Welcome

to
Presentation
on
KAIZEN

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 KAIZEN UMBRELLA

• Customer orientation
•KANBAN (Card System)
• TQC (Total Quality
•Quality Improvement
Control)
•Just - in -time
• Robotics
•Zero defect production
• QC Circles
•Small group activities
• Suggestion system
•Co-operative labour and
• Automation
management relations.
• Discipline at work
•Productivity improvement
• TPM (Total Productive
•New product development
Maintenance)
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 What is KAIZEN ?
The Japanese word “KAIZEN” means Continuous Improvement

KAI - Change
- Number of
times
ZEN - Good or better
- Self Realisation

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 Kaizen - Origin
•Kaizen is Kanji word. Kanji is Chinese language.
•Kai - Change , Zen -Good Kaizen
A Journey of thousand leagues
Begins with a single step

Kaizen = Change for better

( Taiichi Ohno & Toyoda started in
Toyota - 1960 ) Cummins India Limited January 2002

•It is proven philosophy used world over for organisational

growth and competitive environment ( Toyota,
Cannon, Sony, Hyundai, Honda, Tourism in Mauritius )
•Kaizen emphasises developing culture of continuos
improvement. Human being at center
•Kaizen is beneficial in every walk of life.
"To improve is to change. To be perfect is to
Change often."
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 - Why Kaizen?
Continuous Improvement is the need for survival
in Global competitive environment

- Safety
- Quality,
- Productivity
- Reduce cost

Develop Culture - Everybody can participate in Improvement

activity.
Cost Saving - Ultimate benefit to Customer –
8% reduction /year from suppliers of Toyota
A Total Quality culture for survival ---
‘Quality’ is state of mind!

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 - Why Kaizen ?
Waste Elimination is the FOCUS
Anything other than the minimum amount of equipment,
material, parts and working time absolutely essential to
production.

Wastes in a factory Losses in Equipment

1. Over production 1. Breakdown
2. Inventory 2. Set up & adjustment
3. Product defects 3. Reduced speed
4. Rework 4. Defects in process
5. Transportation 5. Tool change
6. Waiting time 6. Start up
7. Search time 7.Minor Stoppages
8. Non value activities
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 - How to Practice
Kaizen starts from Top Management
•Understand the “ Kaizen” Concept
• Involve everybody in implementation
• Maintain the improvements
• Support the “Team” Concept for developing
the “Kaizen Culture”
• Recognize / Appreciate “others” also
• Be “Advocate” for Kaizen
• “Practice” and “Teach” - i.e. “Preach” Kaizen
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 Ground Rules
Kaizen Believes in Team Work
• Zero investment - Optimize current equipment and
resources. Do not plan on spending big money.
• Discard conventional fixed ideas for production
• Think of how to do it, not why it cannot be done.
• Correct mistakes at once for Customer delights.
• Do not make excuses, question current practices.
• Do not wait for perfection, do it right away.
• Wisdom is brought about when faced with hardship,
• Eliminate or reduce when we can see and feel the ‘waste’.
• Ask ‘Why” five times and seek root causes.
• Seek the wisdom of ten rather than the knowledge of one.
• Kaizen never stops.
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 KAIZEN
KAI – Change ZEN – For Better
KAIZEN – Change For Better
“Continual Improvement”
Problem in ‘tree’ stage Fatal
(Disasters at workplace) 1 Accident
Problem in ‘sapling’ Near Misses
stage 30
Unsafe
Problem in ‘seed’ 300 Action
stage.(Signals
ignored)
Problems at the Work
Place

Continuous progress through People Involvement

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 - 5 ‘S’ as Foundation
Kaizen Museum

1. Seiri - Sorting

2. Seiton - Systematic Arrangement

3. Seiso - Spic and Span / TPM
(Cleaning with inspection)
4. Seiketsu- Standardized workplace
5. Shitsuke- Self Discipline
Cummins India Limited
 5 S linked with productivity
5 S - Objectives
Just - in - time
Manpower optimization

Visual Management
Human
automation Step 5 standard operations Maintenance
& Safety

Changeover Step 4. Leveling Quality

assurance
Multi
process Step 3. Flow manufacturing Kanban
handling

Step 2. The 5 S’s

( foundation for factory improvement )

Step 1. Awareness revolution

( prerequisite for factory improvement )

Cummins India Limited

- Gemba Kaizen -3 ‘G’s Importance
• Gemba - Work place
e.g. m/c & surroundings area,table & surroundings
Assembly Station, test cell etc.
• Gembutsu - Problem piece
e.g. All objectives related to improvement in Gemba
• Genjitsu - Real time
e.g. Observe the things
while happening or at the earliest
after happening for getting the facts / real information.
“Gemba Kaizen” means - Improvement at your
work place. Team is important in Gemba Kaizen.
Look at the work place to find out avenues
for ‘Kaizen’ through 3 ‘D’ approach.

Cummins India Limited

 - To Start with...
How to start? - For initial work Use ‘3D’ approach
– Dirty : - oil / coolant / air .... leakages ,
- chips and burr on floor
- Accumulated dust, etc.
– Dangerous : - Unsafe working conditions
- Movements
– Difficult : - Difficult to move,
- lift assembly
- not ergonomical situations
* Results in employee satisfaction & improved morale
* Makes job easier, simpler, safer and faster
* Increases efficiency * Happier Customer
* Overall improvement of organization
Cummins India Limited
 Innovation & Kaizen

1
30
300

Kaizen is a small improvement carried out by the person in his own workplace
with nil or negligible investment.

Cummins India Limited

 Kaizen Tools
-Small Improvement - keeping in mind 1-30-300 triangle. Avoid major stoppage
‘O’ – by proactive methods
1 Opportunity
Tag - Structured process for Involvement, Registration and tracking of every small
improvement
- Focused work station improvement for elimination of waste - Improvements
2 Gemba Kaizen
owned by associates
- Seiri, Seiton, Seiso, Seiketsu, Shitsuke. Disciplined approach for lean
3 5 S Activities
management . - Foundation for JIT. Develop culture of discipline
-Quality improvement projects taken from PPM chart / Customer complaint
4 7 Step Project -Team work for resolving through 7 step structured process ( 5W1H, CEdac
chips, 5 Why, root cause )
Kobetsu -Focused improvement under taken for quality / waste elimination ( Kit
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Kaizen improvement )
Material Feed - Inventory control through 5 S, 2 Bin System, Movement reduction / Linkage
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System upto supplier order )
-Global layout with assembly at centre & local layout in form of feeding system
Layout
7 -U shape layouts for synchronization of flow and inventory control.. Improve
Modification
material handling
- Step by step reduction in inventory with final aim of JIT. ( Zero - Breakdown,
8 One Piece Flow
Accident, Defect)
-Activities include -1S 2S, Transparency, MISER , to improve availability
9 Model Machine -OEE improvement through EYE chart, 3S 3M chart, 5S Before and After
monitoring each week
 -7 Step problem, Pokayoke etc. are sourced from these OEE charts
10 Eye Chart
-Common chart for all BUs to note down quality defect.
-Reduction in set up time by study of set up change activities video film
11 SMED -Separating internal and external activities. Modifications in fixtures, auto
clamping, etc
- M-minimize, I- improvise, S- simplify, E- eliminate, R- reduce --- Continuous
12 MISER
improvement
- Failsafing for operator’s un-intentional mistake and total quality
improvement
13 POKAYOKE
- Cost reduction by attacking poor quality, kit shortages, handling
improvement
- Making a list of improvements by reviewing quality problems and customer
IFC ( Initial complaint
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Flow Control) - These points will be used for ordering new machines or making
improvements in new product
- Consumption based material procurement system. Ensures availability of
15 KANBAN
material with minimum inventory
‘O’ Tag - To increase awareness for Safety, PokaYoke, Dirty, Difficult , Danger and
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Campaign Deterioration
- Apply kaizen tools for increasing effectiveness and reduce delays ( quick
17 Office Kaizen
response )
-Training for acquiring new skills at Gemba.. Improves employees on
18 Training
continuous basis.
 - These are measures of performance for whole factory contributed by
19 PQCD / MoP individual business units
- Review and correction is needed every month in 5S Before After chart
-This technique is used to identify root causes in human elements while
JOHARI solving problems using accumulated knowledge / skills developed in a
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WINDOW individual. This technique is based on communication in two entities in open
environment & positive attitude towards problem resolution.
BMT ( To impart skills leading to increase of productivity of employees and
Behavioral motivate them
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Modulation
Technique)
Recognition is most important for any human being. In kaizen activities we
take care of appreciating every improvement either by individual or by team.
22 Recognition
The theme is “Making everybody a hero”. There are 44 ways of appreciating
employees without actual monitory gains or amount.
- Idea generation is done through Turbo Kaizen & implemented using Kaizen
23 Turbo Kaizen tools.
-Kaizen activities help faster implementation of cost saving ideas.
Ergonomics was coined from the Greek words ergon (meaning "work") and
nomos (meaning "rules). “ Fit the task to the person, not the person to the
24 Ergonomics task.“
A good way to understand what ergonomics means is to think about the term
"user-friendly."
Machine layout is modified in such a manner that flow of material from one
25 Karakuri machine to other machine is maintained without energy consumption by
taking advantage gravity.