Kaizen Presentation 4245u

Kaizen

A Tool of Total Quality Management for Continuous Improvement

Mechanical Engineering Department S. V. National Institute of Technology, Surat, Gujarat [email protected]

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The Model of Total Quality

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Total Quality Management-The Building Blocks

TQM depends on this building block (fig.) which together determines the strength and safety of the organization. 3

What Does Kaizen Mean? KAI To modify, to change

+

ZEN Think, make good, make good (for the better)

= KAIZEN KAIZEN = CONTINUAL IMPROVEMENT

Kaizen Means Improvement. Gradual, orderly, and continuous improvement  Kaizen means continuous improvement in working life  Ongoing improvement involving everyone  Make it easier by studying it, and making the improvement through elimination of waste. 

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What Does Kaizen Mean?  It means gradual, unending improvement, doing “little things” better; striving for ever-higher standards.  Kaizen does not involve large investments  According to Masaaki Imai & many other quality experts “Kaizen has been the key to Japan’s competitive success.”  Usually applied to multi-disciplinary teams (similar to circles). The distinction being, Quality Circles are

quality

groups of people

doing similar work  Philosophy of continuous improvement concerning all and their particular tasks and all levels within

employees

the organization. 5

What Does Kaizen Mean?  A system which generates and implements ideas regarding improvement which come from the employees.  Formal recognition of the need for continuous improvement and plans to achieve it are now a part of all quality systems.  The Kaizen philosophy needs to be applied to all aspects of a business.  A tool to help improve quality and productivity 6

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Kaizen, a philosophy, a strategy, a progrmme & an inherent part of the TQM process, helps to improve quality of goods & services of an organization.

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Continuous improvement (or Kaizen) is the philosophy of continually seeking ways to improve operations.

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Kaizen means improvement & ongoing – continuous & never ending improvement involving everyone in work life.

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Why Continuous Improvement?

 Rapid changes in technology  Increasing world-wide competition  Growing cost of defects and failure

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Kaizen Kaizen, the core concept of TQM, is a 

   

cost effective

result oriented technique which helps to identify root causes of inefficient working and offer systematic approach to change the attitude of people to eliminate causes of problems in the process leading to improvement in quality of output and to miraculous organizational changes.

Kaizen signifies  step by step  gradual  large number of continuous improvements  no matter how small  which should be taking place all the time  in every process  involving everyone from management to workers.

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KAIZEN VS. INNOVAITON FACTOR

KAIZEN

INNOVATION

Size of improvement

Small improvements( Small steps)

Major improvements (Big steps)

Basis of improvement

Conventional knowledge (Conventional know how)

Main resource

Personal involvement

Technology or equipment (Technological break through) Money investment

People involved

Many people

A few champions

Orientation

Improve the processProcess oriented

Improve results-Result oriented

Economy

Even in slow economy (Slow growth economy)

Mainly in good economy (Fast growth economy) 10

Japanese KAIZEN activities, individual or group, work round the following themes. 

Work improvement



Working Environment Improvement

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Process Improvement

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Machine capability improvement (Minimum down time)

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Improvement in production aids (Jigs, fixtures, tools etc.)

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Improvements in service areas – office work



Quality improvement



Improvement in customer service and customer relations



Improvements for new products (ideas)



Improvement in the HUMAN individuals capabilities

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Case-1 Before Kaizen

A pool (sheep dip) was used to remove insects from the sheep’s bodies. We had to push the heads of the ship down to submerge them into the water mixed with insecticides. After Kaizen

A pit was made at the bottom of the pool. This meant the sheep would submerge their heads by themselves.  To `cause the sheep to deep their heads’ rather than `make them dip their heads’.  Form a mechanism to achieve a favourable situation that arises automatically rather than compulsorily. This leads to better work.

BEST WAY TO CONTROL IS TO ELIMINATE THE NEED FOR CONTROL 12

Case-2 Before Kaizen

River Nile

Traffic was heavy on the main street along the River Nile. Making a left turn from the south was especially difficult. After Kaizen

River Nile

 Traffic from the south first makes aright turn and then makes a U-turn.

SEPARATE AND DIVIDE RESTRICTIVE CONDITIONS 13

Case-3 Before Kaizen Casing with metal head

Casing without metal head Products with defects There were two types of battery casings: those with a metal head and those without. These two types were not separated and were running together on the conveyor belts. Magnet After Kaizen

Casing with metal head Non-defective items only Casing without metal head

 A magnet ensures only castings with metal heads run on the belt.

CLASSIFY AND SEPARATE USING A MAGNET 14

Case-4 Before Kaizen

Lumps of sugar

Vibrating screen

Wooden stick Sugar with remaining lumps

Lumps of sugar, moving over a series of vibrating screens, were beaten with wooden sticks. Lumps still remained. After Kaizen

Lumps of sugar

Rolling bar

 A stationary bar is rolled on the screen. The lumps are crushed between the screen and the bar.

DO IT QUICKLY AND UNIFORMLY

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Case-5 Before Kaizen

The ball of yarn was rolling about freely while grandma was knitting. After Kaizen

A basket was set up so that the ball of yarn stayed inside.

STABILISATION BY STORAGE IN A CONTAINER

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Case-7 Before Kaizen Wooden container contains 40 items

L- shaped pipes were stored inside a container, all piled up and difficult to handle.

After Kaizen

A special rack was devised to store the L-shaped pipes.

SWITCH LENGTHWISE PLACEMENT TO CROSSWISE PLACEMENT 17

Case-8 Before Kaizen

Pipette washing was done by hand under water from the tap. This was very inefficient.

After Kaizen

A container was developed to wash several pipettes at the same time. This meant many pipettes could be washed simultaneously.

PERFORM SIMILAR TASKS TOGETHER

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Case-9 Before Kaizen

Electrical work on steel towers was dangerous whenever workers dropped tools.

After Kaizen

Workers were instructed to wear belts and to place their tools under their belts.

WHEN WORKING IN HIGH PLACES, ALWAYS KEEP YOUR HANDS FREE 19

Case-10 Before Kaizen

Drawer keys

I sometimes left my office desk drawer keys at home and had to return to get them.

After Kaizen

Car key

I put my car key and the desk drawer keys onto the same key ring.

Drawer keys

PREVENT UNWITTING MISTAKES

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Advantages of Kaizen Kaizen, is an employee-friendly technique and has many advantages. (1) Ensures incremental but continuous improvement in quality, productivity, safety, cleanliness and machine utilization. (2) Helps to produce improved and consistent product and service quality. (3) Removes defects and handles the situation from the root cause. (4) Reduces costs and waste, in of scrap reduction, elimination of non-value adding activities, unnecessary work steps, etc. (5) Provides opportunity for innovation. (6) Improves morale of employees and brings commitment to work. (7) Improves team building, better participation and involvement. (8) Reduces waste, rework, rejection and loss of energy, man and machine power. (9) Does not cost any money to the company.

Limitations of Kaizen Some of the limitations are given below: (1) It is not a programmed approach, but is philosophical in nature. (2) It does not encourage radical changes needed to keep pace with competition, e.g. software industry which seeks something new every day. (3) It works well where the average age of employees is low (i.e. they are not rigid and inflexible) and employees are generally educated and receptive. This may not be the case in many situations.. (4) Kaizen is very slow and is suitable for companies with slow and medium growth. It is not suited in places where innovation is required or size and scale of production is increasing and changing very 21 fast.

Kaizen Variables & Organizational Performance The relationship of Kaizen variables & its positive consequences on the organizational performance is presented in Fig. 8 Kaizen Variables Consequences

Fig 8: Kaizen variables & its consequences on organizational performance

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P la n

In itia te C o rre ctive A ctio n

W hat

1 .D e f in e t h e p r o b le m 2 .A s s e s s C u r r e n t S ta tu s

W hy

3 .A n a ly z e r o o t c a u s e

H ow

4 .P la n C o u n t e r M e a s u r e s

Do

5 . I m p le m e n t c o u n t e r m e a s u r e s

C h e ck

6 .V e r if y R e s u lt

No Ok Yes

yes F u r th e r im p r o v e m e n t ? No 7 .S t a n d a r d iz e v ia S D C A End

Fig.9: A Kaizen umbrella.

Fig. 10: Pictorial form of Kaizen process 23

Concepts of Kaizen Following are the key concepts of kaizen. (1) Continuous Improvement Cycle or P-D-C-A Cycle:- It is known as Deming wheel or continuous improvement cycle. (2) Customer Is Important (3) Quality is First (4) Upstream Management (5) Market in Vs Product out Approach (6) Voice by Data (7) Variability Control and Prevention Method of KAIZEN Implementation:The four approaches to implement the Kaizen at the workplace are described below. (1) Continuous Improvement & Learning (2) Individual Kaizens (3) Group Kaizen or Quality Control Circles (4) Workshop Activity

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ACTION PLAN – PDCA CYCLE PLAN

ACT 1. Regular implementation. 2. Follow up 3. Review.

CHECK

1. Trial implementation. 2. Probable resistance 3. Data comparison.

Decide on the Objectives & Targets 1. Understanding the problem. 2. Analysis of the problem. 3. Setting milestone chart. 4. Finding causes & root causes. 5. Distribution of Responsibility.

Carry out education & training

1. Data collection. 2. Data analysis 3. Solution development

DO 25

PDCA Approach

Definition of Problem Dr.Edward Deming

n

Act

a Pl

Follow-up & Reviews

Analysis of Problem

A

Final Implementation

k C

c e h

D

Identification of Causes

Do

C

P

Trial Implementation

Root Cause Analysis Developing Solutions

Foreseen Probable resistance

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PDCA Cycle Plan -

Determine goals & methods of reaching

goal.

Do -

Implement plan & measure its performance.

Check Act -

Assess the measurements.

Take the appropriate action.

PDCA Cycle for Faculty Member. FM -> More closer to students, Daily interaction with students.

PLAN Class Scheduling Syllabus Planning Evaluation Methods Teaching aids Learning Tools Leadball methods Case studies and Projects Expert Lectures International Visits Improvements in Teaching Methods Extra Curricular activities Computer based learning Lab Devices

DO Class room teaching. Practical Guidance. Outside Interaction. Continuous self learning. Conduct of exams, tests. Conduct of practical in labs . Demonstration. Computer Aided Methods.

CHECK

Evaluation (Tests, Quizes, viva-voice, seminars Progress of learning. Review of . Analysis of results. Scope for further exercises.

ACT Redesign the system. Review Syllabus. Modify and Report. Corrective actions on .

PDCA Cycle for Student  Plan - Determine goals & methods of reaching goal.

 Do -

Implement plan & measure its performance.

 Check - Assess the measurements.  Act - Take the appropriate action.

PLAN Organize Time Table. Arrangement of required study materials. Learning methods. Understanding the theories. Laboratory Practicals. Collect extra Informations. Extra curricular activities.

DO Attend Lectures. Gain Knowledge. Prepare notes. Solve Tutorials. Interact with faculty for solving problems. Perform Practical. Prepare for viva. Collect test papers. Give exams, tests, quiz etc Fill feed back forms.

CHECK Progress of Syllabus. Progress of personal Learnings. Evolution of test papers. Analysis of Mistakes. Scope for better scoring.

ACT Correction of mistakes. Learn left part of syllabus. Revise the learned part.

KAIZEN HAVING DIFFERENT TYPES AND ITS SCOPE

Management Oriented KAIZEN

Group Oriented KAIZEN

Individual Oriented KAIZEN

Tools

Seven statistical tools New Seven Tools Provessional skills

Seven statistical Tools New Seven Tools

Common sense Seven Statistical Tools

Involves

Managers & Professionals

QC – Circle (group)

Everybody

Target

Focus on systems and procedures

Within the same workshop

Within one’s own work area

Cycle (Period)

Lasts for the duration of the project

Requires four or five months to complete

Any time.

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KAIZEN Individual Oriental Kaizen (Suggestion System)

Group oriented Kaizen suggestions. 1.QC Circles 2.2. Zero defeat groups

Management oriented Kaizen (Suggestions) from Management .

Innovations

KAIZEN

Creativity

Adaptability

Individualisation Specialist – Oriented Attention to great leaps Technology – Oriented Information: Closed – Prosperity Functional (Specialist) oriented Seek new technology Limit Staff Limited feed back

Team work (System approach) Generalist – Oriented Attention to details Peoples oriented Information: Open – Shared Cross functional oriented Build in existing Technology Cross-functional organization Comprehensive feed back

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Key Concepts of Kaizen (a)Continuous improvement or PDCA Cycle

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P stands for plan ( select a project, collect the data and find likely causes using Pareto principle or scatter diagram and try solution).

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D stands for Do (Implement the Solution).

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C stands for check ( Monitor result using histograms or control charts).

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A stands for Act ( Standardize or new process).

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(b) Customer Is Important: Firm can identify key excellence indicators for customer satisfaction to collect data regarding customer satisfaction.

(c) Quality is First: Focus on improvement in quality improves cost and delivery reduces costs of poor quality.

(d) Upstream Management: If the problem can be traced at the design stage or pilot test and is rectified, then it reduces time, time to market, implementation time, helps reduce late design changes and wastages of money.

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(e) Market in Vs Product out Approach:Instead of pushing products into the market (push method of manufacturing) & hope that customers will buy them, find out what potential customers need & develop products that meet or exceed their needs & expectations. (f) Voice by Data:The quality tools such as control charts, histograms, Pareto diagrams, run charts etc. will provide realistic background for collecting the data thus helps in analyzing the problems with facts.

(g) Variability Control and Prevention:Ask ‘Why?’ five times to identify the reason for occurrence & root cause of a problem and to avoid just treating the effect of the problem. 39

Methods of Kaizen Implementation

(a) Continuous Improvement & Learning



Learning, creativity and innovation are essential components of continuous improvement process.

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TQM can act as a vehicle for transformation and provide opportunities and processes for change.

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(b)Individual Kaizens 

A morale booster.



‘Thinking workers’

Examples are: Improvements in  one’s own work  working environment  machines and processes  jigs and tools  office work  product quality  savings in energy, material and other resources  ideas for new products  customer services and customer relations, etc. 41

(C) Group Kaizen or Quality Control Circles The kaizen team uses a ten step procedure based on never ending PDCA cycle. Small Group Activities

      

Quality Control Circles Zero Defects movements Suggestion groups Mini think-tanks Safety groups Productivity committees MBO groups etc. A PDCA CYCLE

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(d)Workshop Activity The committee records, categorizes & analyses the losses related to various categories as represented in Table. Production or Productivity

Zero Defects Programme.

§Increase through §Improvement in labor productivity. §Improvement in energy productivity. §Improvement in material productivity. §Improvement in OEE. §Improvement in attaining effective man-hours. §By analyzing §Customer complaints. §In house rejections §In house scrap, rework, repair etc.

Cost Reduction

§Through §Reducing cycle time. §Reducing labor cost. §Reducing cost on maintenance. §Reducing energy consumption. §Increase in OEE.

Delivery Dates

§Maintain delivery dates. §Increase OEE. §Reduce bottlenecks. §Reduce reworking/ reprocessing etc. §Reduce frequent design changes

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Safety

§To achieve zero accidents. §To implement safety rules. §To identify safe actions. §To take corrective actions to avoid future accidents.

Morale Building

§To build morale of employees & bring commitment to work. §To improve team building, involvement and participation in circle activities. §To provide encouragement to generate Kaizens. §To give recognition & rewards for individual Kaizens, suggestions & improvements carried out.

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KAIZEN GEMBA ‘Gemba’ means workplace and ‘kaizen’ means improvement. Common subjects of Kaizen Gemba: The specific focus areas for the Kaizen Gemba are as follows: (1) Improvement in methods (2) Improvement in work content (3) Improvement in workmanship (4) Improvement in quality (5) Reduction in wastages (6) Reduction in defectives (7) Reduction in rework (8) Reduction in errors / mistakes (9) Saving in power/energy (10)Saving in fuel (11)Saving in space (12)Saving in lime (13)Use of improved tools (14)Economy of efforts (15)Machine maintenance (16)Inventory control (17)Housekeeping Applicability / Adaptability In this approach, people are conditioned to become Kaizen conscious, i.e. quality and productivity are built into the people. They become improvement conscious, for both functional and cross-functional problems. They make use of commonsense, creativity and problem solving tools to deal with problems. 45

The five –Steps Kaizen Movement 1. Seiri ( Straighten up ) •Work- in -progress •Unnecessary tools •Unused machinery •Defective products. •Papers and documents. Differeentiate between the necessay and the unnecessary and discard unnecessary 2. Seition (put things in order) Things must be kept in order so that they are ready for use when needed 3.

Seiso (clean up)

Keep the work place clean (personal cleanliness) 4. Seiketsu Make it a habit to be clean and tidy starting with yourself. 5. Shitsuke (discipline)

Follow procedures in the work

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KAIZEN Individual Oriented Kaizen (Suggestion system)

Group oriented Kaizen (Suggestion) 1) QC Circles 2) Zero defect groups

Management Oriented Kaizen (Suggestion) From management

Japanese KAIZEN activities, individual or group, veer round the following thems: •Work improvement •Working Environment Improvement •Process Improvement •Machine capability improvement (Minimum down time) •Improvement in production aids (Jigs, fixtures, tools etc.) •Improvements in service areas – office work •Quality improvement •Improvement in customer service and customer relations

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3Mu’s and its Elements Muda (Waste)

1. 2. 3. 4. 5. 6. 7. 8.

Manpower Technique Method Time Facilities Jigs and Tools Materials Production Volume 9. Inventory 10. Place 11. Way of Thinking

Muri (Strain)

Mura (Discrepancy)

1. 2. 3. 4. 5. 6. 7. 8.

1. 2. 3. 4. 5. 6. 7. 8.

Manpower Technique Method Time Facilities Jigs and Tools Materials Production Volume 9. Inventory 10. Place 11. Way of Thinking

Manpower Technique Method Time Facilities Jigs and Tools Materials Production Volume 9. Inventory 10. Place 11. Way of Thinking

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Who

What 1.What

1.Who

does it ? 2.Who is doing it ? 3.Who should be doing it ? 4.Who else can do it ? 5.Who else should do it ? 6.Who is doing 3Mus ?

do do ? 2.What is being done ? 3.What should be done ? 4.What else can be done ? 5.What else should be done ? 6.What 3-Mus are being done

Where 1.Where

to do it ? 2.Where is it done ? 3.Where should it be done ? 4.Where else can it be done ? 5.Where else should it be done ? 6.Where are 3-Mus being done ?

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When 1.When

to do it ? 2.When is it done ? 3.When should it be done ? 4.What other time can it be done ? 5.What other time should it be done ? 6.Are there any time 3Mus ?

Why 1.Why

done he do it ? 2.Why do it ? 3.Why do it there ? 4.Why do it then ? 5.Why do it that way ? 6.Are there any 3-Mus in the way of thinking ?

How 1.How

to do it ? 2.How is it done ? 3.How should it be done ? 4.Can this method be used in other areas ? 5.Is there any other way to do it ? 6.Are there any 3-MUs in the method ?

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The 4 M A) Man (Operator) •Does he follow standards ? •Is his work efficiency acceptable ? •Is he problem-conscious ? •Is he responsible ? (Is he able ?) •Is he qualified ? •Is he experienced ? •Is he assigned to the right job ? •Is he willing to improve ? •Does he maintain good human relations ? •Is he healthy ?

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B)

Machine (Facilities)

•Does it meet production requirements ? •Does it meet process capabilities ? •Is the oiling (Greasing) adequate ? •Is the inspection adequate ? •Is operation stopped often because of mechanical trouble ? •Does it meet precision requirements ? •Does it make any unusual noises ? •Is the layout adequate ? •Are there enough machines/facilities ? •Is everything in good working order ?

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C)

Material

•Are there any mistakes in volume ? •Are there any mistakes in grade ? •Are there any mistakes in the brand name ? •Are there impurities mixed in ? •Is the inventory level adequate ? •Is there any waste in material ? •Is the handling adequate ? •Is the work-in-process abandoned ? •Is the layout adequate ? •Is the quality standard adequate ? 53

D)

Operation Method

•Are the work standards adequate ? •Is the work standard upgraded ? •Is it a safe method ? •Is it a method that ensures a good product ? •Is it an efficient method ? •Is the sequence of work adequate ? •Is the setup adequate ? •Is the setup adequate ? •Are the temperature and humidity adequate ? •Are the lighting and ventilation adequate ? •Is there adequate with the previous and next processes ? 54

Kaizen Techniques (a) P-D-C-A Cycle (b) Japanese 5-S Principle / 5-S of House keeping These are a series of steps taken by individual & teams for ensuring  proper organization  neatness  cleanliness  standardization  discipline

   

In company’s housekeeping and workplace management practices to arrange work areas in the best manner to optimize performance, comfort, safety and cleanliness. 55

(C)Five Why’s or Why Why Technique:Example: - A company receives a complaint from his customer that the goods are not received by them. Why Why technique is used as follows:(i) Why were the goods not dispatched by time? The goods were not packed in time. (ii) Why were the goods not packed in time? The production was not completed in time (iii)Why was the production not completed in time? Some modifications were made in the product features. (iv)Why were the modifications made? 56

(d)Value Stream Mapping The unique mapping concept helps to  visualize the station cycle times  inventory at each stage (WIP)  manpower  information flow across the supply chain,etc. Value adding activities: The work or activity for which the customer is willing to pay. Necessary NVA activities: istrative overheads like reporting, checking, supervising, controlling, reviewing & co-ordinating. NVA activates or Waste: Work, which neither adds nor enables value, either to the customer or to the organization.

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(e)Total Productive Maintenance (TPM) 



 

TPM is an approach for optimizing the productivity of manufacturing equipments through systematic equipments maintenance involving employees of all levels to prevent all losses & achieve    

zero defects, zero breakdowns, zero accidents and zero pollution in the entire production system life cycle.

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(f) Seven Old & New Tools of Quality These tools are quite helpful in collection, analysis, interpretation & presentation of data. Seven Old Tools of Quality:       

Check sheet Histogram, Scatter diagram, Flowchart Pareto diagram, Control chart Cause & effect diagram.

Affinity dia.  Tree dia. Tools of Quality:Seven New  Interrelationship dia.  Activity network dia.  Matrix dia.  Prioritization matrices,  PDPC etc. 

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(g) Poka -Yoke (Mistake / Error Proofing)







“poka” meaning “inadvertent errors” yoke means “to avoid” together they mean as “Error/Mistake proofing” or fool proofing work process system to eliminate inadvertent errors.

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Poka- Yoke works on following pillars 

Use source inspection



Minimize the time to carry out corrective action when abnormalities appear.



Employ mistakes proofing devices ( called Poka Yoke) viz. sensors, transducers, limit switches ,metal detectors etc.



Respect workers . They are human beings & not the programmable machines. The other techniques of Kaizen are JIT, POM, SMED, SPC, suggestion schemes, visual management, work standards etc. 61

Poka- Yoke works on following pillars 

Use source inspection



Minimize the time to carry out corrective action when abnormalities appear.



Employ mistakes proofing devices ( called Poka Yoke) viz. sensors, transducers, limit switches ,metal detectors etc.



Respect workers . They are human beings & not the programmable machines.



The other techniques of Kaizen are JIT, POM, SMED, SPC, suggestion schemes, visual management, work standards etc.

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Benefits of Kaizen  

  

 



Ensures incremental but continuous improvement in quality, productivity, safety, cleanliness & resources utilization. Reduces wastes, NVAs, reworks, rejections & loss of energy, man & machine power. Helps to produce improved & consistent product & service quality. Generates process oriented thinking. Attacks boredom & monotony of repetitive work. Improve employees’ morale & brings commitment to work. Brings about alignment between objectives of organizations & those of its employees. Employees are expected to implement improvements at their own work place; hence it leads to empowerment of employees etc. 63

References 

Bhat k. Shridhara, “ Total Quality Management- Text & Cases”, Himalaya Pub., Mumbai, 2002, 1e.



Jhamb L.C “Production (Operations) Management”, Everest Pub. , Pune, 2002, 7e



Prof. Ramakrishnan R. “Total Quality Management”, Eswar Press, Chennai, 2005.



Dr. Seth Dinesh & Dr. Rastogi Subhash, “Global Management Solutions Demystified”, Thomson Learning, Singapore, 2004.



Janakiraman B.& Gopal R.K, “Total Quality Management- Text and Cases”, PHI, New Delhi, 2006, 1e.

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