K A I Z E N Masaaki Imai

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Information about K A I Z E N Masaaki Imai
Business & Mgmt

Published on July 1, 2009

Author: trisetyawati

Source: slideshare.net

Description

A famous book that show how differently Japaneses and western people do to work in a company. But I think now most of the company in the world adopt the principal of Kaizen, not only in Japan

KAIZENThe Key to Japan’s Competitive Success By MASAAKI IMAI // YIS//062709//

TABLE OF CONTENTS 1. KAIZEN, The Concept 2. Improvement East and West 3. KAIZEN by Total Quality Control 4. KAIZEN, The Practice 5. KAIZEN Management 6. The KAIZEN Approach to Problem Solving 7. Changing the Corporate Culture // YIS//062709//

CHAPTER I KAIZENThe Concept // YIS//062709//

// YIS//062709//

KaiZeN Kamban Quality improvement Just in Time Zero defects Small-group activities Cooperative labor – management relations Productivity improvement New-product development Customer orientation TQC Robotics QC circles Suggestion system Automation Discipline in the workplace TPM// YIS//062709//

Kamban

Quality improvement

Just in Time

Zero defects

Small-group activities

Cooperative labor – management relations

Productivity improvement

New-product development

Customer orientation

TQC

Robotics

QC circles

Suggestion system

Automation

Discipline in the workplace

TPM

JOBS FUNCTION PERCEPTIONS // YIS//062709// Japanese perceptions Western perceptions Top management Middle management Supervisors Innovation Innovation Workers KAIZEN Maintenance Maintenance

// YIS//062709//

Deming Wheel // YIS//062709//

// YIS//062709// Three Award in Sumo Tournament ; An outstanding performance award A skill award A fighting spirit awardFocus more on process Rather than result !!!

An outstanding performance award

A skill award

A fighting spirit award

CHAPTER II Improvement East & West // YIS//062709//

KAIZEN Continuous Improvement INNOVATION Breakthrough KAIZEN Innovation

// YIS//062709// 1

// YIS//062709// 2

// YIS//062709// Innovation Standard Actual Maintenance KAIZEN PATTERN Actual Standard Standard Actual Maintenance KAIZEN Innovation Actual Standard Innovation Time Time Innovation + Kaizen

// YIS//062709//

// YIS//062709// Upcoming Japanese product perceptions Technology Level Preferred Process Product High Technology Technology oriented innovation Innovative product with Kaizen orientation Technology oriented KAIZEN Low Technology People oriented KAIZEN Kaizen oriented product

CHAPTER III KAIZEN by TOTAL QUALITY CONTROL (TQC)

1 3 5 7 9 2 4 6 8 10 Quality control deals with the Quality of people Speaks with data Quality first, not Profit first Manage the previous process ( Upstream) The next process is the customer Customer oriented TQC, not manufacturer oriented TQC TQC starts with training and ends with training Cross Functional Management to Facilitate Kaizen Follow PDCA cycles // YIS//062709// Standardize the results

1. Quality assurance 2. Cost reduction TQC 3. Meeting production quota 4. Meeting delivery schedule 5. Safety 6. New-product development 7. Productivity improvement 8. Supplier management TQC // YIS//062709//



ACT PLAN CHECK DO // YIS//062709//

// YIS//062709// 4M checklist

CHAPTER IV KAIZEN the PRACTICE

// YIS//062709// MANUFACTURING OBJECTIVES

// YIS//062709//

// YIS//062709// B A C D E Seiton Seiri Seiso 5s Shitsuke Seiketsu

Waste of REJECTS Waste in WIP Waste in DESIGN delivery cost quality NINE WASTES !! product Waste in FIRST PHASE OF PRODUCTION Method / system resources money facilities manpower Waste in EXPENSES Waste in FACILITIES Waste in MANPOWER Waste in MANAGEMENT Waste in MOTION // YIS//062709//

// YIS//062709// Shortened lead time Reduced time spent on non-process work Reduced inventory JIT Better balance between different processes Problem clarification

// YIS//062709// Top management responsibility : Strategy & Planning Administration responsibility: Provide support

Time 100% Involvement 50% 0% Idea Development Design Development Model Development Trial runs & customer appraisal Final product design Tools & machinery Process control Production PRODUCT DEVELOPMENT PHASE AT IDEAL COMPANY

CHAPTER V KAIZEN MANAGEMENT

// YIS//062709// Management & Labor ; Enemies or Allies? Cooperation Working together to bake bigger pie Confrontation fighting over how to divide the pie

Manager's first job is to learn to communicate with his employees so both workers and the company can achieve their common goal Union leader who cannot understand financial statement and analyze the company's performancewill not be able to negotiate with management on such labor-related subjects as technological innovation, personnel transfers, and scrapping facilities

// YIS//062709// MANAGEMENT & LABOR RELATION Confrontation Formal & Organization oriented Informal & Individual oriented Cooperation

// YIS//062709// Job potential If management is not flexible Calls for management initiatives Income potential - + Job allocation if labor is flexible Calls for labor initiatives Job allocation If labor is not flexible Job potential if management is flexible LABOR RESPONSE

General statement of direction for change (qualitative ) Top management Definition of top management statement (quantitative) Division Management Specific goals (quantitative) Middle Management Specific actions (quantitative) Supervisors POLICY DEPLOYMENT

CHAPTER VI The KAIZEN APPROACHto PROBLEM SOLVING

// YIS//062709// When there is no problem , there is no potential for improvements KAIZEN starts with a problem, more precisely the recognition that a problem exists

// YIS//062709//

// YIS//062709// 5Ws + 1 H

// YIS//062709// VELOCITY FOR COMPETITIVE ADVANTAGE Standardization Process optimization Elimination of waste Evolution in people and technique Durable training

// YIS//062709// CUTTING CHANGE OVER TIME Form a team & allocate responsibilities 7. Set-up board for visualization & monitoring 2. Measure current state Seven Steps 6. Analysis & improvement 3. Analysis & improvement 5. Set process with new scenario 4. Apply first improvement

CHAPTER VI CHANGING the CORPORATE CULTURE

// YIS//062709// 2 1 3 The costumer : The ultimate Judge of quality The eye of the needle – struggle to enter the market Supplier relations “We call some societies primitive because of their desire to remain in the same state and in unchanging standard of living – as their gods or ancestors created them at the beginning of time” 4 Changing Corporate culture : Challenge to the west

Anticipate Business Fluctuation

// YIS//062709//

// YIS//062709// getting workers' acceptance and overcoming their resistance to change. Constant effort to improve industrial relations Emphasis on training & education of workers Developing informal leaders among the workers Formation of Small Group Activities such as QC circles Support & recognition for workers’ KAIZEN effort “Creating a Cooperative atmosphere and corporate culture” Conscious effort for making the workplace a place where Workers can pursue life goals Bringing social life into the workshop as much as practical Training supervisor so that they can communicate better & create a more positive involvement with workers Bringing discipline to the workshop

// YIS//062709// KAIZEN PHILOSOPHY “Be it our working life, our social life, or our home life, deserves to be constantly improved”

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