KAIZEN
POWERPOINT TEMPLATE
AGENDA
Quotes
Definition
The Kaizen Umbrella
Basic Rules /
Key Principles
Objectives of Kaizen
Benefits of Kaizen
Implementation
Checklists / Worksheets
DEFINITION KAIZEN
KAI ZEN
“CHANGE” “GOOD”
DEFINITION KAIZEN
COLLECTIVE TERM SMALL STEPS CONTINUITY NEW STANDARDS
Variety of approaches for Gradual improvement instead Continuous optimization Upward tendency of
continuous improvement of huge changes; applicable to and fine-tuning of production improvement in the course
combined under all departments (development, and information processes of time, which is mainly
Kaizen Umbrella production, marketing, carried by the employees
distribution etc.)
EMPLOYEES COOPERATION PARTICIPATION PERFECTION
Ideal is the qualified, active, Model assumes cooperative Consensus instead of solo Good is not enough –
self-dependent and creative leadership; cross-functional attempts; collective clear Kaizen as a never ending
employee who is properly cooperation in groups as main objectives and information process to reach perfection
awarded for his commitment principle of work organization transfer bottom-up and
top-down
Continuous effort
– not strength or intelligence –
is the key to unlocking our potential.
Sir Winston Churchill (Former British Prime Minister)
If you learn only one word of Japanese,
make it KAIZEN.
Masaaki Imai (Developer of Kaizen)
To improve is to change,
so to be perfect is to have changed often.
Sir Winston Churchill (Former British Prime Minister)
THE KAIZEN UMBRELLA
KAIZEN
Customer Orientation Kanban
TQC (Total Quality Control) Quality Improvement
Just-in-Time (JIT)
Robotics Zero Defects
QC Circles Small-Group Activities
Suggestion System Cooperative Labor-Management Relations
Automation Productivity Improvement
Work Discipline New Product Development
TPM (Total Productive Maintenance)
THE KAIZEN UMBRELLA Kanban
Quality Improvement
Customer Orientation Just-in-Time (JIT)
TQC (Total Quality Control) Zero Defects
Robotics Small-Group Activities
QC Circles Cooperative Labor-Management Relations
Suggestion System Productivity Improvement
Automation New Product Development
Work Discipline
TPM (Total Productive Maintenance)
THE KAIZEN UMBRELLA Kanban
Quality Improvement
Customer Orientation Just-in-Time (JIT)
TQC (Total Quality Control) Zero Defects
Robotics Small-Group Activities
QC Circles Cooperative Labor-Management
Suggestion System
Automation Relations
Work Discipline Productivity Improvement
TPM (Total Productive New Product Development
Maintenance)
BASIC RULES / KEY PRINCIPLES
PROCESS ORIENTATION CUSTOMER ORIENTATION
Turning away from pure result orientation Kaizen distinguishes between internal and external customers
Internal customer: section within the company
Optimization of profits only possible with If section A produces something which has to be finished
high customer satisfaction
in section B, then section B is the internal customer
Reached by documentation and improvement These interfaces within the company are the starting point for Kaizen
of processes External customer: end consumer
Needs and wishes of consumer elevated by customer surveys
Process-oriented organization and application
of continuous process improvement may
influence innovative performance of the company
BASIC RULES / KEY PRINCIPLES
QUALITY ORIENTATION CRITICS ORIENTATION STANDARDIZATION
Continuous quality control in the Criticism as a chance for continuous If improvement has been proven to be
context of Total Quality Management improvement; therefore allowed suitable and has been implemented,
(further approach of Kaizen) and requested a new standard is set and permanently
integrated into the processes of
Quality key figures and measurements are Every employee is supposed to make the company
determined and described by Standards proposals for improvement
If standardization is completed,
Management should check proposals further improvements are aspired
on usability and implement them as and are implemented with the help of
soon as possible the PDCA Cycle
PDCA cycle: Plan Do Check Act
BASIC RULES / KEY PRINCIPLES
1 Don’t justify the past. 6 Set high standards.
Challenge ideas.
2 Think how things CAN be done, 7 Correct failures immediately.
not Why they CAN’T be done. 70% now is better than 100% later.
3 Use data, not theories. 8 A team is better than one expert.
4 Use wisdom, not money. 9 Be a role model. Lead by example.
5 Work smarter, not harder. 10 Identify the root cause.
OBJECTIVES OF KAIZEN
Quality – There is unused potential in
right from the start! every work procedure, which
has to be detected on every level
Cost reduction, quality increase Standardization of work
and shortening of throughput procedures after proposals of
time by eliminating non value involved employees; identification
adding activities and observing of agreed standards
Conscious and self-dependent Independent recognition and
avoidance of wastage elimination of weaknesses
(e.g. time, material)
BENEFITS OF KAIZEN
Widely applicable Highly effective, Reduces waste Increases employee
transparent and result- (inventory, time, motion, moral, job satisfaction,
sense of responsibility
oriented transportation, etc.)
Teaches workers how to Team-based, cross- Continual small Improved productivity,
solve everyday problems functional, data-driven improvements add quality, use of capital,
up to major benefits
themselves space utilization
Faster delivery, lower Optimization of work Redevelopment of the
costs, greater customer environment and communication with
other departments
satisfaction production facilities
IMPLEMENTATION
IMPLEMENTATION – APPROACHES
Kaizen Circle Document Reality
Do it Again 10 1 2 Identify Waste
9Celebrate KAIZEN 3 Plan Counter Measures
8Make this the Standard CIRCLE 4 Reality Check
Measure Results 75 Make Changes
6
Verify Changes
IMPLEMENTATION – APPROACHES
7 Why Checklist
Every work sequence is analyzed concerning the following
questions:
What – has to be done?
Who – is going to do it?
Why – does he do it?
How – will it be done?
When – will it be done?
Where – will it be done?
Why – is it done like this?
IMPLEMENTATION – APPROACHES
5 Requirements for a Successful Implementation
5S 8W THE 5 WHY VALUE STREAM PDCA CYCLE
Instrument to Checklist to Method of quality Method to improve Interactive process
develop safe, identify typical management to processes in the of solving problems
clean and useful types of waste define causes and production and
workplaces (Japanese “Muda”) service sector with origins in
effects quality management
IMPLEMENTATION – APPROACHES 5S
5S 8W
5 Why
Instrument to develop safe, clean and useful work places, Value Stream
to reduce non-productive activities and to improve quality, PDCA
efficiency and security
Seiri – Sort
Seiton – Set in Order
Seiso – Shine
Seiketsu – Standardize
Shitsuke – Sustain
IMPLEMENTATION – APPROACHES 5S
8W (Waste) 8W
Checklist to detect typical sources of waste: 5 Why
Value Stream
Overproduction PDCA
Excessive storage
Unnecessary transport
Waiting time
Production of defective parts
Unnecessary motion
Unfavorable production process
Unused or misused potential of employees
IMPLEMENTATION – APPROACHES 5S
8W
5 Why
5 WHY
Aim to determine a cause for every problem. The number 5 must be
understood figuratively. It is important to keep asking until the cause of Value Stream
error is identified PDCA
Example:
The car does not start. Why doesn‘t it start?
Why is the battery empty?
Because the starter battery is empty. Why is it not working?
Why is it broken?
Because the dynamo is not working. Why was it never changed?
Because the driving belt is broken. Why…?
Because it was never changed.
Because the car has never been
maintained, yet.
IMPLEMENTATION – APPROACHES 5S
Value Stream Mapping 8W
Aim to support the company in improving production 5 Why
processes, services and information constantly, thrifty
and in high quality VALUE
STREAM
A value stream comprises all activities which are
necessary to bring a product from vendor to customer PDCA
Influenced by operations (supporting, value adding
and non value adding), material and information
Supplier Factory Customer
IMPLEMENTATION – APPROACHES 5S
8W
PDCA Cycle 5 WARUM
WERTSTROM
Continuous improvement and optimization of processes by
standardized and consequent application of the PDCA cycle PDCA
PLAN 1 DO 2
Process is analyzed Test implementation at one facility,
New procedure is planned to detect initial problems
Relevant employees are involved
Only then can the improvement be
in the development of the concept distributed in other departments
CHECK 3 ACT 4
After testing in pilot area, new New standard is implemented and
procedure is carefully checked checked regularly with checklists
and observed and audits
When the result is positive, the Standards are re-checked after
implementation for all some time and a new PDCA cycle
departments can be approved begins
PDCA CYCLE Continuous PHASE 1
Improvement Process Evaluation of the initial situation
PHASE 4 Denomination of responsible persons
Evaluation of the management Identification of improvement
Analysis of the processes
Deduction of new targets Development of optimal solutions
Plans for the future
PHASE 2
Standardization of solutions Allocation of necessary resources
Communication within the company
PHASE 3 Implementation of solutions
Inspection and startups
Analysis
Corrections and rework
Prevention
Internal Audits
PDCA CYCLE – DEMING CIRCLE
Representation in the Course of Time
Set obligatory standards Act Plan Search for problems
Prevention of decline Identify causes
Training of participants Develop measurements
Prepare measurements
• Measure results Implementation Improvement
• Variance analysis
• First aid Check Do
Standard
Continuous Improvement Process
Time
First improve, then standardize generally binding
PDCA CYCLE – DEMING CIRCLE
Representation in the Course of Time
Act Plan
Check Do
Act Plan Quality
Check Do Improvement
Time
IMPLEMENTATION – KAIZEN WORKSHOP
PLANNING SESSION FOLLOW UP
Identify topics, tasks and goals Setting of challenge and Put follow-up mechanisms
Determine actual state expectations in place
Collect data, identify issues and
Team and skill building Communication through
refine the problem Weakness analysis newspapers, meeting
Collect background data and Issue generation and summaries, status reports
determine topic questions prioritization Remove barriers
Design workshop meeting Action plan
Involvement of stakeholders Recognize and reward
agenda and plan logistics Recommend development implementation
Identify participants and Team presentations
Open and constructively dealing
communicate expectations with worked-out problems
Coach and prepare sponsor generates positive Kaizen culture
WORKSHEETS
& CHECKLISTS
CHECKLIST IMPROVEMENT
Factors, which may need improvement:
Personnel
Work techniques
Work methods and procedures
Time
Facilities
Software
Inventory, tools and material
Plant layout
Production levels
Paradigms
CHECKLIST – 4M
MAN (OPERATOR) Is he experienced? MACHINE (FACILITIES) Does it meet precision
Is he assigned to the requirements?
Does he follow standards? right job? Does it meet production Does it make any
Is he willing to improve? requirements? unusual noises?
Is his work efficiency Does he maintain good Does it meet process
acceptable? human relations? capabilities? Is the layout adequate?
Is he fit and healthy?
Is he problem-conscious? Is the lubrication adequate? Are there enough
Is there any waste in material? machines / facilities?
Is he accountable? Is the inspection adequate? Is everything in good
Is the handling adequate? working order?
Is he qualified? Is the work-in-progress Is the operation interrupted
abandoned? due to machine troubles? Is the sequence of
MATERIAL Is the storage layout adequate? work adequate?
Is the quality METHOD
Are there any standard adequate? Is the setup adequate?
mistakes in volume? Are the work
Are there any standards adequate? Are temperature
mistakes in grade? and humidity adequate?
Are there any mistakes Is the work standard upgraded? Are lighting and
in the brand name? ventilation adequate?
Is it a safe method? Adequate contact with the
Are there impurities mixed in? previous and the next process?
Is it a method that
Is the inventory level adequate? ensures a good product?
Is it an efficient method?
CHECKLIST – 4M
MAN (OPERATOR) Is he experienced? MACHINE (FACILITIES) Does it meet precision
requirements?
Does he follow standards? Is he assigned to the Does it meet production Does it make any
right job? requirements? unusual noises?
Is his work efficiency Does it meet process
acceptable? Is he willing to improve? capabilities? Is the layout adequate?
Is he problem-conscious? Does he maintain good Is the lubrication adequate? Are there enough
human relations? machines / facilities?
Is he accountable? Is the inspection adequate? Is everything in good
Is he fit and healthy? working order?
Is he qualified? Is the operation interrupted
Is there any waste due to machine troubles? Is the sequence
MATERIAL in material? of work adequate?
METHOD
Are there any Is the handling adequate? Is the setup adequate?
mistakes in volume? Are the work
Are there any Is the work-in-progress standards adequate? Are the temperature
mistakes in grade? abandoned? Is the work and humidity adequate?
Are there any mistakes Is the storage standard upgraded? Are the lighting and
in the brand name? layout adequate? ventilation adequate?
Are there impurities Is the quality Is it a safe method? Adequate contact with
mixed in? standard adequate? previous and next process?
Is the inventory Is it a method that
level adequate? ensures a good product?
Is it an efficient method?
WORKSHEET – KAIZEN WORKSHOP TARGET
DESCRIPTION 1 START TARGET 1ST DAY 2ND DAY 3RD DAY 4TH DAY FINAL DIFFERENCE INCREASE %
Space Remarks:
Inventory
Walking Distance
Parts Transport Distance
Throughput Time
Process Cycle Time
Volume per Day
Productivity
Changeover (Total Time)
Changeover (Total Nr.)
Schedule Attainment
Quality Improvements
Safety Improvements
Building:
Division:
Department:
Team:
Date:
WORKSHEET – PROGRESS REPORT
CATEGORY CURRENT TARGET DAY 1 DAY 2 DAY 3 DAY 4 FINAL %
RESULT CHANGE
Space
Inventory Remarks:
Walking Distance
Material Travel Distance
Lead Time (sec.)
Cycle Time (sec.)
Output (units / day)
Crew Size
Productivity
Changeover Time (sec.)
Department:
Date:
WORKSHEET – TIME OBSERVATION
# Step 1 2 3 4 5 6 7 8 9 10 Best Time Remarks
1
2 Line / Process:
3 Observed by:
4
5
6
7
8
9
10
11
12
Complete Cycle Time
Date:
Time:
WORKSHEET – WASTE IDENTIFICATION
WASTE POSSIBLE CAUSE PROPOSED ACTION METHOD OF MEASUREMENT
Overproduction
Delays
Transportation
Process
Inventories
Motions
Defective Products
Untapped Resources
Misused Resources
WORKSHEET – PROPOSAL SHEET
LOCATION OBJECTIVE DATE OPERATOR
Before After
Problem Effects