1.kaizen basics

2009 Kaizen Institute

KAIZEN® BASICS

Sensei Masaaki Imai

2009 Kaizen Institute

W Welcome !

KAIZEN® Sensitization Sessionfor Trainees @ MBA 1st Year,

SCMLD 1 May 09

= KAI = CHANGE

= ZEN = GOOD(FOR THE BETTER)

= KAIZEN =CONTINUAL IMPROVEMENT

2009 Kaizen Institute

KAIZEN Journey

S

DC

A

S: StandardizeD: DoC:CheckA:Act

P

DC

A

S

DC

A

P: Plan D: DoC:CheckA:Act

2009 Kaizen Institute

KAIZEN is: Focused Improvement.[Improvement is different from Focused Improvement]

Paper does not burn in sunlight

Paper burns

ImprovementFocused

Improvement

Improvement is like sunlight:• Lot of energy, but dispersed (wasted)• Small improvements• Slow progress.

Focused improvement concentrates the energy:• Little energy, but concentrated and aligned• Enables significant (large) improvements• Small time required• Rapid progress

KAIZEN

2009 Kaizen Institute

Improvement with involvement

gives sustainability

KAIZEN is: making Sustainable Improvements

Study machines & methods

Involve people in improvement process

Involve managers in improvement process

Managers must sustain improvements by

practicing SDCA cycle

S

DC

AS: StandardizeD: DoC:CheckA:Act

2009 Kaizen Institute

What really is KAIZEN®?

Kaizen is process improvement:• which is significant (large)• done in strategically important areas• speedily • in sustainable manner

using data, not opinionusing tools & techniques – not anyhow

2009 Kaizen Institute

GEMBA

GEM + BA

means means

Real + Place

GEMBA is where :

•Real Work Is Done

•Value Is Created

•Problem Is Solved

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Organization for Kaizen

Customer

expectations

G e m b a

Organizationto

support

Customer

satisfaction

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PDCA

The Improvement Cycle

PlanAct

Check Do

2009 Kaizen Institute

1.Go to gemba2.Check gembutsu, collect data3.Take temporary

countermeasure on the spot4.Diagnose Root Cause5.Standardize to prevent

recurrence

5 Golden Rules of Gemba Management

2009 Kaizen Institute

MUDAMUDA

Things to Remember about Waste:

•MUDA is really a symptom rather than a root cause of the problem•MUDA points to problems within the system

(At both process & value stream levels)

Elements of process- that add time, effort, cost, but no value

2009 Kaizen Institute

Essence of KAIZEN® Philosophy

Kaizen focuses on Kaizen focuses on --

Muda

2009 Kaizen Institute

Convention chases this !

Essence of KAIZEN® Philosophy

Attack firstDon’t attack; it

is useful !

Kaizen acts on-Kaizen acts on-Muda

2009 Kaizen Institute

TYPES EXAMPLES

1) Defects Scrap, rework, replacement , inspection

2) Waiting Stock-outs, lot processing delays, equipment downtime, capacity bottlenecks

3) Processing Unnecessary or incorrect processing

4) Overproduction

Manufacturing the Items in anticipation, for which there are no orders, no requirement from internal / external customers

5) Motion Human motions that are unnecessary or straining

6) Inventory Excess - Raw Material or WIP or Finished Goods

7) Transport Carrying WIP to long distances, inefficient transport

7 Types of Muda In Processing

2009 Kaizen Institute

2009 Kaizen Institute

• Happens only sometimes? Mura!

• Happens to only some people? Mura!

• Happens only some places? Mura!

-Ask “Why” five times-Use diagnostic

method like Kepner-Tregoe

Mura - Inconsistencies

2009 Kaizen Institute

Mura - Inconsistencies

EXAMPLE

All Quality Problems are examples of MURA

2009 Kaizen Institute

Muri - Physical Strain

• Bend to work? Muri !

• Noisy? Muri !• Polluted air? Muri !

• Vibrating machine? Muri !

2009 Kaizen Institute

Kaizen Action Sequence

Always I. R. E. :MUDA First

MURA Next

MURI Last

2009 Kaizen Institute