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GEMBA KAIZENBy
Ismail Clement
http://gembakaizenemailconsulta
ncy.weebly.com/
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GEMBA KAIZEN
1. INTRODUCTION
2. GEMBA KAIZEN
3. HOW TO MANAGE
QCD IN GEMBA
4. STANDARDS
5. 5 S
6. MUDA
7. THE FOUNDATION OF
THE HOUSE OF
GEMBA
8. VISUAL
MANAGEMENT
9. SUPERVISORS ROLEIN GEMBA
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CHAPTER ONE
INTRODUCTION
TOGEMBA KAIZEN
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What is Kaizen?
Kaizen means change for the better in Japanese. The
best English equivalent is improvement'. Kaizen is
made up of two characters:
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Where did kaizen
originate? Kaizen as we know it in Lean
Manufacturing originated at Toyota
Motor Company.
Many of the concepts and tools ofkaizen came from industrial
engineering and Dr. Edward
Deming's teachings. Masaaki Imai'sbook 'Kaizen' made it a common
word outside Japan back in the
1980s. Gemba Kaizen EmailConsultancy
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DEFINITION OF LEAN
Lean manufacturing is a strategy inremaining competitive through the
endless pursuit of waste elimination.
1. Focus on the customer
Who are the external customer?
What is an internal customer?
What is the value to the customer?
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CONT
2. Eliminate the 7 waste of production. What are the 7 waste?
What causes the waste?
How do we eliminate waste?
3. Do more with less
How can we increase value?
How to waste less resources?
How can we do both?
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Is Kaizen a shop floor
thing? No. Kaizen is a way to improve any
process. Kaizen is about creating a
company culture that does not
tolerate waste. Kaizen effortstypically start on the Gemba (in
production or where the value is
added) and extend across the entireenterprise.
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Kaizen is a Japanese word. What
if I dont want to use that word?
What you call kaizen doesnt matterso much as understanding what it is
and doing it right. Most people that
have a problem with the word kaizeneither haven't experienced what
kaizen really is or will never be
convinced anyway.
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K IZEN
Is continuous improvement.
The KAIZEN philosophy - is our way of
life and should focus on constantimprovement efforts.
The improvements are small and
incremental. KAIZEN process are based on common
sense and low cost approaches.
RUSSIANGemba Kaizen EmailConsultancy
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MAJOR KAIZENCONCEPTS
1. KAIZEN and management.
2. Process versus result.
3. Following the PDCA/SDCA.4. Putting quality first.
5. Speak with data.
6. The next process is the customer.
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KAIZENAND MANAGEMENT
Has two major functions: Maintenance
and Improvement.
Maintenance: current technological,managerial and operating standards.
Improvements: activities directedtoward elevating current standards.
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Japanese Perceptions Of Job
Functions
Top management
Middle management Improvement
Supervisors Maintenance
Workers
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KAIZEN n TECHNOLOGY
Whenever money is a key factor,
innovation is expensive.
Kaizen emphasizes human efforts,
morale, communication, training,
teamwork, involvement and self disciplinea commonsense low cost approach to
improvement.
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Improvement Broken Down Into
Innovation Top management Innovation
Middle management Kaizen
Supervisors Maintenance
Workers
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PROCESS
VERSUS RESULT
Kaizenfosters process-oriented thinking.
Kaizenfocuses on human efforts A process-oriented approach should also be:-
PDCA
SDCA
QCD TQM
TPM
Kaizen
strategies have failed many companiessimply because they ignored process.
The most crucial element in the kaizen process is thecommitment and involvement of top management.
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Following the PDCA/SDCACycles
The first step in the kaizen process
establishes the PDCA cycle.
Plan
refers to establishing a target forimprovement.
Dorefers to implementing the plan.
Checkrefers to determining whether theimplementation remains on track.
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Cont.
Act refers to performing andstandardizing prevent recurrence of theoriginal problem or to set goals for the
new improvement. The PDCAcycle revolves continuously.
Management must initiate PDCAby
establishing continuously challenginggoals.
Before working on PDCA, any current
process must be stabilized.Gemba Kaizen EmailConsultancy
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Cont.
Every time an abnormality occurs in thecurrent process, the following questionsmust be asked:
Did it happen because we did not have astandard?
Did it happen because the standard was
not followed?Did it happen because the standard was
not adequate?
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Cont.
SDCAstandardizes and stabilizes the
current process.
PDCA
improves the current process. SDCA refers to maintenance and PDCA
refers to improvement, these become the
two major responsibilities ofmanagement.
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IMPROVEMENT- PDCA
P
D
A
C
PL N
CT
DO
HECK
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MAINTENANCE- SDCA
sA
DC
ST ND RDIZECT
DOCHECK
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PUTTING QUALITY FIRST
Of quality, cost and delivery, which
should always have the highest priority?
? concept requires managementcommitment.
Managers often face the temptation to
make compromises in meeting deliveryrequirements or cutting cost.
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SPEAK WITH DATA
KAIZEN is a problem solving process.
The problem must be understood and
recognized. Solving a problem without data is not a
very scientific or objective approach.
Collecting, verifying and analyzing datafor improvement is vital.
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THE NEXT PROCESS IS THE
CUSTOMER
The next process should always be
regarded as the customer.
Refers to two types of customers: internaland external.
When everyone in the organization
practices this the external customer willreceive a high quality product or service
as a result.
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MAJOR KAIZEN SYSTEM
The following major systems should be in place
in order to successfully achieve a Kaizen
strategy.
Total quality control / total quality management.A just in time production system.
Total productive maintenance.
Policy deployment.A suggestion system.
Small group activities.
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TQC / TQM
One of the principles of Japanese managementhas been TQC in its early development.
This has evolved into a system encompassing
all aspects of management and is now referredto as TQMa term used internationally.
TQC / TQM should not be regarded as strictlyas a quality control activity: It has developed as
a strategy to aid management to be morecompetitive and profitable by helping it toimprove in all aspect of business.
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Cont.
Q meaning quality, has priority but thereother goals toonamely cost anddelivery.
T signifies total, meaning that itinvolves everybody in the organization.
C refers to control or process control.
In TQC/TQM key process must beidentified, controlled and improved oncontinuously in order to improve results.
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TQM
Quality assurance
Quality control
inspection
Aim for continuous improvement / Involve suppliers &
customers / Involve all operations / Performance
measurement / Team work / Employee involvement
Third party approval, systems audits, advanced
quality planning, involvement of non production
operations, failure mode and effect analysis,
statistical process control
Develop quality manual, process performance
data, self inspection, product testing, basic quality
planning, use of basic statistics, paper work
control
Salvage, sorting, grading, corrective actions,
identify sources of non conformance
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