kaizen tqm
TRANSCRIPT
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By,
K. Aishwarya
Prachi Bhatnagar
Archana
Vikas sharma
Prateek
Amardeep
TOYOTA KAIZEN EXPERIENCE
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Introduction : What is Kaizen?
Kaizen means "improvement".
It is a Japanese workplace philosophy whichfocuses on making continuous small improvements
which keep a business at the top of its field. The philosophy involves everyone in the
organization managers and workers alike andurges them to make never-ending efforts for
improvement. For example, in Japanese companies, such as Toyota
and Canon, several suggestions per employee arewritten down, shared and implemented.
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What is Kaizen ?
Kaizen means continuous improvement
Kaizen is basically small small improvements carried out bythe person who is doing the job in his day to day work
Continuous improvement everyday through involvement ofeveryone in the organisation is the key for excellence.
Piling small improvements on top of each other
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What is Kaizen ?
Kaizen in essence, means adopting a new way, not just of
doing work, but a new way of thinking, one in which
problems are not shunned but eagerly sought out, welcomed
and solved.
Kaizen means creating a place whereemployees feel better at work.- Y. Yasuda
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KAIZEN INNOVATION
Small Steps
Conventional Know-How
Efforts
Process-Oriented
Slow-Growth Economy
Big Steps
Technological Breakthrough
Investment
Result-Oriented
Fast-Growth Economy
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Cultural Differences Between Kaizen andTraditional Organisations
Sl.N
o.
Item Kaizen Traditional
1. Management Culture Preventive Crisis
2. View of customer Market-In Product-Out
3. View of people Assets Costs
4. Shop floor (GEMBA) Improvement Source Problem / FailureSource
5. Shop floor methods Constant Improvement Static and Routine
6. Measurements Trends of Improvement End result only
7. Support staff Serving Shop Floor Critical of shop floor
8. Problem focus of
solutions
Treasures Rejection
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Cultural Differences Between Kaizen andTraditional Organisations
Sl.N
o.
Item Kaizen Traditional
9. Information Shared / Open Restricted / Closed
10. Approach to Employee Strengths Weakness
11. Appraisal Unions Partners Adversary
12. Development On-going learning Do as told
13. Supervision Despecialise Specialise
14. Career approach Coach Inspector
15. Movement Slow / Broadening Fast / Skimming
16. Management Concern CrossFunctional
Support Process Results
change long term
Functional control
Results only. Routine
short term
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KAIZEN UMBRELLA
Market-In
TQC
Industrial Robots
QC Circles
Suggestion System
Automation
Discipline in the workplace TPM
Kanban
Quality Improvement
Just-In-Time
Zero Defects
Small Group Activities
Labour-Management Relations
Productivity Improvement
New-Product Development
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Key Features of Kaizen1. Improvements are based on many, small changes rather
than the radical changes that might arise from R & D .
2. As the ideas come from the workers themselves, theyare less likely to be radically different, and thereforeeasier to implement
3. Small improvements are less likely to require majorcapital investment than major process changes
4. The ideas come from the talents of the existingworkforce, as opposed to using R&D, consultants orequipment any of which could be very expensive
5. All employees should continually be seeking ways toimprove their own performance
6. It helps encourage workers to take ownership for theirwork, and can help reinforce team working, therebyimproving worker motivation
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The Key Kaizen Practices
1. Mindset & Culture
customer orientation
quality control (QC) circles
suggestion system discipline in the workplace
small-group activities
cooperative labor-management relations
total quality management (TQM)
quality improvement
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2.Production Process
automation & robotics
Autonomation ( jidoka )
zero defects total productive maintenance (TPM)
kanban
Just-in-Time (JIT)
productivity improvement
new product development
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The quick and easy kaizen
process The employee identifies a problem, waste, or an
opportunity for improvement and writes it down.
The employee develops an improvement idea and
discusses it with his or her supervisor.
The supervisor reviews the idea within 24 hours andencourages immediate action.
The employee implements the idea. If a largerimprovement idea is approved, the employee shouldtake leadership to implement the idea.
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Kaizen : Key principles
The first is a heavy reliance on teamwork, in which everyone'sopinion is valued and considered.
Workers also have strong personal discipline, and morale infactories must improve under kaizen.
Workers should also be confident about offering suggestionsfor improvement, even when a system appears to be functioningadequately
Kaizen recognizes that there is always room for improvement
Finally, the system uses quality circles, worker groups whomeet and work together to solve problems and come up withinnovative changes.
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Kaizen : Implementation Concepts
Kaizen encompasses many of the components ofJapanese businesses that have been seen as a part oftheir success.
Some of these concepts inspired by Kaizen are:
5 S
The Deming or Shewhart Cycle (PDCA)
Quality circles
Kanban
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Key Benefits of Kaizen
Widely applicable Can be used in both manufacturing andnon-manufacturing environments
Highly effective & results oriented - Kaizen events willgenerate quick results, Measurable results, Establish the
baseline, and measure the change
Higher operational efficiency
Reduces wastage, like inventory waste, time waste,workers motion
Improves space utilization and product quality
A Learning Experience Every member of a Kaizen Team willwalk away from the event learning something new.
Encourages big picture thinking
Results in higher employee morale and job satisfaction,and lower turn-over.
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Ten basic tips for Kaizen Discard conventional fixed ideas
Think of how to do it
Do not make excuses
Do not seek perfection , do it right away even if50% target is achieved
Do not spend for Kaizen
Wisdom is brought out by hardship
Ask why find root causes
If a mistake is made correct right away
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Seek wisdom from group rather than one
Kaizen ideas are infinite
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How Kaizen can be useful toorganizations to improve their operationalefficiency and competitive advantages???
Kaizen strategy begins and ends with people.With Kaizen, an involved leadership guidespeople continuously to improve their abilities to
meet
High quality expectations,
low cost
on-time delivery.The two most important elements of Kaizen are
improvement/change for the better andongoing/continuity.
Kaizens concept was based on the belief that a
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Low cost To reduce the material costs involved in the
production cost councils were set up
Kaizen was used to reduce standard time andreferential cost further to increase productivity.
Under Kaizen costing, costs were controlledthrough a division of responsibilities amongstgroup leaders, chief leaders and engineers. Thegroup leaders were in charge of reducing the time
taken by the workers by improving their operatingprocess
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Reduce labor costs by fixing an amount to bereduced by following Kaizen activities
labor costs at Toyota was that it was calculatedon the basis of production efficiency.
Production efficiency= (Standard Time) x(Production Volume)/Real Working Hours ofWorking Group
Only defect-free products were considered in theproduction volume
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Improved quality workers had to maintain the quality of products to
increase production efficiency.
Each team member was a quality inspector andany time during the production process, whoever
spotted a problem could stop production
The two most significant benefits of theseinitiatives were undoubtedly enhanced quality andefficiency
In the production line, the team members treatedthe next person on the production line as acustomer and so did not pass a defective part to
that person
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Reduced time The chief leaders were engaged in reducing the
standard time of their working unit by means ofprocess improvements for reducing the workers intheir unit called Shojinka.
Try Teams
New product development time reduced
i t J tif thi t t t b
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improvement. Justify this statement by
explaining the role played by Kaizen in Toyotas
success.
Toyotas DNA is Kaizen.
At Toyota, Kaizen means everyday improvement ingemba or the shop floor.
Management works continuously towards revisingthe current standards, once they have beenmastered, and establishing higher ones.
Kaizen signifies small improvements as a result of
coordinated continuous efforts by all employees.
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f
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Toyota employed Kaizen costing for cost reduction, whichaccording to analysts was imposed on the workforce, leading to thelabor crisis. Do you agree with the above statement? What stepsshould an organization take to avoid such problems in adopting
practices such as Kaizen?
Toyota management set a target cost for eachpart and standard time for their production andshop floors through Kaizen to meet the time and
cost targets
Forming try teams by skilled labor and settingtargets on others taking those teams as a bench
mark. labor costs at Toyota was that it was calculated
on the basis of production efficiency
Ideas on methods for improvement have to be
taken from the workers who work in the real time
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Company must go with bottom up approach whileimplementing such programs of continuousimprovement because workers are the mainassets in such practices
The teams are to be formed based on the workand the standard time should be set taking intoconsideration their average worker skill sets
The workers should have been given freedom to
set their standards of productivity and time
External environment conditions should havebeen considered.
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solution Division of work(work specialization)
Dynamic groups.
Strong and well informed leaders.
Clear work plans
Well defined standards.
Pre set achievable targets
Labor grievances cell.
Continues human resource audit.
Minimum guaranteed pay.
Perquisites. Inter functional teams.
Adequate workers representation in management.
Work culture and environment.
KAIZEN REPORT
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KAIZEN REPORTSubject :
DIVISION SUBMITTED BY : SIGN KAIZEN
DEPT. CHECKED BY APPR. DATE
SKETCH AND DESCRIPTION DESCRIPTION OF SUBJECT
Before Improvement
FOCAL POINTS
After Improvement
SPECIAL EFFORTS
IMPROVEMENT EFFECT (BENEFITS)
QUALITY CHECK POINTS
EFFECTIVE FROM : (DATE) MONTH YEAR
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