4 Kaizen Text - New Version

KAIZEN Management
KAIZEN Management
Graduate School of Commerce

Waseda Business School
Professor
Dr. Seiichi FUJITA
fujitas@waseda.jp
http://www.wiaps.waseda.ac.jp/user/fujita/
Copyright S. Fujita 1
KAIZEN Management
KM 1 KM 2
KAI-ZEN
KAIZEN Management
Characteristics of
Japanese Production
Systems
Continuous improvement
KM 3 KM 4
What is Industry ? What are evaluation

criteria for the output ?
Input Output
Industry
Q, C, D
Input Output
Man-power Products Industry
Machines Services
Materials Q: Quality
Methods C: Cost KAIZEN
(4M’s) D: Delivery action
4 5
KM 5 KM 6
KAIZEN is a feedback. KAIZEN is a Japanese word.
Input Output
Industry
KAIZEN
action
KAIZEN is a corrective action.

2 Contents
KAIZEN Management
KM 7 KM 8
Definitions of KAIZEN
1. A selection of better means
Definition of KAIZEN or a change of current method
for achieving an objective.
2. An accumulation of small changes

The Japan HR Association
KM 9
Orange Packing (1) KM 10
The way of packing oranges

It is difficult to open a net and put
in Japan oranges in the net at the same time.
I need
help.
Productivity: 1 net per min.
KM 11 KM 12
Orange Packing (2)
A selection of better means
Cooperation increases a work efficiency. or a change of current method
Can you think of a better

method to pack oranges?
Productivity: 5 nets per min. with 2 workers Productivity: 5 nets per min. with 1 worker
1 2
KAIZEN Management
KM 13 KM 14
Definitions of KAIZEN Chopsticks
1. A selection of better means

or a change of current method
2. An accumulation of small changes

Benjo 1
KM 15 KM 16
Problem KAIZEN 1
Many Japanese children hold Parents teach the proper way of
their chopsticks improperly holding chopsticks
… but still difficult to use
KM 17 KM 18
KAIZEN 2 KAIZEN 3
Soft paddings (Japanese fish paste) were Training chopsticks were used for
attached to the ends of the chopsticks teaching
… for some children, balancing the chopsticks is difficult
KAIZEN Management
KM 19 KM 20
Where
KAIZENisisa adivision between
small change to
our jobs andsomething
make KAIZEN? better.
KAIZEN is a - I picked up a garbage and
continuous improvement put it in a trashcan.
- I wiped the windows and
Continuous = again and again, ongoing made them clean.
- I used a mop to clean the gasoline
left on the floor.
4
KM 21 KM 22
A waitress was working KAIZEN is a small change

at a restaurant in Tokyo A small change of a method
- KAIZEN is to change a way of using

the mop
Any way to pick up the mop?

Any way to store the mop?
Any way to carry the mop?
1
KM 23 KM 24
stapler stapler
KAIZEN Management
KM 25 KM 26
toothbrush Swatter
KM 27 KM 28
tweezers
KM 29 KM 30
Improvement by
changing methods KAIZEN Steps
How do we change methods?
KAIZEN Management
KAIZEN Steps KM 31 KM 32
KAIZEN Steps Review
- Abolition - Abolition
- Discontinuance - Discontinuance
- Exclusion - Exclusion
- Removal - Removal
- Simplification - Simplification
- Centralization - Centralization
- Synchronization - Synchronization
- Standardization - Standardization
- Management for exceptions - Management for exceptions
- Integration - Integration
- Combination - Combination
- Alternation - Alternation
- Exchange - Exchange
- Conversion - Conversion
- Diversification - Diversification
- Separation - Separation
4 3
KM 33 KM 34
Elimination Remove this

KAIZEN by “Elimination”
sliding door
Why are shoe box doors needed?
What is the use of the sliding doors? Before After

1
KM 35 KM 36
Toilets Frankfurt
KAIZEN by “Elimination” CDG(Paris)
Why is the toilet cover needed?
Before After
1 Hong Kong Ｔｏｋｙｏ
KAIZEN Management
KM 37 KM 38
KAIZEN by “Elimination” Reduce A fluorescent light

bulb was removed.
No sleeves down-jacket is easy to work.
Before
The number of fluorescent lights

1 was reduced.
After
KM 39 KM 40
KAIZEN by “Reduction” Parking Lot
Are two bricks needed

to stop a car?
Before
KM 41 KM 42
KAIZEN by “Reduction”
One brick is enough
Zebra Zone
to stop a car.
Before
After 1 1
KAIZEN Management
KM 43 KM 44
KAIZEN by “Reduction” KAIZEN by “Reduction”

A brush part of the toothbrush is
Side lines of
not necessarily long.
the zebra zone
are removed.
Before
After After
1 Before 1
KM 45 KM 46
toothbrushes Change
By watching the ribbon movement,

one can recognize that the air
conditioner is working.
Motion Picture KM 47 KM 48
KAIZEN by “Change”
The hollow about the key hole
smoothes the key movement.
Before After
1
KAIZEN Management
KM 49 KM 50
KAIZEN by “Change” Motion Picture
To oil the pan, a small teapot is

more convenient than a ladle.
Before After
1
KM 51 KM 52
KAIZEN by “Change”
Stairways at the railway station
should have signs of up and down.
At JR Kurume Station
Before After 1
KM 53 KM 54
Rush Hour
KAIZEN Management
KM 55 KM 56
KAIZEN by “Change” Hanging Straps in JR trains

The shape of the hanging strap
fits the hand.
Before After
1
KM 57 KM 58
Hanging strap in
Hong Kong subways
Suggestion System
vs.
KAIZEN Suggestion System

to Suggestion System
KM 59 KM 60
Suggestion System Suggestion System Concept

You suggest your ideas, and I will
examine them and implement some
of your ideas later.
Reward
Idea
Idea
KAIZEN Management
KM 61 KM 62
KAIZEN Suggestion System Suggestion System

Implemented KAIZEN ideas must Workers’
responsibility Management responsibility
be submitted
Idea
generation
Workers’ responsibility Management

N
IZE responsibility
KA eet
sh

Difference (1)
KM 63 KM 64
Suggestion System
Propose improvement ideas for any
activity in the company.

Propose only improvement ideas
which will improve your own work.
KAIZEN
1
Difference (2) Memo
AOTS KAIZEN KM 65 AOTS KAIZEN KM 66
KAIZEN Management
Reward KM 67 KM 68
Award Payment for Each
KAIZEN Suggestion (1999)
0 50 100 150 200 250
0 2
1-99 8
100-199 88
200-299 79
Jpn Yen
300-399 80
400-499 21
500-599 192
600-999 30
1000-2999 89
over 3000 14
Average 321 yen
Surveyed 603 companies
KM 69 KM 70
Implementation Survey
Different styles of change
No. of Participated Companies
900
Implementation rate 1. Small change --- By individual effort, a better
800 Participation rate way of proceeding a job is
700
95
(KAIZEN) considered. (Idea creation)
600
500 90
400
300
85 2. Medium change --- By group effort, a better way
200 is proposed by following
100
80
(Small group predetermined steps (or rule).
75
0
73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99
70
activities)
65 3. Big change --- By investments in new technology
or equipment, dramatic alterations
60
82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 (Innovation) are achieved.
1 2
KM 71 KM 72
Newspaper
Article
Process
Tool Change Change
Nikkei News,
Nov. 22,1997
1
Tomato Juice
KAIZEN Management
Tomato Juice
KM 73 KM 74
Hydroponics Cultivation
Process Material
Tool Change Change Change
6000 tomatoes Input Output

Industry
Man-power
Machines
Materials
Methods KAIZEN
(4M’s) action
2
1
Two Attitudes KM 75 Two Attitudes KM 76

Japanese firms
n
Management a tio
v
no
In EN
Staff IZ
A o
K qu
Management Breakthrough us
Floor people at
St
Staff Non-Japanese firms

n
Management tio
va
Status quo no EN
Floor people In A
IZ
Staff K o
qu
us
at
Floor people St
1
1 Contents
KAIZEN Management
5S 1 5S 2
What is ?
5S KAIZEN
Source: Takashi Osada “The 5S’s: Five Keys to a Total Quality

Environment” APO, 1991.
5S 3 5S 4
5S stands for 5 initials of the

following Japanese words: International 5S
1. Sei-ri (Organization)
2. Sei-ton (Neatness) 5 Steps for improvement
3. Sei-so (Cleaning)
4. Sei-ke-tsu (Standardization)
5. Shi-tsu-ke (Self-discipline) KAIZEN
5S ONCSS
5S 5 5S 6
Seiri = Organization Why is my desk getting messy?

Dictionary definition:
To put things in order (or organize them)
according to a specific rule or principle.
Industrial definition:
To distinguish between necessary things
and unnecessary things, and getting rid
of what you do not need.
KAIZEN Management
5S 7 5S 8
Why messy? Do you throw these

things away?
It works!
Not necessary
Unnecessary Not necessary It has a value!
Necessary now, but maybe
in the future now, but maybe It’s still new!
in the future
It’s usable!
It looks nice!
Every item on my desk belongs to the gray circle
5S 9 5S 10
For example:
Small erasers
The first step
Short pencils to assist your
Notebook decision to “throw
Tie pin away or save” is a
Red tag movement.
at Japanese companies
5S 11 5S 12
Red tag movement Red tag movement

At the beginning of each month,
put a red tag on every item.
During the month, remove the red

tag when item is used.
At the end of the month, decide

whether the item with the tag is
necessary or not.
KAIZEN Management
5S 13 5S 14
Key Words:
1. Classification management
Wooden (Necessary & unnecessary things)
Pallet
2. Red tag movement
For unnecessary things, find

their true causes.
5S 15 5S 16
SEIRI
After Necessary Not necessary Unnecessary

things now ,but-------- things
Red tag
movement
Before SEITON
Disposal
T. Sugiyama “The 5S Approach to Improvement” PHP, 1995
Cleaned workplace
5S 17 5S 18
Question
Seiton = Neatness
When you ask someone to bring a
Dictionary definition:
Establishing a neat layout so that you can hammer, how long can you wait
always get just as much of what you need without getting mad?
when you need it.
How long is your patience?
Industrial definition:
It is a way of eliminating 5 minutes?
search. 2 minutes??
or
5 seconds???
KAIZEN Management
5S 19 5S 20
30 Second Rule
Tool Box
K.P.Shrestha (Nepal)
5S 21 5S 22
30 Second Rule Key Words:

1.Design an efficient layout.
(Functional storage)
2.Eliminate search
(Less search)
Everything should have a name.

(A place for everything and everything in its place)
Reserved seats
5S 23 5S 24
Posters of Seiri
After
Before
T. Sugiyama “The 5S Approach to Improvement” PHP, 1995 Malaysia, AOTS Oman
KAIZEN Management
5S 25 5S 26
Posters of Seiton
Seiso = Cleaning
Definition:
Eliminating trash, filth, and
foreign matters for a cleaner
workplace. Cleaning as a form
of inspection.
Malaysia, AOTS Oman
5S 27 5S 28
Cleanliness is a big business today.

Key Words:
Sanitation engineers
Keep things clean Laundry
Dry cleaner
Janitor
+ Inspection Garbage collector
Pollution control operator
(Caring attitude) Clean-room designer
One-third (1/3) or one-fourth (1/4) of
the total investment amount is used
for cleanliness.
5S 29 5S 30
Cleanliness
Broom
Dust pan
Mop
Mumbai (India) Churchgate station Oct ‘05

Marugoto 5S Tenkai Daijiten, Nikkan-kogyo Shinbun, 1992
KAIZEN Management
5S 31 5S 32
Sei-ke-tsu Seiketsu = Standardization

Definition: SEIRI SEITON
Keeping things organized, neat,
and clean, even in personal and
environment aspects.
SEISO
5S 33 5S 34
Charles H. Kepner
What is “Problem” ? Benjamin B. Tregoe
Problem is something like ----. “The New Rational Manager” Princeton Research Press, Shin-
kanrisha no Handanryoku (Japanese Edition), 1985
GAP
Ideal State Current State
5S 35 5S 36
Key Words:
1. Define an ideal state

2. Standardize the solution
(5S standardization)
Documentation (ISO 9000)
1 Kathmandu, NEPAL
KAIZEN Management
5S 37 5S 38
Streets in
After
Kathmandu
Before
T. Sugiyama “The 5S Approach to Improvement” PHP, 1995
5S 39 5S 40
ATA Boiler Company

(at Petropolis near Rio de Janeiro)
Shitsuke = Self-discipline
Definition:
Doing the right things as a matter
of course.
Associated to Mitsubishi Heavy Industries Ltd .
5S 41 5S 42
Morning exercise
ATA Boiler
KAIZEN Management
5S 43 5S 44
Key Words:
Typical Shitsuke Activities
1. Wear your safety shoes
1. Habit formation 2. Exercise time
(Make it a habit) 3. No smoking at workplace
2. Create a disciplined workplace
Click for Exercise
5S 45 5S 46
Posters of 5S
5S in
Colombo
Chennai, India
5S 47 5S 48
Posters of 5S Posters of 5S
SEIRI
SEITON SHITSUKE
SEISO SEIKETSU
Nepal Thailand Nepal
KAIZEN Management
Benefits of 5S 5S 49 5S 50
National Productivity
Board, Singapore At SIME Tyres (Malaysia)
5S 51
Why not start 5S today?
KAIZEN Management
JIT 1 JIT 2
KAIZEN in Just-In-Time
KAIZEN in Just-In-Time Production System
Production System
Jay-eye-tea
JIT
Toyota Production System
JIT 3 JIT 4
Supermarket Concept &
“What issue/concept will be most
important to you in the 1990’s ?”
KANBAN System
Reduction of Production Lead Time
KANBAN
Delivery Order Receipt
Production
Production Lead Time
Source: Sanno College “Seisan-shi Textbook” Source: Suzuki “The New Manufacturing
Challenge”
JIT 5 JIT 6
Push System
Just-In-Time (JIT) system
The concept of producing or conveying
only those units needed,
just when they are needed,
in just the amount needed,
at all stages of production.
By Toyota Motor Company
Push and Pull System

Pull System Source: Weekly Diamond ’91.11.2
KAIZEN Management
JIT 7 JIT 8
Mistakes
Fool-proof (Poka-yoke)
Note: “Poka” ----- Carelessness; Absent-mind Make mistakes for counting, measuring,
work sequence, setting, etc.
“Yoke”----- Elimination
“I forgot things to do.”

This refers to the thoughtful use “I missed the monitoring.”
of devices which eliminates
operator’s careless mistakes. “I did something which I should not do.”
JIT 9 JIT 10
Analysis of Carelessness Poka-yoke Example 1

Kanebo Chemical, 1989
0% 100%
Wrong operations 23%

( )
Negligence (Forgetfulness) 48%

( )
Screw driver slips
and scratches the
Never slips
Source: “Poka-yoke activities“ Kanebo Chem.,1991 product. Source: “Poka-yoke Daizukan” Nikkan-kogyo 1987
JIT 11 JIT 12
Poka-yoke Example 2 Have you ever been to a bakery shop?
Fool-proof device
Non-defective
Defective
Bending Machine
Kumasi, Ghana
Source: “Poka-yoke Daizukan” Nikkan-kogyo 1987
KAIZEN Management
JIT 13 JIT 14
When you visit a Japanese home, Something in shoes

you must take off your shoes.
JIT 15 JIT 16
Exercise 1 Brush?
Where is a brush?
Inside the tank?
Poka-yoke Exercises
By unknown
JIT 17 JIT 18
Exercise 2
Poka-yoke Solution
The worker stirs the liquid in a
The brush
tank and add some additives.
is tied with
a rope. “Did I already add
additives?”
By unknown
KAIZEN Management
JIT 19 JIT 20
Poka-yoke Solution Autonomation (Jidoka)

Before stirring the liquid,
put additives in cups. Autonomous Automation
Jidoka refers to the ability of

production equipment, including
a single machine, to sense a
malfunction of the machine.
JIT 21 JIT 22
Autonomation (Jidoka): Andon board (an electrical

Automation with a human touch board)
Stop! I don’t know.
Jidoka Simple automation
JIT 23 JIT 24
Three processes of weaving
Loom with non-stop shuttle change, 1924
(Sakichi Toyoda, 57years old)
Automatic loom, type G
In 1929, Platt Brothers of England requested

Koshibata (primitive loom) Back strap loom technology licensing agreement from Toyota.
KAIZEN Management
JIT 25 JIT 26
Single minute exchange of die

Stamping Machine
(SMED)
The goal of single minute 13.1 tons

set-up movement is to
reduce the set-up time to
less than 10 minutes.
Single minute
Old style Modern style
JIT 27 JIT 28
Demonstration 1
Question
Make a knot, but you must
hold both ends of the rope.
JIT 29 JIT 30
Demonstration 2
The Trick of the Magic
KAIZEN Management
JIT 31 JIT 32
Masking
tape Paint an arrow Advanced Preparation
Trash can Spreadsheet
Example (1) Source: The Japan HR Association
JIT 33 JIT 34
Can you put your tie

within 5 seconds? 10 minutes look too short to
replace
both upper and lower dies
Time Savings
JIT 35 JIT 36
U-shaped washer Nut and bolt
Demonstration
Pear-shaped holes
Source: H. Hirano “Me de mite wakaru JIT Seisan Hoshiki” Nikkan-kogyo Shinbun, 1990
Example (2)
KAIZEN Management
JIT 37 JIT 38
Toyota’s spirit
KAIZEN in Toyota
Waste Elimination
A single KAIZEN effect may be
small, but with continuous
Squeeze out a last drop
accumulated effort, it can out of a dried towel.
produce good results.
JIT 39 JIT 40
Seven Wastes
1. Waste from over-production
2. Waste of waiting time
3. Transportation waste
4. Processing waste
5. Inventory waste
6. Waste of motion
7. Waste from product defectives
Source: “Stockless Production” Nikkan-kogyo Shinbun, 1989
Stockless Production Contents
KAIZEN Management
Reference books
Many reference books are available. You may search “Amazon.com” by putting one of the following
keywords: KAIZEN, 5S, JIT or Toyota. Some reference books which are recommended to have a
deep understanding for KAIZEN Management are listed as follows:
1. Tozawa Bunji, Norman Bodok “The Idea Generator: Quick and Easy Kaizen” PCS Press 2001
2. Imai Masaaki “Kaizen (Ky’zen): the key to Japan’s competitive success” McGraw Pub. 1986
3. Japan Human Relations Association “The improvement engine: creativity & innovation through
employee involvement: The Kaizen Teian system” Productivity Press, 1995
4. Osada Takashi “The 5S’s: five keys to a total quality environment” Asian Productivity
Organization, 1995
5. Hirano Hiroyuki “Putting 5S to work: a practical step-by-step approach” PHP Institute, 1993
6. Shingo Shigeo “A revolution in manufacturing: the SMED system” Productivity Press, 1985
7. Shingo Shigeo “A study of the Toyota production system from an industrial engineering
viewpoint” Productivity Press, 1989
8. Christensen Clayton “The innovator’s Dilemma” Harper Collins, 2003
9. Utterback James “Mastering the Dynamics of Innovation: How companies can seize
opportunities inn the face of technological change” Harvard Business School Press, 1994
10. Sugiyama Tomoo “5S approach to improvement” PHP Institute, 1998
11. Ohno Taiichi “Toyota production system: Beyond large-scale production” Productivity Press,
1988
12. Shingo Shigeo “ “Non-stock production: The Shingo System for Continuous Improvement”
Productivity Press, 1995
13. Liker Jeffrey “The Toyota Way: 14 Management Principles from the World’s Greatest
Manufacturer, McGraw-Hill 2004
14. Robinson, Alan (Editor) “The continuous improvement in Operations: A systematic Approach
to Waste Reduction” Productivity Press, 1991
15. Japan HR Association “KAIZEN Teian I: Development systems for Continuous Improvement
through Employee Suggestions” Productivity Press 1992
16. Japan HR Association “KAIZEN Teian II: Guiding Continuous Improvement through
Employee Suggestions” Productivity Press, 1992
17. Japan HR Association “The Idea Book: Improvement through TEI (Total Employee
Involvement)” Productivity Press
18. Hirano, H. “JIT Factory Revolution: A Pictorial Guide to Factory Design of the Future”
Productivity Press. ISBN 0-915299-44-5
19. Majima, I. “The shift to JIT: How people make the difference” Productivity Press.
ISBN0-9915299-93-3
20. Monden, Y. “Toyota Production Systems” Institute of Industrial Engineers. 1983
KAIZEN Management
KAIZEN awareness check 1
1. A driving force to KAIZEN activities is
a. Monetary award
b. Problem consciousness
c. Workers' motivation
d. Management skill
2. "Innovation" (in contrast to KAIZEN) is

a. A short cut approach
b. A new fashion
c. A good management
d. A big change
3. KAIZEN is defined as
a. An accumulation of small changes
b. A quick way of changing your work
c. A method to increase productivity
d. A good manner
4. KAIZEN steps are defined as

a. Change - Eliminate - Reduce
b. Reduce - Change - Eliminate
c. Eliminate - Reduce - Change
d. Simplify - Combine - Remove
5. Approximately what percent of Japanese companies seems to adopt KAIZEN

suggestion system?
a. 40%
b. 70%
c. 90%
d. 100%
6. Japanese production managers believe that the most important issue/concept for
production management in 1990's is
a. Reduction of production lead-time
b. Integration of production and sales
c. Improvement of customer service
d. Marketing research
7. An original idea of JIT came from

a. Drive-in theater
b. Fast food restaurant
c. Supermarket
d. Gas station
8. KANBAN which is used in JIT production systems is

a. A tool to supply products to customers
b. A tool to fill up parts which are used.
c. A sign for alarm
d. A billboard
KAIZEN Management
9. "Poka-Yoke (Fool proof) devices" are
a. Protection devices from earthquake and typhoons
b. Devices which increase production volume
c. Devices which motivates production workers
d. Devices which eliminate operator's careless mistakes
10. A purpose of minimum inventory (stockless production) is

a. To find out (or visualize) problems to be improved.
b. To enhance management capability for the risk.
c. To make inventory control easy.
d. To save inventory cost.
11. The 5S stands for

a. Five times more satisfaction
b. Five keys for success
c. Five Japanese words with an initial S
d. Five factors for a work improvement
12. The average time allowed to fetch (search, find and bring back) a hammer is
a. 10 seconds
b. 30 seconds
c. 60 seconds
d. 90 seconds
13. For a facility investment, approximately how much is used for cleanliness?
a. 80% of the investment cost
b. 60% of the investment cost
c. 30% of the investment cost
d. 10% of the investment cost
14. The essence of "Seiso (cleaning)" is

a. An inspection
b. Picking up a garbage
c. A search
d. A standardization
15. The essence of " Shitsuke (self-discipline) " is

a. To set up a rule
b. To let people greet to each other
c. A communication
d. A habit formation
KAIZEN Management
KAIZEN awareness check 2
[KAIZEN]
1. A driving force to KAIZEN activities is
a. Monetary award
b. Problem consciousness
c. Workers' motivation
d. Management skill
2. "Innovation" (in contrast to KAIZEN) is

a. A short cut approach
b. A new fashion
c. A good management
d. A big change
3. KAIZEN is defined as
a. An accumulation of small changes
b. A quick way of changing your work
c. A method to increase productivity
d. A good manner
4. What does KAIZEN change?

d. Simplify - Combine – Remove
5. KAIZEN steps are defined as

d. Simplify - Combine - Remove
6. For KAIZEN suggestion system, what type of ideas must be submitted?

a. Ideas to change company policy
b. Ideas to change your own work
c. Ideas to improve profit
d. Ideas to improve management style
7. Approximately what percent of Japanese companies seems to adopt KAIZEN

suggestion system?
a. 40%
b. 70%
c. 90%
d. 100%
KAIZEN Management
[JIT]
1. Japanese production managers believe that the most important issue/concept for
production management in 1990's is
a. Reduction of production lead-time
b. Integration of production and sales
c. Improvement of customer service
d. Marketing research
2. An original idea of JIT came from

a. Drive-in theater
b. Fast food restaurant
c. Supermarket
d. Gas station
3. A factor which makes your production schedule difficult is

a. A demand fluctuation
b. A marketing strategy
c. An employee involvement
d. A bonus incentives
4. KANBAN which is used in JIT production systems is

e. A tool to supply products to customers
f. A tool to fill up parts which are used.
g. A sign for alarm
h. A billboard
5. An aim of one-piece flow is

a. A high productivity
b. A high flexibility
c. A low defective rate
d. A low cost
6. "Poka-Yoke (Fool proof) devices" are

a. Protection devices from earthquake and typhoons
b. Devices which increase production volume
c. Devices which motivates production workers
d. Devices which eliminate operator's careless mistakes
7. A purpose of minimum inventory (stockless production) is

a. To find out (or visualize) problems to be improved.
b. To enhance management capability for the risk.
c. To make inventory control easy.
d. To save inventory cost.
KAIZEN Management
[5S]
1. The 5S stands for
a. Five times more satisfaction
b. Five keys for success
c. Five Japanese words with an initial S
d. Five factors for a work improvement
2. The purpose of the“Red Tag Movement” is

a. To distinguish the necessary things and unnecessary things
b. To clean up a workplace
c. To decorate products
d. To find the shortest way of achieving an objective
3. The average time allowed to fetch (search, find and bring back) a hammer is
a. 10 seconds
b. 30 seconds
c. 60 seconds
d. 90 seconds
4. For a facility investment, approximately how much is used for cleanliness?

a. 80% of the investment cost
b. 60% of the investment cost
c. 30% of the investment cost
d. 10% of the investment cost
5. The essence of "Seiso (cleaning)" is

a. An inspection
b. Picking up a garbage
c. A search
d. A standardization
6. A “problem”is defined as
a. Homework assignment
b. Objects which you must attack
c. A gap between ideal state and current state
d. Something which you can buy at supermarket
7. The essence of " Shitsuke (self-discipline) " is

a. To set up a rule
b. To let people greet to each other
c. A communication
d. A habit formation
8. The value of“fixed-position photographic approach” is

a. Employees’ involvement
b. Customer satisfaction
c. Job rotation
d. Quality improvement
KAIZEN Management
Conference materials from Website

For participants who would like to receive power point print-out materials for today’s
KAIZEN Conference, please download the files from the following URLs
(http://www.waseda.jp/ocw/index_e.html).
(Steps)
1. Click "Course List”on the left column of the screen.
2. Choose “2007 Management and Technology 1”（Click “Choose” button）
3. Click “Referring to Related Material” at the bottom of the screen.
4. View “OCW KAIZEN Management”.（Click “View” button）
5. Then you will find a menu page of the work.
(Three options)
1. When you simply like to view conference materials, click the icon named “Material
View”.
2. When you like to download the conference material in your computer, click the
icon named “PPT download”. Make sure to save each file in your computer. The
downloaded files (zip files) need to be unpacked for opening individual file. It will
take five to ten minutes for downloading.
3. When you like to see the video material, click the icon named “Video Introduction”.
It takes a little time to download the entire materials. Be patient!
Should you have any questions or further requests, feel free to send me an e-mail:
fujitas@waseda.jp
In order to read the downloaded materials, your computer must have Adobe Reader.
If you do not have it, please download the free software from the following URL:
http://www.adobe.com/products/acrobat/readstep2.html
Seiichi FUJITA
KAIZEN Management
Instructions: Draw sketches of “Before KAIZEN” and “After KAIZEN”

Use a DARK black pen or a THICK pencil

4 Kaizen Text - New Version

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

4 Kaizen Text - New Version

Загружено:

Авторское право:

Доступные форматы

KAIZEN Management

Graduate School of Commerce

What is Industry ? What are evaluation

KAIZEN is a feedback. KAIZEN is a Japanese word.

KAIZEN is a corrective action.

2. An accumulation of small changes

The way of packing oranges

Productivity: 1 net per min.

Can you think of a better

Definitions of KAIZEN Chopsticks

1. A selection of better means

2. An accumulation of small changes

… but still difficult to use

… for some children, balancing the chopsticks is difficult

A waitress was working KAIZEN is a small change

- KAIZEN is to change a way of using

Any way to pick up the mop?

Elimination Remove this

What is the use of the sliding doors? Before After

Why is the toilet cover needed?

KAIZEN by “Elimination” Reduce A fluorescent light

The number of fluorescent lights

KAIZEN by “Reduction” Parking Lot

Are two bricks needed

KAIZEN by “Reduction” KAIZEN by “Reduction”

By watching the ribbon movement,

KAIZEN by “Change” Motion Picture

To oil the pan, a small teapot is

KAIZEN by “Change” Hanging Straps in JR trains

The Japan HR Association

Suggestion System Suggestion System Concept

KAIZEN Suggestion System Suggestion System

Workers’ responsibility Management

KAIZEN Suggestion System

KAIZEN Suggestion System

AOTS KAIZEN KM 65 AOTS KAIZEN KM 66

6000 tomatoes Input Output

Two Attitudes KM 75 Two Attitudes KM 76

Staff Non-Japanese firms

Source: Takashi Osada “The 5S’s: Five Keys to a Total Quality

5S stands for 5 initials of the

Seiri = Organization Why is my desk getting messy?

Why messy? Do you throw these

Red tag movement Red tag movement

During the month, remove the red

At the end of the month, decide

For unnecessary things, find

After Necessary Not necessary Unnecessary

30 Second Rule Key Words:

Everything should have a name.

T. Sugiyama “The 5S Approach to Improvement” PHP, 1995 Malaysia, AOTS Oman

Malaysia, AOTS Oman

Cleanliness is a big business today.

Mumbai (India) Churchgate station Oct ‘05

Sei-ke-tsu Seiketsu = Standardization

1. Define an ideal state

Documentation (ISO 9000)

T. Sugiyama “The 5S Approach to Improvement” PHP, 1995

ATA Boiler Company

Associated to Mitsubishi Heavy Industries Ltd .

The Japan HR Association

2. Create a disciplined workplace