAIZEN Management


World 1

FUJITAFUJITA

World Collection

World 2

Egypt

World 3Egypt Pyramids World 4

Highway (Before KAIZEN)

Difficult to take a left turn.

by El-Kashef Osman(Egypt)

World 5

Highway (After KAIZEN)U-turn zone makes left turns easy.

by El-Kashef Osman(Egypt)

U-turn zone

World 6

Sink (Before KAIZEN)

by Sayed Ibrahim (Egypt)

Side View

Product Shape

90°

KAIZEN Management


World 7

Sink (After KAIZEN)

by Sayed Ibrahim (Egypt)

World 8

Mongolia

World 9Mongolia Green

World 10Mongolia Summer (June ‘96)

World 11Mongolia Winter (November ‘98)

World 12

Sheep (Before KAIZEN)One must stay to push the sheep’s head into the water.

by Dorjsursn (Mongolia)

KAIZEN Management


World 13

Sheep (After KAIZEN)By making a ditch at the bottom of the pool, the sheep’s head goes underwater by itself.

by Dorjsursn (Mongolia)

World 14

Knitting (Before KAIZEN)Yarn balls are rolling and mixed up.

by Munkhtsetseg(Mongolia)

World 15

Knitting (Before KAIZEN)Yarn balls are placed in a container.

by Munkhtsetseg (Mongolia)

World 16

Ghana

World 17Picture Ghana 1 World 18Picture Ghana 2

KAIZEN Management


World 19

Ghana Pic.

World 20

Carry Water (Before KAIZEN)

by Harun (Ghana)

World 21

Carry Water (After KAIZEN)

He fetches water directly into bucket on his head.

by Harun (Ghana)

World 22

Goat (Before KAIZEN)When an owner calls them back home, a goat will head home, but a sheep will not.

by Asare Bedman(Ghana)

World 23

Goat (After KAIZEN)By tying both animals, they both came back home together.

by Asare Bedman(Ghana)

World 24

Sri Lanka

KAIZEN Management


World 25

Sri Lanka Fruits 1

What is this fruit ?

Kandy, Sri Lanka

World 26

Sri Lanka Fruits 2

World 27

India

World 28

Problem (India)What is written on the red signal?

1. STOP2. WAIT3. RELAX4. DON’T DRIVE5. DON’T WALK

World 29

Answer 1 (India)


World 30

Answer 2 (India)


KAIZEN Management


World 31

QatarWorld 32

Picture Qatar 1

What is this?


World 33Picture Qatar 2


World 34

Japan

What can you buy from this What can you buy from this vending machine?vending machine?

World 35

Answer: EGGSEGGSWorld 36

China(Taiwan)

KAIZEN Management


World 37

Expel Fly (Before KAIZEN)

by Liao Chien-Hung(R.O.C.)

World 38

Expel Fly (After KAIZEN)

by Liao Chien-Hung (R.O.C.)

Water balloon magnifies the fly’s image to frighten the fly.

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


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

KAIZEN Management


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