KAIZEN

The Key to Japan’s

Competitive Success
By MASAAKI IMAI

Sparsh Arora 9030241432

Suryasnata Mohapatra 9030241434
Saiyad Ali Marjaie 9030241428
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Agenda
1. An Introduction

2. Targets

3. Waste

4. Time

5. Implementation

6. Commandments

7. Case Study
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KAIZEN Philosophy

“Be it our working life, our social

life, or our home life, deserves to
be constantly improved”
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KAIZEN- An Introduction

• Masaaki Imai is known as

the developer of Kaizen.
•
• 改 ('kai') KAI means
'change' or 'the action to
correct'.
•
• 善 ('zen') ZEN means
'good'

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 Kaizen is small incremental changes made for

improving productivity and minimizing waste.
 t
6

en
em
ov
an pr
mb y im e s
Ka ualit Tim s itie
tiv
Q st in efect p ac or – ns nt
Ju ro d grou e lab latio eme nt
Ze all- rativ t re prov pme
Sm ope men y im evelo
Co nage ctivit ct d
ma odu odu r n
Pr -p
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N
e nta
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Cu C cs
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N
em
TQ boti cles syst
Z

Ro C cir tion e

Q gges ation n th
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Su tom line i
Au iscip ce
K D rkpla
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TP
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2 types of change for improvement

The 1st involves innovation - applying high cost
solutions such as state of the art technology

The 2nd uses common sense tools, checklists &

techniques that do not cost money.

This approach is called kaizen

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Kaizen Target
 Easy Handling of operations
 Improve equipment effectiveness
 Zero loss in minor stops, measurement and
adjustments, defects and unavoidable
downtimes.
 30% Manufacturing cost reduction
•
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Shift Mind Set

Current Thinking Required Thinking

Processing Transportation

Inventory TYPES Correction

WASTE Waiting
OF
WASTE
Over-
Production

Motion
 Motion 10

Over -Processing
Taiichi Ohno’s 7 Wastes

Over - Production
TEN CALL IT How do you spell that?
PLEASE! TWENTY?
…22 TO BE ON
THE SAFE SIDE!

KODAK OPERATING SYS TEM

KODAK OPERATING SYSTEM Defects / Rejects / Re-work KODAK OPERATING SYS TEM

Waiting Inventory

Transportation
KODAK OPERATING SYSTEM
$
$$
$$ $
$ $ $ $
$ $

KODAK OPERATING SYSTEM

KODAK OPERATING SYSTEM

KODAK OP ERATING SYS TEM

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VELOCITY FOR COMPETITIVE ADVANTAGE

Standardization
Process optimization
Elimination of waste
Evolution in people and technique
Durable training
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TIME: The single best indicator

of competitiveness

Set-up or Change-over Time

Manufacturing Cycle Time
Product Development Time
Customer Lead Time / Delivery Time
Working to reduce or minimize each of these times can
make your company more valuable to both its internal
and external customers.
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Shrinking Lead Times

Order Lead Times Manufacturing Lead Times Delivery Lead Times

Order Lead Delivery Lead

Manufacturing Lead Times
Times Times
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Value Added Non Value Added

Activity (VA)
Activity (NVA)

Non-Value Added Time (NVA) Value Added Time (VA)

99% of Total Lead time 1%

Non-Value Added Time (NVA) VA

99% of Total Lead time 1/2 %
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Where’s the Time in Lead Time

When we look at attacking the NVA Activities in the Timeline
and compare that to the original timeline:
Greatest Opportunities are actually here!

Non-Value Added Time (NVA) Value Added Time (VA)

99% of Total Lead time 1%

NVA Time VA
95% of Total Lead time 5%

Great
Job!! This shows a 5X improvement in lead time
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Cutting
Change over 1.Form a team &
allocate
time responsibili
ties

7. Set-up board
for 2. Measure
visualizatio current
n & state
monitoring
Seven
6. Analysis
Steps
&
improvem 3. Analysis &
ent improvemen
t

5. Set process
with new 4. Apply first
scenario improvement
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ACT Implementation

PLAN

CHECK

DO
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Kaizen in 5 days

Day 1 Day 2 Day 3 Day 4 Day 5

Conceptual Project -
training on : Evaluate
Specific Improvements
Training Create and •
•Business • map new Establish New
Measure & Present
Process process Standard Results and
Kaizen Analyze Process
Current Work Celebrate !
•Standard •
Operations Process
Operate Using
•5S • New Standard
•Kaizen Formulate Process
Methodology Process
•Tools & Improvements •
Techniques Finalize New
Standard
Process
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Result
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Two Primary Ways to Improvement:

“Breakthrough” / Innovation Cycle and
Kaizen
Innovate

A P
C D
Innovate
Improvement

A P
C D

Adapted from: Imai, “Kaizen” Time

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What usually happens

“Could-a-Been”
If worked to the
new standards
Improvement

Innovate

Innovate
Bac
ks lide
Bac
ksli “Actual”
d e
Backsl
ide

Adapted from: Imai, “Kaizen” Time

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Kaizen Prevents Backsliding

“New Way” Actual
Kaizen
Innovate

Kaizen
Improvement

Innovate

Kaizen

Standardize
“Old
Way”
Actual

Adapted from: Imai, “Kaizen” Time

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Kaizen Tools

•
Why - Why analysis
•
Summary of losses Error correction

Kaizen register Kaizen summary sheet

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Benefits of Kaizen
 It is a process oriented approach, hence has lasting impact as
improvements are made where faults are identified.

 There is a high level of employee involvement which enhances their
morale and motivation.

 It helps to improve quality, there by enhancing customer satisfaction.

 It helps to improve productivity resulting in low cost of operation.

 It helps to reduce the rate of accidents thus improving work safety.

 It aids in waste reduction in areas such as inventory, waiting time,
transportation and others which in turn aids in better utilization of
space and resources.
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Challenges faced by Kaizen



 It requires lot of effort especially by executives at the

top-most level.


 It is a people oriented approach. So employee support

is critical for successful implementation of Kaizen.


 It requires a long term discipline and commitment.

So everyone should be patient about the results.

 It should be a continuous process or else the expected
results would not be obtained.
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The costumer : 1
The ultimate Judge of quality

The eye of the needle – 2

struggle to enter the market

Supplier relations 3

Changing Corporate culture : 4

Challenge to the west

(Citizens Against Virtually Everything)

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Kaizen Commandments – “Top Twelve”

• No interruptions from outside the Event.

• No veto power from outside the team.
• Rank has no privilege.
• Abandon departmental / silo thinking.
• Finger-pointing has no place.
• Avoid scope creep.
• Use creativity before capital.
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Kaizen Commandments – “Top Twelve”

• Think “yes, if…” instead of “no, because…”
• Get good data, then add experience and “instinct”
to the mix.
• Seek the wisdom of ten rather than the knowledge
of one.
• Keep an open mind. Challenge existing
paradigms. Challenge everything!
• Improvements implemented today are better than
planning to implement in the future.
•
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1
a se
C

Don’t see the happy face?

CURRENT SITUATION
• Sewing machine
• An old lady employee
• Both hands engaged to lead the narrow band + KAIZEN
• Material roll on a stool
• Production process should stop if somewhere itches!!


Sewing machine AFTER KAIZEN

An old lady employee
Both hands engaged to lead the narrow band
Production process should stop if somewhere reaches!!
Happy face
Hands off to scratch wherever you want!!
Non-stop Production
Hands as important resources are free

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2
a se
C

Don’t see the wastage?

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Results…
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Kaizen Does not...

❑Affect regulatory severity
❑
❑Force hasty, inadequate work
❑
❑Cut corners
❑
❑Work against the agency mission
❑
❑Seek to fault staff
❑
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References
• Kaizen, Imai
• The Idea Generator (Quick and Easy Kaizen),
Bodek
• The Idea Generator (Quick and Easy Kaizen)
Workbook, Bodek
• Creating a Lean Culture, David Mann