Kaizen

Presented by:
Dipesh Vaswani
Lalit Lodha
Saurabh Sharma
Sahil Sheth
Rajnish
Umesh Rathi
Content
What is Kaizen??
Elements of Kaizen
Five “S” of kaizen
Kaizen related to TQM
Objectives
Benefits & Advantages of Kaizen
Implementation of Kaizen
What is Kaizen??
 KAI ZEN
To modify, to change Think, make good,
make better

= KAIZEN

 Make it easier by studying it, and making the

improvement through elimination of waste.
Elements of kaizen
 Quality Circles: Groups which meet to discuss
quality levels concerning all aspects of a company's
running.

 Improved Morale: Strong morale amongst the

workforce is a crucial step to achieving long-term
efficiency and productivity, and kaizen sets it as a
foundational task to keep constant contact with
employee morale.

 Teamwork: Kaizen aims to help employees and

management look at themselves as members of a
team, rather than competitors.
Contd..
 Personal Discipline: A team cannot succeed without
each member of the team being strong in
themselves. A commitment to personal discipline by
each employee ensures that the team will remain
strong.

 Suggestions for Improvement: By requesting

feedback from each member of the team, the
management ensures that all problems are looked at
and addressed before they become significant.
5 “S” of Kaizen
Sort
 Remove all items from the workplace that
are not
needed for current operations. Leave only
the bare essentials.
 Targets excess inventory, obsolete items,
quality defects,
unneeded tools/equipment
 Will use red tags, local and central red tag
holding areas;
account for discarded items
 Take before and after pictures
Set in Order

Arrange needed items so that they are

easy to find, use and put away.
Use painting, outlining and signboard
strategies, Visual 5S
Shine

Sweeping, wiping-off equipment,

painting and assuring everything stays
clean.
Create 5S schedules for painting
Must create cleaning inspection
checklists
Create current and future shine
targets
Standardize

Method to maintain the first 3

disciplines ( sort, set-in-order,
shine)
Integrate 3S duties into regular work
with 5S job cycle charts.
Sustain

A top-down support of the ongoing 5S

process.
Must create the conditions to support
5S
Allocate time
Create awareness
Provide a structure
How kaizen is related to
TQM
It is one of the tool of TQM which
provide the improvement in process,
skill sets, systems and operations.
It is a conceptual strategy of approach
utilizing process mapping any number
of statistical methods tools to assess
efficiency of performance
Kaizen is a performance improvement
methodology focused and elimination
of the 7 forms of process waste.
Objectives

Employees involvement &

empowerment
Employee skill development for
enhancing job performance (on-
the-job-training)
Achieve benefits
 
Benefits & advantages

Employee suggested
Job satisfaction & lower attrition rate
Increases the overall efficiency of the
company
Reduces wastage of resources
Leads to better utilization of resources
Immediate results and cost efficient.
Seven types of wastes at
Toyota
Overproduction Ahead of Demand
IdleTime
Unnecessary Movement of Materials
Over Processing
Excessive Inventories
Unnecessary Movement of People
Production of Defective Products
Introduction of Kaizen in
Toyota
Introduced in the early 1950s
Stress was laid on production process
Target Cost and Standard Time were
set
Group Leaders, Chief Leaders and
Engineers had to implement Kaizen
Initial Failure
Target Cost and Standard Time were
not met initially
 Workers efficiency was focused.
‘’Cost Councils’’ were set up.
Responsibilities among
different leaders
Group Leaders
Improving Workers Operating
process
Establish Standard Work and Time

Chief Leaders
Process Improvements
Reduction of Workers from the
Production line
Kaizen, Production
Efficiency and Production
Allowance
Reduction of Standard Time and
Workers
Fall of Production
KAIZEN
Increase of Production
Increase in Production Allowance
THANK YOU