A PROJECT REPORT

ON
“KAIZEN Theory”

SUBMITTED TOWARDS PARTIAL FULFILLMENT

OF
POST GRADUATE DIPLOMA IN MARKETING MANAGEMENT
(APPROVED BY AICTE, GOVT. OF India)
ACADEMIC SESSION
2009-2011

SUBMITTED TO: SUBMITTED BY

Dr. S.K.Dube Mayankdhar Diwedi (BM09272).

Area Chairperson. Sahar Alam Barbhuiya (BM

09281)
Operations.
Shubham sharma (BM 09298)

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 DECLARATION

This is to certify that we, the student of PGDM-MM(2nd year) have personally worked on the topic
“KAIZEN Theory” under the able guidance of Dr.S.K.Dube -Area Chairperson(Operations) of IMS,
Lal Quan Ghaziabad U.P.
The data's mentioned throughout the project are authentic and reliable. I have worked to the best of
my efforts and capability.

Mayankdhar Diwedi (BM 09272).

Date: 27th December 2010
Place: Ghaziabad Sahar Alam Barbhuiya (BM
09281).

Shubham Sharma (BM 09298).

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 ACKNOWLEDGEMENT

we alone can never be credited for performing any extraordinary work successfully. It is only
possible with the continuous and constant help and guidance that they receive from others .
With due respect and regards we wish to express our deep sense of gratitude, indebtedness and
sincere phrases of thanks to Dr.S.K.Dube , for his invaluable mentoring and exuberant guidance.
We are highly obliged by the constant support that we have got from my faculty in the project.
Starting from the initial stages to the end stages we have received continuous feedback with regard
to the progress of the project.
Finally we would say that the project has helped discover ourself. we could decipher that we had
talents unknown to myself.
Thank you, once again.

Mayankdhar Diwedi (BM 09272).

Sahar Alam Barbhuiya (BM 09281).

Shubham Sharma (BM 09298).

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 To whom so ever it may concern

This is to certify that these all above mentioned students of PGDM-MM(full time) 2009-11 batch,
IMS Ghaziabad, has executed their project under my supervision and guidance. During the project
execution they were found to be very sincere attentive to small details, which were discussed with
them.
I wish them good luck and success in their future studies.

Dr.S.K.Dube
Area Chairperson
Operations.
IMS Ghaziabad

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 INDEX

SL.NO Topic Page No.

1 Introduction of Quality and TQM. 1
2 History of Quality management. 9
3 Evolution of TQM Philosophies. 10
4 Process Management 13
5 KAIZEN – Introduction. 16
6 KAIZEN procedure 18
7 KAIZEN Implementation 19
8 Benefits resulting from KAIZEN 23
9 Process improvement tools 23
10 KAIZEN teams 28

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Introduction

What is quality?
Dictionary has many definitions: Essential characteristic,´Superior,´ etc.
Some definitions that have gained wide acceptance in various organizations: “Quality is
customer satisfaction,´ Quality is Fitness for Use.´ The American National Standards
Institute (ANSI) and the American Society for Quality (ASQ) define quality as: The totality
of features and characteristics of a product or service that bears on its ability to satisfy
given needs.”

What is TQM?
A comprehensive, organization-wide effort to improve the quality of products and services,
applicable to all organizations.

What is a customer?
Anyone who is impacted by the product or process delivered by an organization.

• External customer: The end user as well as intermediate processors. Other external
customers may not be purchasers but may have some connection with the product.
• Internal customer: Other divisions of the company that receive the processed product.

What is a product?
The output of the process carried out by the organization. It may be goods (e.g. automobiles,
missile), software (e.g. a computer code, a report) or service (e.g. banking, insurance).

How is customer satisfaction achieved?

Two dimensions: Product features and Freedom from deficiencies. Product features refers to
quality of design.
Examples in manufacturing industry: Performance, Reliability, Durability, Ease of use,
Esthetics etc.
Examples in service industry: Accuracy, Timeliness, Friendliness and courtesy, Knowledge
of server etc. Freedom from deficiencies refers to quality of conformance. Higher
conformance means fewer complaints and increased customer satisfaction.

Why Quality?
Reasons for quality becoming a cardinal priority for most organizations:
• Competition:-Today market demand high quality products at low cost. Having `high
quality reputation is not enough! Internal cost of maintaining the reputation should be
less.
• Changing customer:-The new customer is not only commanding priority based on
volume but is more demanding about the ³quality system.´
• Changing product mix:-The shift from low volume, high price to high volume, low
price have resulted in a need to reduce the internal cost of poor quality.
• Product complexity:-As systems have become more complex, the reliability
requirements for suppliers of components have become more stringent.
• Higher levels of customer satisfaction:-Higher customers expectations are getting
spawned by increasing competition.

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Relatively simpler approaches to quality viz. product inspection for quality control and
incorporation of internal cost of poor quality into the selling price, might not work for today
complex market environment.
Quality perspectives
Everyone defines Quality based on their own perspective of it. Typical responses about the
definition of quality would include:
1. Perfection
2. Consistency
3. Eliminating waste
4. Speed of delivery
5. Compliance with policies and procedures
6. Doing it right the first time
7. Delighting or pleasing customers .
8.Total customer satisfaction and service

Judgmental perspective
• goodness of a product.´
• Shewhart transcendental definition of quality :-absolute and universally recognizable,
a mark of uncompromising standards and high achievement.´
• Examples of products attributing to this image: Rolex watches, Lexus cars.
Product-based perspective
• function of a specific, measurable variable and that differences in quality reflect
differences in quantity of some product attributes.´
• Example: Quality and price perceived relationship.
User-based perspective
• fitness for intended use.´
• Individuals have different needs and wants, and hence different quality standards.
• Example :- Nissan offering µdud models in US markets under the brand name Datson
which the US customer didn't prefer.
Value-based perspective
• quality product is the one that is as useful as competing products and is sold at a lesser
price.´
• US auto market Incentives offered by the Big Three are perceived to be compensation
for lower quality.
Manufacturing-based perspective
• the desirable outcome of a engineering and manufacturing practice, or conformance to
specification.´
• Engineering specifications are the key!
• Example: Coca-cola quality is about manufacturing a product that people can depend
on every time they reach for it.´

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Quality levels
At organizational level, we need to ask following questions:
• Which products and services meet your expectations?
• Which products and services you need that you are not currently receiving?
At process level, we need to ask:
• What products and services are most important to the external customer?
• What processes produce those products and services?
• What are the key inputs to those processes?
• Which processes have most significant effects on the organization's performance
standards?
At the individual job level, we should ask:
• What is required by the customer?
• How can the requirements be measured?
• What is the specific standard for each measure?

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History of quality management
.........To know the future, know the past!

• Before Industrial Revolution, skilled craftsmen served both as manufacturers and

inspectors, building quality into their products through their considerable pride in
their workmanship.
• Industrial Revolution changed this basic concept to interchangeable parts. Likes of
Thomas Jefferson and F. W. Taylor (³scientific management´ fame) emphasized on
production efficiency and decomposed jobs into smaller work tasks. Holistic nature
of manufacturing rejected!
• Statistical approaches to quality control started at Western Electric with the
separation of inspection division. Pioneers like Walter Shewhart, George Edwards,
W. Edwards Deming and Joseph M. Juran were all employees of Western Electric.
• After World War II, under General MacArthur's Japan rebuilding plan, Deming and
Juran went to Japan.
• Deming and Juran introduced statistical quality control theory to Japanese industry
• The difference between approaches to quality in USA and Japan: Deming and Juran
were able to convince the top managers the importance of quality.
• Next 20 odd years, when top managers in USA focused on marketing, production
quantity and financial performance, Japanese managers improved quality at an
unprecedented rate.
• Market started preferring Japanese products and American companies suffered
immensely.
• America woke up to the quality revolution in early 1980s. Ford Motor Company
consulted Dr. Deming to help transform its operations.
(By then, 80-year-old Deming was virtually unknown in USA. Whereas Japanese
government had instituted The Deming Prize for Quality in 1950.)
• Managers started to realize that quality of management´ is more important than
management of quality.´ Birth of the term Total Quality Management (TQM).
• TQM - Integration of quality principles into organization's management systems.
• Early 1990s: Quality management principles started finding their way in service
industry. FedEx, The Ritz-Carton Hotel Company were the quality leaders.
• TQM recognized worldwide: Countries like Korea, India, Spain and Brazil are
mounting efforts to increase quality awareness.

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Evolution of TQM philosophies

(a) The Deming Philosophy:-

Definition of quality, “A product or a service possesses quality if it helps somebody and
enjoys a good and sustainable market.”

14 points for management:

1. Create and publish to all employees a statement of the aims and purposes of the company.
The management must demonstrate their commitment to this statement.
2. Learn the new philosophy.
3. Understand the purpose of inspection :- to reduce the cost and improve the processes.
4. End the practice of awarding business on the basis of price tag alone.
5. Improve constantly and forever the system of production and service.
6. Institute training
7. Teach and institute leadership.
8. Drive out fear. Create an environment of innovation.
9. Optimize the team efforts towards the aims and purposes of the company.
10. Eliminate exhortations for the workforce.
11. Eliminate numerical quotas for production.
12. Remove the barriers that rob pride of workmanship.
13. Encourage learning and self-improvement.
14. Take action to accomplish the transformation.

• “A System of Profound Knowledge”

1. Appreciation for a system-A system is a set of functions or activities within an
organization that work together to achieve organizational goals. Managements job is to
optimize the system. (not parts of system, but the whole!). System requires co-operation.
2. Psychology :- The designers and implementers of decisions are people. Hence
understanding their psychology is important.
3. Understanding process variation :- A production process contains many sources of
variation. Reduction in variation improves quality. Two types of variations-common causes
and special causes. Focus on the special causes. Common causes can be reduced only by
change of technology.

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 4. Theory of knowledge :- Management decisions should be driven by facts, data and
justifiable theories. Don't follow the managements fads!

(b) The Juran philosophy :-

• Pursue quality on two levels:

• The mission of the firm as a whole is to achieve high product quality.
• The mission of each individual department is to achieve high production quality.
• Quality should be talked about in a language senior management understands: money
(cost of poor quality).
• At operational level, focus should be on conformance to specifications through
elimination of defects-use of statistical methods.

Quality Trilogy:-
1. Quality planning: Process of preparing to meet quality goals. Involves understanding
customer needs and developing product features.
2. Quality control: Process of meeting quality goals during operations. Control parameters.
Measuring the deviation and taking action.
3. Quality improvement: Process for breaking through to unprecedented levels of
performance. Identify areas of improvement and get the right people to bring about the
change.

(c) The Crosby philosophy :-

Absolute's of Management
• Quality means conformance to requirementsnot elegance.
• There is no such thing as quality problem.
• There is no such thing as economics of quality: it is always cheaper to do the job right
the first time.
• The only performance measurement is the cost of quality: the cost of nonconformance.

Basic Elements of Improvement

• Determination(commitment by the top management)
• Education(of the employees towards Zero Defects (ZD))
• Implementation(of the organizational processes towards ZD)

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 TQM for Middle Management

Process Management
Statistical Process Control (SPC)

Process management

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 • Planning and administrating the activities necessary to achieve high quality in
business processes; and also identifying opportunities for improving qualityand
operational performance -ultimately, customer satisfaction.
• Process simplification reduces opportunities for errors and rework.
• Processes are of two types :- value-added processes and support processes.
• Value-added processes :-those essential for running the business and achieving and
maintaining competitive advantage. (Design process, Production/Delivery process)
• Support processes :-Those that are important to an organization's value-creation
processes, employees and daily operations.
• Value creation processes are driven by external customer needs while support
processes are driven by internal needs.
• To apply the techniques of process management, a process must be repeatable and
measurable.
• Process owners are responsible for process performance and should have authority to
manage the process. Owners could range from high-level executive to workers who
run a cell.
• Assigning owners ensures accountability.

Process control
• Control is the activity of ensuring the conformance to the requirements and taking

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 corrective action when necessary.
• Two reasons for controlling the process
1. Process control methods are the basis of effective daily management of
processes.
2. Long-term improvements can not be made to a process unless the process is
first brought under control.
• Short-term corrective action should be taken by the process owners. Long-term
remedial action should be the responsibility of the management.

Effective quality control systems include:-

1. Documented procedures for all key processes
2. A clear understanding of the appropriate equipment and working environment
3. Methods of monitoring and controlling critical quality characteristics
4. Approval processes for equipment
5. Criteria for workmanship: written standards, samples etc.
6.Maintenance activities

Process improvement
• Customer loyalty is driven by delivered value.
• Delivered value is created by business processes.
• Sustained success in competitive markets require a business to continuously improve
delivered value.
• To continuously improve value creation ability, a business must continuously improve
its value creation processes.
• Continuous process improvement is an old management
• concept dating back to 1895. However, those approaches were mainly productivity
related.
• More recently (1951) Toyota implemented Just-In-Time which relies on zero defects
and hence continuous improvement!

Process improvement: Kaizen

• Japanese for gradual and orderly continuous improvement over a long period of time

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 with minimum financial investment, and with participation by everyone in the
organization.
• Improvement in all areas of business serves to enhance quality of the firm.
• Three things required for successful kaizen program: operating practices, total
involvement, and training.
• Operating practices expose opportunities for improvement. JIT reveals waste and
inefficiency as well as poor quality.
• Every employee strives for improvement. Top management views improvement as part
of strategy and supports it. Middle management can implement top managements
improvement goals by establishing, maintaining, and upgrading operating standards.
Workers can engage through suggestions, small group activity.
�

• Middle management can help create conducive environment for improvement by

improving cooperation amongst departments, and by making employees conscious of
their responsibilities for improvement.
• Supervisors can direct their attention more on improvement than supervision, which
will facilitate communication.

KAIZEN

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Introduction:
KAIZEN - WHAT IT MEANS?

KAIZEN is a Japanese word meaning gradual and orderly, continuous improvement. The KAIZEN
business strategy involves everyone in an organization working together to make improvements
'without large capital investments'.

KAIZEN is a culture of sustained continuous improvement focusing on eliminating waste in all

systems and processes of an organization. The KAIZEN strategy begins and ends with people. With
KAIZEN, an involved leadership guides people to continuously improve their ability to meet
expectations of high quality, low cost, and on-time delivery. KAIZEN transforms companies into
'Superior Global Competitors'.

Two Elements of KAIZEN

There are two elements that construct KAIZEN, improvement/change for the better and
ongoing/continuity. Lacking one of those elements would not be considered KAIZEN. For instance,
the expression of "business as usual" contains the element of continuity without improvement. On
the other hand, the expression of "breakthrough" contains the element of change or improvement
without continuity. KAIZEN should contain both elements.

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FEATURES OF KAIZEN:

• Improvements are based on many, small changes rather than the radical changes that might
arise from Research and Development
• As the ideas come from the workers themselves, they are less likely to be radically different,
and therefore easier to implement
• Small improvements are less likely to require major capital investment than major process
changes
• The ideas come from the talents of the existing workforce, as opposed to using R&D,
consultants or equipment – any of which could be very expensive
• All employees should continually be seeking ways to improve their own performance
• It helps encourage workers to take ownership for their work, and can help reinforce team
working, thereby improving worker motivation

Definition:

A system of continuous improvement in quality, technology, processes, company culture,

productivity, safety and leadership.

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KAIZEN PROCEDURE

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KAIZEN AND MANAGEMENT
Management has two major components:
• maintenance, and
• improvement.
The objective of the maintenance function is to maintain current technological, managerial, and
operating standards. The improvement function is aimed at improving current standards.
Under the maintenance function, the management must first establish policies, rules, directives
and standard operating procedures (SOPs) and then work towards ensuring that everybody follows
SOP. The latter is achieved through a combination of discipline and human resource development
measures.
Under the improvement function, management works continuously towards revising the current
standards, once they have been mastered, and establishing higher ones. Improvement can be
broken down between innovation and Kaizen. Innovation involves a drastic improvement in the
existing process and requires large investments. Kaizen signifies small improvements as a result of
coordinated continuous efforts by all employees.

IMPLEMENTATION OF KAIZEN STRATEGY :- 7 CONDITIONS

One of the most difficult aspects of introducing and implementing Kaizen strategy is assuring its
continuity.
When a company introduces something new, such as quality circles, or total quality management
(TQM), it experiences some initial success, but soon such success disappear like fireworks on
summer night and after a while nothing is left, and management keeps looking for a new flavor of
the month.
This if because the company lacks the first three most important conditions for the successful
introduction and implementation of Kaizen strategy

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Kaizen: Implementation
The Deming cycle: Originally developed by Walter Shewart, but renamed in 1950s because
Deming promoted it extensively.

• Plan -Study the current system; identifying problems; testing theories of causes; and
developing solutions.
• Do - Plan is implemented on a trial basis. Data collected and documented.
• Study - Determine whether the trial plan is working correctly by evaluating the results.
• Act - Improvements are standardized and final plan is implemented.
• Variation of PDSA cycle: FADE :- Focus, Analyze, Develop, Execute cycle!

Juran's breakthrough sequence:

1. Proof of the need
2. Project identification
3. Organization for breakthrough - two paths identified: symptom to cause(diagnostic) and
cause to remedy (remedial) paths.
4. Diagnostic journey
5. Remedial journey
6. Holding the gains.

PROCESS-ORIENTED THINKING VS. RESULT-ORIENTED THINKING

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Kaizen concentrates at improving the process rather than at achieving certain results. Such
managerial attitudes and process thinking make a major difference in how an organization masters
change and achieves improvements.

QUICK AND EASY KAIZEN

Quick and Easy Kaizen (or Mini-Kaizen) is aimed at increasing productivity, quality, and worker
satisfaction, all from a very grassroots level. Every company employee is encouraged to come up
with ideas – however small – that could improve his/her particular job activity, job environment or
any company process for that matter. The employees are also encouraged to implement their ideas
as small changes can be done by the worker him or herself with very little investment of time.
Quick and easy Kaizen helps eliminate or reduce wastes, promotes personal growth of employees
and the company, provides guidance for employees, and serves as a barometer of leadership. Each
kaizen may be small, but the cumulative effect is tremendous.

The quick and easy kaizen process works as follows:

• The employee identifies a problem, waste, or an opportunity for improvement and writes it
down.
• The employee develops an improvement idea and discusses it with his or her supervisor.
• The supervisor reviews the idea within 24 hours and encourages immediate action.
• The employee implements the idea. If a larger improvement idea is approved, the employee
should take leadership to implement the idea.
• The idea is written up on a simple form in less than three minutes.
• Supervisor posts the form to share with and stimulate others and recognizes the
accomplishment.
Three Key Characteristics
• Permanent method changes. Change the method. Once the change is made, you can’t go
back to the old way of doing things.
• Continuous flow of small ideas. The smaller ideas, the better. Kaizen is small ideas.
Innovation takes time and is costly to implement, but kaizen is just day-to-day small improvements
that when added together represent both enormous savings for the company and enormous self-
esteem for the worker.
• Immediate local implementation. Be realistic. Kaizen is done within realist or practical
constraints.

Example :Toyato production system.

7 Principles of Toyota Production System (TPS):-

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• Reduced Setup Times:
All setup practices are wasteful because they add no value and they tie up labor and
equipment. By organizing procedures, using carts, and training workers to do their own
setups, Toyota managed to slash setup times from months to hours and sometimes even
minutes.
• Small-Lot Production: Producing things in large batches results in huge setup costs,
high capital cost of high-speed dedicated machinery, larger inventories, extended lead
times, and larger defect costs. Because Toyota has found the way to make setups short
and inexpensive, it became possible for them to economically produce a variety of things
in small quantities.
• Employee Involvement and Empowerment:
Toyota organized their workers by forming teams and gave them the responsibility and
training to do many specialized tasks. Teams are also given responsibility for
housekeeping and minor equipment repair. Each team has a leader who also works as
one of them on the line.
• Quality at the Source: To eliminate product defects, they must be discovered and
corrected as soon as possible. Since workers are at the best position to discover a defect
and to immediately fix it, they are assigned this responsibility. If a defect cannot be readily
fixed, any worker can halt the entire line by pulling a cord (called Jidoka).
• Equipment Maintenance: Toyota operators are assigned primary responsibility for
basic maintenance since they are in the best position to defect signs of malfunctions.
Maintenance specialists diagnose and fix only complex problems, improve the
performance of equipment, and train workers in maintenance.
• Pull Production:
To reduce inventory holding costs and lead times, Toyota developed the pull production
method wherein the quantity of work performed at each stage of the process is dictated
solely by demand for materials from the immediate next stage. The Kamban scheme
coordinates the flow of small containers of materials between stages. This is where the
term Just In Time(JIT) originated.
• Supplier Involvement: Toyota treats its suppliers as partners, as integral elements of
Toyota Production System (TPS). Suppliers are trained in ways to reduce setup times,
inventories, defects, machine breakdowns etc., and take responsibility to deliver their best
possible parts.

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THE BENEFITS RESULTING FROM KAIZEN

• Kaizen involves every employee in making change--in most cases small, incremental
changes. It focuses on identifying problems at their source, solving them at their source, and
changing standards to ensure the problem stays solved. It's not unusual for Kaizen to result
in 25 to 30 suggestions per employee, per year, and to have over 90% of those
implemented.For example, Toyota is well-known as one of the leaders in using Kaizen. In
1999 at one U.S. plant, 7,000 Toyota employees submitted over 75,000 suggestions, of
which 99% were implemented.

• These continual small improvements add up to major benefits. They result in improved
productivity, improved quality, better safety, faster delivery, lower costs, and greater
customer satisfaction. On top of these benefits to the company, employees working in
Kaizen-based companies generally find work to be easier and more enjoyable--resulting in
higher employee moral and job satisfaction, and lower turn-over.With every employee
looking for ways to make improvements, you can expect results such as:

Kaizen Reduces Waste in areas such as inventory, waiting times, transportation, worker motion,
employee skills, over production, excess quality and in processes.

Kaizen Improves space utilization, product quality, use of capital, communications, production
capacity and employee retention.

Kaizen Provides immediate results. Instead of focusing on large, capital intensive improvements,
Kaizen focuses on creative investments that continually solve large numbers of small problems.
Large, capital projects and major changes will still be needed, and Kaizen will also improve the
capital projects process, but the real power of Kaizen is in the on-going process of continually
making small improvements that improve processes and reduce waste.

Process improvement tools:-

Seven QC Tools:
1. Flow charts
2. Check sheets
3. Histograms
4. Pareto diagrams
5. Cause-and-effect diagrams
6. Scatter diagrams
7. Control charts.

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Details:-

Flow charts
• Process map identifies the sequence of activitiesor the flow in a process.
• Objectively provides a picture of the stepsneeded to accomplish a task.
• Helps all employees understand how they fit into the process and who are their
suppliers and customers.
• Can also pinpoint places where quality-related measurements should be taken.
• Also called process mapping and analysis.
• Very successfully implemented in various organizations. e.g. Motorola reduced
manufacturing time for pagers using flow charts.

Check sheets
• Special types of data collection forms in which the results may be interpreted on the
form directly without additional processing.
• Data sheets use simple columnar or tabular forms to record data. However, to generate
useful information from raw data, further processing generally is necessary.
• Additionally, including information such as specification limits makes the number of
nonconforming items easily observable and provides an immediate indication of the
quality of the process.

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Pareto diagrams
• Based on the 85-15 Pareto distribution.
• Helpful in identifying the quality focus areas.
• Popularized by Juran.
• It is a histogram of the data from the largest frequency to the smallest.

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Cause-effect diagrams
• Also called fishbone diagrams(because of their shape) or Ishikawa diagrams.
• Helps in identifying root causes of the quality failure. (Helps in the diagnostic
journey.)

Scatter diagrams

• Graphical components of the regression analysis.

• Often used to point out relationship between variables. Statistical correlation analysis
used to interpret scatter diagrams.

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Run charts and Control charts
• Run chart: Measurement against progression of time.
• Control chart: Add Upper Control Limit and Lower Control Limit to the run chart.

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TQM for the Workforce
Kaizen teams
Quality Circles

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Quality circles
• Teams of workers and supervisorsthat meet regularly to address work-related problems
involving quality and productivity.
• Developed by Kaoru Ishikawaat University of Tokyo.
• Became immediately popular in Japan as well as USA.
• Lockheed Missiles and Space Divisionwas the leader in implementing Quality circles
in USA in 1973 (after their visit to Japan to study the same).
• Typically small day-to-day problemsare given to quality circles. Since workers are
most familiar with the routine tasks, they are asked to identify, analyze and solve
quality problems in the routine processes.

Additional process improvement tools:-

1). Kaizen blitz

• An intense and rapid improvement process in which a team or a department throws all
its resources into an improvement project over a short period of time.
• Short time ³burst´ rather than long range simmer-hence the name.
• Blitz teams usually comprise of employees from all areas involved in the process who
understandit and can implement the changes on the spot.

2). Poka-Yoke (Mistake proofing)

• Approach for mistake-proofing processes using automatic devises or methods to avoid
simple human error.
• Developed and refined in the 1960s by the late Shigeo Shingo, a Japanese
manufacturing engineer who developed the Toyota production system.
• Focused on two aspects:
◦ Prediction - Recognizing that a defect is about to occur and provide a warning.
◦ Detection - Recognizing that a defect has occurred and stop the process.