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KAIZEN
AnIntro
duction
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Mak
ing
KA
IZEN
Aw
ayofLife
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EVE
RYD
AY,
EVE
RYONE,
EVE
RYW
HER
E,
KAIZEN
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KAIZENis
aJapaneseword. Co
ntents
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MasakiImai
TheFather
of
KAIZE
N
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D
EFINITIONOFKAIZ
EN
Carryingoutsm
allimprov
ements,in
largen
umbers,withtotalemployee
involvement,on
acontinu
ousbasis
.
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Customerorie
ntation
TQC(TotalQu
alityControl)
Robotics
QCcircles
Suggestionsy
stem
Automation
Disciplineintheworkplace
TPM(totalpro
ductive
maintenance)
Kan
ban
Qualityimprovemen
t
Jus
t-in-time
Zerodefects
Small-groupactiviti
es
Coo
perativelabour-
man
agementrelations
Pro
ductivityimprov
ement
New
-productdevelo
pment
KA
IZEN
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W
hatisan
Improvem
ent?
Canbedistinguishedbetween
KAIZENan
d
Innov
ation.
KAIZENsmallimprovementsmadeinthe
statusquoasare
sultofongoingefforts.
Innov
ationadrasticimprove
mentinthestatus
quoa
saresultof
alargeinvestmentinnew
techn
ologyand/orequipmen
t.
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JapaneseP
erceptionsofJobFunctions
Breakdow
namongMain
tenance,KAIZ
ENandInnovation
asperceivedbyJapaneseManagement.
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F
eaturesofKAIZENa
ndInnova
tions
KAIZEN
Innovation
Effect
Long-termandlong-lasting,
butnotdramatic
Short-term,
butdramatic
Pace
Smallsteps
Bigsteps
Timeframe
Contin
uousandincremental
Interm
ittentandnon-incremental
Change
Gradu
alandconstant
Abruptandvolatile
Involvement
Everybody
SelectfewChampions
Approach
Collec
tivism,groupefforts,systemsapproach
Rugge
dindividualism,
individualideasandefforts
Mode
Mainte
nanceandimprovement
Scrap
andrebuild
Spark
Conve
ntionalknow-howandstateoftheart
Technologicalbreak-throughs,newinvention,new
theories
Practical
requirement
Requireslittleinvestmentbutgreateffortto
mainta
init
Requireslargeinvestmentbutlittleeffortto
mainta
init
Effort
Orientation
People
Technology
Evaluation
Criteria
Processandeffortsforbetterre
sults
Resultsforprofits
Advantage
Works
wellinaslow-growtheconomy
Better
suitedtoafast-growtheconomy
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Easeinwork
Safeworking
environme
nt
Recogn
ition
/Promotion
Kno
wledge
Enha
ncement
ForanIndividual:
ForanOrgan
ization:
Customer
Delight
Meeting
Competition
Sustained
Busin
ess
Grow
th
Valueaddition
For
stakeholder
D
riversfor
Improvem
ent
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Improvements
Improvemen
tsthrough
Addi
tion
Impr
ovementsthr
ough
Deletion
Machine
Man
Technolo
gy
Material
Muda
Mura
Muri
KAIZEN
T
ypesofIm
provements
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The3Viruses
MUDAWAS
TE
MURAINCO
NSISTENCY/IMBALANCE
MURISTRA
IN
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1T
1T
1T
1T
1T
1T
1T
1T
1T
1T
1T
1T
12
Tonne
ExampleonMuda,M
uraandM
uri
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E
xampleofMuda
Making6tr
ips,carrying2tonsatatim
eisMuda(waste)
1T
1T
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E
xampleofMura
Mura=Inconsistenciesinthe
system.
Happensso
metimes?
Happensin
someplaces.
Happensto
somepeople.
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E
xampleofMuri
Muri=PhysicalStrain.
Bendtowo
rk?
Pushhard?
Liftweight?
Repeattiringaction?
Wastefulw
alk?
1
T
1T
1
T
1T
1
T
1T
X
2=
MURI
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3trips,ca
rrying4tonsa
tatime,elimin
atesMuda,whileat
thesame
timenotcausinganyMuri.
N
oMuda,M
ura&Mu
ri
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OverproductionManufacturinginanticipation;
producingfasterthan
beforeormorethanenquiredby
yourcu
stomer-interna
lorexternal
Waiting
Stock-outs,
batchprocess
ingdelays,
equipm
entdowntime,
capacitybottlenecks
TransportationCarr
yingWIPtolongdistances,
inefficie
nttransport
Inappro
priateprocess
ingUnneces
saryorover
processing
T
YPESOF
MUDA(WASTE)
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Exces
sInventory
Unnec
essarymotion
sDefects,Scrap,rework,
replac
ement,inspection
Waste
dHumanPote
ntialSkills,c
reativity,willingness
T
YPESOF
MUDA(WASTE)
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UnbalancedcapacitiesofMachines
Excessmonthendsales
Mixing
upofexperiencedandinexp
eriencedpeop
le.
MURA(UN
EVENNES
S)
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Runnin
gequipmentb
eyonditscapacity(E.g.Fork
lift)
Usinglowprecisione
quipmentforh
ighprecision
proces
sing.
Workin
ginstrainedp
ostures.
Increasedworkloadd
uetononavailabilityofwork
force.
Excessmonthendsales.
MURI(STRAIN
)
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S
OMEQUE
STIONST
OGENERATE
K
AIZENIDEAS
Whatarethenon-valueaddingope
rations?
Canth
isbereduced?
Canth
isbedonefaster,cheaper,s
aferorinaneasierway?
Isthereanalternativewaytodothis?
Canth
isimprovemen
tbeappliedelsewhere?
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KAIZEN
Met
hods
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K
AIZENMethods
KAIZENSteps
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E
limination
Remove
this
slidingd
oor
Whatistheuseof
theslidingdo
ors?
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Thenumberoffluorescentlightswa
sreduced.
R
educe
Afluorescentlight
bulbwasrem
oved.
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K
AIZENby
Reductio
n
Before
Aretwob
ricksneededtostopa
car?
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K
AIZENby
Reductio
n
Onebric
kisenoughto
stopa
car.
After
Before
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Be
fore
After
K
AIZENby
Reductio
n
S
idelinesofthezebra
z
oneareremov
ed.
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Bywatchingtheribbonmovement,onecanrecognizethat
theairconditionerisworking.
C
hange
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Be
fore
After
K
AIZENby
Change
Stairwaysattherailwaystationshouldhavesignsofup
anddown.
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Before
After
K
AIZENby
Change
Theshap
eofthehangingstrapfitsthehand.
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K
AIZENSteps
Identificationoftheproblem
Brainstormingofpote
ntialcauses
Why-W
hyanalysisfo
rrootcause
IdeaG
eneration/Developingsolutions
Implem
entingbestpo
ssiblesolution
.
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HowtoIde
ntifyifanImprovement
isKAIZEN?
Isthere
aProblem?
Hasthe
Problembeen
identifiedand
analysed?
Analysis
carriedoutby
5-WhyorFish
BoneDiagram
orany
otheran
alyticalproces
s?
Isthere
aRootCause
oftheProblem
?
HaveyouidentifiedaSolution?
IstheS
olutionexactly
oppositetheR
ootCause?
IstheS
olutionsometh
ingwhichisexpectedtobedoneby
you,as
partofyourwork?
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Istheimprovementdonethroughde
letion,i.e.
DeletionofMudaWaste
DeletionofMuraInconsistencyorImbala
nce
DeletionofMuri
Strain
Havewefollowedthe
methodsofK
AIZEN?
Eliminate
Reduce,or
Change
Whatarethebenefits?
IstheKAIZENsustainable?
Isthere
aSustenance
Plan?
HowtoIde
ntifyifanImprovement
isKAIZEN?
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1.
Who
2.
What
3.
Where
4.
When
5.
Why
T
heFive
Wsand
theOne
H
1.
How
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1.
Whodoesit?
2.
Whoisdoing
?
3.
Whoshouldbedoingit?
4.
Whoelsecandoit?
5.
Whoelseshoulddoit?
6.
Whoisdoing
3-MUs?
W
ho?
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1.
Whattodo?
2.
Whatisbeingdone?
3.
Whatshould
bedone?
4.
Whatelseca
nbedo?
5.
Whatelsesh
ouldbedo?
6.
What3-Musarebeingdone
?
W
hat?
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1.
Wheretodoit?
2.
Whereisitdone?
3.
Whereshoulditbedone?
4.
Whereelsec
anitbedo?
5.
Whereelses
houlditbedo?
6.
Whereare3-Musbeingdon
e?
W
here?
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1.
Whentodoit?
2.
Whenisitdo
ne?
3.
Whenshould
itbedone?
4.
Whatothertimecanitbedone?
5.
Whatothertimeshoulditbedo?
6.
Arethereanytime3-Mus?
W
hen?
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1.
Whydoeshe
doit?
2.
Whydoit?
3.
Whydoitthe
re?
4.
Whydoitthe
n?
5.
Whydoittha
tway?
6.
Arethereany3-Musinthe
wayofthinking
?
W
hy?
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1.
Howtodoit?
2.
Howisitdon
e?
3.
Howshoulditbedone?
4.
Canthismethodbeusedin
otherareas?
5.
Isthereanyotherwaytodo
it?
6.
Arethereany3-MUsinthe
method?
H
ow?
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1.
Man(Operato
r)
2.
Machine(Fac
ilities)
3.
Materials
4.
OperationMe
thod
5.
Measurement
T
he5-MCh
ecklist
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Th
eSevenStatis
ticalTools
1.
Paretodiagra
ms
2.
Cause-and-effectdiagrams
3.
Histograms
4.
Controlcharts
5.
Scatterdiagrams
6.
Graphs
7.
Checksheets
K
AIZENProblem-SolvingTools
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1SSeiriStraightenup-Sorting
Clearlydistinguishneededitemsfromunneededitemsandeliminatethelatter.
2SSeitonSetthingsinorder
Aplaceforeverythingandeverythinginitsplacei.e.WorkplaceinOrder.
3SSeisoShine-CleanUp
Keeptheworkpla
ceclean.
4SSeiketsuStandardize
Standardizewhatyouhavesetino
rder
5SShitsukeSustain
Followprocedure
sintheworkshop
.
5
STheF
iveStepK
AIZENMo
vement
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5
STheF
iveStepK
AIZENMo
vement
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ThePDCA
Cycle
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EVE
RYD
AY,
EVE
RYONE,
EVE
RYW
HER
E,
KAIZEN
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Losses
InO
ffice
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L
ossesinOffice
16TypesofLosses
InOffice
WorkTime
Employee
WorkSystem
BusinessP
rocesses
WaitingTime
SearchTime
Interruption
Informationoverload
Transportation
Creativity
KnowHow
Health
Environment
ClarityofInformation
UnclearTarge
t
Technology
Inven
tory
Handovers
Workpro
cedures
Errors
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WaitingTime
Waitingforcollea
gues,
Decisions,
Information,
Material,Wa
itingthroughIT
systems,
IT-availability,
Non-reachable
colleagues
SearchTime
Searchforfiles,Papers,
Information,P
eople,
Officematerial,forms
Interruption
Disruptionforshortnot-knownmeeting
s,
Colleagues,
Disrup
tion
throughnoise,P
hone.
Information
Overload
Longmeetings,P
aperwork,
fulltables,
fullharddisks,
Archives,
Binders,
longtim
etokeepinformation,
Mailbox,
incompleteInformation,
Advertisement,R
ules
Transportation
Changeinformat(print,thenfax),interfaces,
Import&Exportfiles,
Informationcycle
s,
Material,officelayo
ut,longways,
interna
lPostways
WorkTime
Losses
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WorkSystems
Environment
Abundanceofmaterial(toners,cartridg
es),verymuchpaper,noise,notrash
concept,trashis
notsorted(Batteries,
Toners),Energy,power,lesscarpool,
Standby
C
larityofInformation
missingInformation,
longdecisions,co
nsequentrulesandproceduresoften
checkbacks?,un
clearresponsibilities,
manyinterfaces,
long
searchtimes,
doublework
UnclearTarget
Nopolicydeploymenttothelevelofan
employee,noperson
altargets,
missingoruncleartargets,
lessvisualization,
targetconflicts,missing
communicationflow
Technology
Systemerror(Co
mputer,Printer),
defectiveequipment,Copystation,
kitchen
equipment,wrongormissonaccess(harddrive)
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Inventory
Highproductdep
thforofficematerial,developmentprojects,
Fear,open
inquiry,Remains,noaccess,
doublefiling
Handovers
Amountinterfaces/handovers,missing
processdescriptions,
Unclearness?
missingcontinuity,Datatransfermistak
e,
Doubleinput,manualImport&
Export,
lackingre
sponsibilities
WorkProcedures
Formulas,missin
gWorkflows,
Distributor,missingtraining,m
issing
documentation,w
orsedelegation,oldprocesses,
toomuchBureaucracy
Errors
Masterdata,partslists,mistakeindoc
uments(Drawings,Calculations,
offers),baddata
quality,wrongdocuments,missingtraining,
missing
employeeknowle
dge
B
usinessP
rocesses
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Creativity
Unusedcreativity
,missingideamanag
ement,lessimprovem
entworkshops,
lessBenchmarkactivities,
Ideatransfe
r/-exchange,
Monthm
otto,missing
culture,unusedk
nowledge
KnowHow
Documentation,Qualificationmatrix,fromtargettoQualification,
Regular
Trainings,
Processcoaches,
Deputym
atrix,missingtraining,missing
Transparency,differentinformationstatus
Health
Ergonomics,nois
e,
light,narrowness,stress,spatialenviron
ment,missing
activehealthcare,monthmotto,action
s
E
mployee
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ValueAdded
/Non-Valu
eAddedA
ctivities
Value-add
edactivity5%
Nonvalue
-addedactivity60%
Necessarynonvalue-a
ddedactivity
35%
Therefore
60%oftheac
tivitiesinanyorganizationco
uld
possiblyb
eeliminated.
Source-L
eanEnterprise
ResearchCentre(LERC)in
the
UnitedKingdom
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ValueAdded/NonValueAdded
activities
ValueA
ddedActivity:
Anac
tivitythattransformsorshapesthe
materialorinform
ation.
Custo
merpaysforit.
NonVa
lueAddedActivity:
Activitiesthatconsume
sresourcesbutcreatesnovaluein
theeyesof
custom
er.
Custo
mersdontpayfo
rit.
NonVa
lueAddedActivity:Needed
Activitiescausingnovaluetobecreated
butwhichcannotbe
eliminatedbasedoncurrentstateoftech
nologyorthinking
.
Required(Regulatory,Customermandate,legal)
Necessaryduetononrobustnessofprocess,orcurrently
required.
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Exa
mple
sOfKaize
n
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M
udaofSe
arching
BEFORE
AFTER
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M
udaofSe
arching
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BEFORE
AFTER
M
udaofSe
arching
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BEF
ORE
AFTER
M
udaofSe
arching
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BEFORE
AFTER
M
udaofSe
arching
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Identification
Telephonenumbers
displayed
Fan&electricalswitch
esIdentified
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Conveyor
Workpiece
M
uriElimin
ation
Plasticsheetswerekeptontherackbehind
theoperator.
Theoperatorwasforcedtoturnaround
eachtimeheneededaplasticsheet.
Theturningmotionrequired4secon
ds.
Now
plasticsheetsareh
ungonahook
infro
ntofoperator.
Theoperatordoesnoth
avetoturn
around.
Four
secondsofmotion
wasteare
eliminated.
Plasticsheets
forpackaging
Workpiece
Conveyor
BEF
ORE
AFTER
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Are
thes
eKAIZENs?
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EVE
RYD
AY,
EVE
RYONE,
EVE
RYW
HER
E,
KAIZEN
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Thesta
rtingpointofim
provementis
torecognizethe
need.
Thiscomesfromreco
gnitionofap
roblem.
Ifnoproblemisrecognized,thereis
norecognition
ofthe
needfo
rImprovement.
ComplacencyistheArch-enemyof
continuous
improve
ment.
Therefo
re,KAIZENem
phasizesonrecognitionofa
problem
andfind
ingsimplesolutionforthesa
me.
F
romMasa
akiImai.
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E
XPEC
TION
FROM
YOU
O
NEKAIZ
ENWITH
INNEXT
TWOWE
EKS
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