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Definition of KAIZEN
KAI Change
ZEN Good
(for the better)
continuous improvement
/ on-going improvement.
involves everyone
± top management, managers
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and did KAIZEN helped Japan
become A Major Global Player.
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The oil crisis
in 1970s!!!!
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To a company, this meant
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The Challenges Facing Us in the 21st Century
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The Kaizen Strategy
No cultural factors
Many Japanese management strategies succeed
simply because they are good management practices.
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6
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6
r Cross-functional problems
(involving a few departments, such
as design or launching new
products) in estern management
are seen in terms of conflict-
resolution.
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³Customer is King´
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6
Everyone is involved in change every day
³here will be no progress if you keep on doing
things exactly the same way all the time.´
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÷ EN is not otal Corporate Strategy
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Kaizen ± [K CULTU[E
CNTINUUS IMP[VEMENT
INVLVES EVE[BD
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â Problem [ecognition
â Problem Solving
â Customer Driven
â Process rientated
â Part of Total Corporate Strategy
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÷
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Maintenance ü
Ë activities to maintain current technological,
managerial and operating standards
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[e-ENGINEE[ING
1.Involves a drastic improvement to current conditions
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All Job Functions has the two components
Top Management
Supervisors
orkers
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GEMBA KAIZEN Perception of Job Function
mprovement
Top Management
Supervisors Maintenance
orkers
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estern Perception of Job Function
mprovement
Top Management
Middle Management
Maintenance
Supervisors
orkers
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Needs
Needs
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[e-Engineering - like a volcano that erupts in abrupt
explosions from time to time.
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Performance
Drops
hat should be
(Standard)
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[e-Engineering plus KAIZEN
[e-Engineering
[e-Engineering
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÷ M
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MM
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Kaizen is people-orientated
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å ÷
Emphasis Kaizen [e-engineering
r quality assurance
r cost reduction
r meeting production quotas or targets
r meeting delivery schedules
r safety
r uman [esources development
r new products development
r productivity improvement
r supplier management
4. Identify 2. Standardize
the next
4 2
results to
prevent re-
problem occurrence
to tackle
3. Use problem-
3 solving tools for
counter-measures
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÷aizen Quality mprovement Cycle.
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Speak with Data
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[eflects the belief in
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If you take care of the quality, the profits will take care of
themselves.
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Managing the 6revious 6rocess
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he Next 6rocess is My Customer.
Process has become impersonalized. No feeling.
Ë
to those in the
following process.
Ë Be sincere enough to
±
claim ownership of your process
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Standardise the [esults
Not every operation in a work process need to be
standardised.
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is MD important?
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MUDA in gemba is classified into
the following seven categoriesü
MUDA of
MUDA of
MUDA of " #
MUDA of
MUDA of
MUDA of a
MUDA of
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. $6YM
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M $6YM
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M $6YM
r Extra consumption of raw materials before actual
sales requirement
r Usage of manpower and utilities (electricity,
overheads)
r Diversion of machinery, even adding machinery to
increase capacity
r Increase in interest burden (cost of purchase)
r Additional space to store excess inventory
r Added transportation and administrative costs
r Gives people a false sense of security
r elps cover up actual problems
r Confuses data and information that can provide clues
for kaizen
r Cost of production increase without increase of value
r Potential of ³no sales´ turning into dead-stock
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. MD of NVEN[
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MMM 6 M
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M$ M
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V. MD of MN
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$ 6Y
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Processing refers to
U the modifying to a workpiece or
U a piece of information
U in order to add value to it and
U send it to the next process.
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$M & MM
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$M & MM
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$MM
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MUDA of overproduction
MUDA of inventory
MUDA of repairs / rejects
MUDA of motion
MUDA of processing
MUDA of waiting
MUDA of transport
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GEMBA KAIZEN
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GEMBA MANAGEMENT [elationship
Gemba
â provides product or service that satisfies customers
â achieves goals set by management
â the place to achieve real improvements
â kaizen is effectively implemented
Management
â takes initiative in establishing policies, targets and
priorities
â accountable for the outcome /success
â allocating resources such as manpower and money
â exercise leadership
â decides the most urgently kaizen strategy
â listen and learn from employees in gemba
â provide most appropriate help to actual problems
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The Golden [ules
of
Gemba Management
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³listen to gembutsu´
³Let the gembutsu speak to me´
Using the 5 senses plus commonsense
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Use
and common sense
solutions
e.g. 5 s
Deeper
will be needed more
complicated problem
Gemba can provide the
!
³Do not jump to conclusions too fast´
³Do not make a simple problem into a
complicated crisis´
p " to be gotten from gemba (relevant
application)
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'&!(
p
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#"
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$
Because the floor is slippery and unsafe
p
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Because there is oil on it
p
$
Because the pump parts are leaking
p
% $
Because the oil is leaking from the pump
couplings
p
$
Because the rubber seals are not fiitted
properly.
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Strategy of KAIZEN towards EXCELLENCE
r
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Concepts r
r !"
Customer Q D People
driven C Culture
Systems [ Tools
r !#!
r " r "
r r -
r r %
r "