VSD TFM

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 Kaizen Guru
KAIZEN INSTITUTE is a world-wide Organization,
founded by
Sensei Masaaki Imai.
Renowned author
of Books “Kaizen &
Gemba Kaizen” -
Keys to Competitive
Success. Appreciated Kaizen
under Leadership of
Prof. MS Pillai
in 2003@SCMHRD-as
Model for Edu. Inst.

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Where Were We ?

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What is the situation ?
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What Should We Decide To Do ?

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 Improvement is the Process of
Transformation - not just a change !

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KAIZEN Road Map to World Class
World
Class

JIT Cost and Delivery … Elimination of

all types of MUDA
TPM Quality of Equipment
TQM Quality of Product, Service, Systems,
and Work

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Kaizen Road Map of Steps to World Class

World Integration of IT
Class
andKANBAN
Electronic JIT

Order entry system - Quick Delivery

- Menu
- Large Orders
Upstream management - JIT-Based design of equipment
- Concurrent engineering - QFD
Supplier management - Extending JIT- KAIZEN
Production scheduling - Monthly - Weekly - Daily - Hourly
Levelling - Small lot Production - Lead Time Reduction - Layout design
Pull system - KANBAN - MIZUSUMASHI - store - Reserved Seat
JIT TAKT TIME Production - standard work sheet, standard work combination sheet
Flow Production - One piece flow - Low cost automation
- U-shaped Cell - AGV - Jidoka - Pokayoke

TPM Autonomous Maintenance

- Initial Cleaning
- Dedicated line
- Set-up KAIZEN (SMED)
- Discover Problem Areas
5s
TQM - Seiri
- Cleaning and checking standards
- Overall equipment Inspection
- Seiton
- Seiso - Autonomous Process Inspection
- Seiketsu - Standardization
- Shitsuke - Complete self-management

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 Kaizen Mind

It is a + ve attitude through :

1. The existing operation always has a lot of room

for improvement.
2. The existing facilities and methods can always
be improved by change in outlook, thought &
action.
3. The accumulation of focused improvements
make dramatic difference.
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 Kaizen – What Is It ?
1. Process Improvement
2. Observation
3. Short Time
4. Zero Investment
5. Human Development & Empowerment
6. Profits & Savings – Plenty
7. Use of New Paradigms

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Is the Aircraft coming or going ?

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Before Marriage
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After Marriage

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Can U count the Black Spots ?

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SQC, TQM, ISO, LEAN, 6 SIGMA < CIP

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 Imperfection Is Inherent In Nature !

The great evolutionist, Dr.David Starr Jordan

said ……

Try to overcome imperfection

and if you succeed, other imperfections
will come to the surface.
Do not complain - That is the nature of
the world.

Keep on striving and correcting until

You reach the state of absolute
perfection.
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17
Root Cause Analysis : Introduction
Problem
Problem or
or
Unwanted
Unwanted Event
Event Fix / Correct
Occurrence
Occurrence

Problems
Problems or
or
Unwanted
Unwanted Event
Event
Symptoms
Symptoms Recurrence
Recurrence

Apparent
Apparent
Cause
Cause

Root
Root Cause
Cause Prevent

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 Traditional Steps In Working -
Phases of a Process -
Storage of materials or Processing :
documents • Essential Steps : The
Transportation actual value-adding
work on the materials
Processing
• Setup Steps :
Storage / waiting for Preparation & Corrections
being processed performed before and after
Multiple Handling each Assignment’s
completion
Additional Checking

Waiting for Usage

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Kaizen – Some Typical Misconceptions
Kaizen is for staff ; It
is not for Managers
Kaizen is SMALL
improvements only
Kaizen is only a sort of
implemented-suggestion
scheme
Any implemented
improvement is Kaizen

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- Quality Function Deployment - Total Productive Maintenance
-JIT - Supply Chain Management
- Quick Change Over - Visual Management
- 5 ‘S’ - Zero Defects (Poka Yoke)
- One Piece Flow - Small-Group Activities
- KANBAN - Activity Based Costing
- VSM for TFM - Q.C Tools

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Managers
Supervisors

Operatives

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 Meaning of Gemba In Kaizen,
Is Where....
1. Real work Is Done,
2. Value Is Created, &
3. Problem is Solved.

Gemba Leader’s Role Is To Assist & Not To Tell

Operatives / Staff What To Do.

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 Conventional Work Design

Management
Of
Control
Customer Customer
Expectations Satisfaction
Gemba

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 Kaizen Culture @ Gemba
Role – Provide Support to Gemba

Gemba
Customer Customer
Expectations Satisfaction
Management
Of
Support

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 ACHIEVING EXCELLENCE
IS QUITE SIMPLE
BUT DIFFICULT.
EXCELLENCE LIES IN
DOING WHAT EVERYBODY COULD
BUT DOES NOT !

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Why Insignificant Money & Time ?

Kaizen Replaces Money & Time By:

 Observation – through 6 Senses.
 Own Intelligence.
 Own Physical Effort.
 Use Techniques & Tools of High Output,
Quality & Before Time.

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 Understanding Kaizen
Literal Meaning :
Kai Zen
Always Good Continual
Improvement Change For The Better
Kaizen Is A Journey From :
- Event to Cause - MBR
to MBM - Gross to Micro
- Enforcement to Inducement
of Change of Change
- Conventional Habit to
Paradigm Shift

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 Muda - how to see it?
• What should flow :
– Material in a plant
– guest in a hotel
– document in an office
• Is it stopping? Muda!
• Is it re-tracking? Muda!
• Is it piling up? Muda!
Muda = “Waste”
• Reprocessing? Muda!
with a special meaning

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 3 D Principle


DANGEROUS


Dirty Difficult
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 How to respond to criticism ?
• The best way to improve is to take seriously the criticisms directed at you.
Checkpoints :-
Response to criticism is also based on 4W & 1H Principles
1. WHAT & WHERE ? Respond … 2. WHEN & WHY? Respond 2. HOW ? Respond
- At the actual place - Immediately
- In the actual situation … Thoroughly
- Without hesitation
- With the actual items - Thoughtfully
- Respond to specific problem
- Willingly
Criticism Response X “ I know it !”

What &
Problem
Where X “ I’ll think about it.”

When How?
Reason & “Thanks! I
Why? understood and I’II
act on it right away !
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Developing Discipline

Person good at
giving criticism

Discipline

Person good Person

at accepting Committed
criticism to work

4W & 1H

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 10 Basic Principles for Improvement
1. Remove all the fixed ideas about how to do things.
2. Think of how the new method will work-not how it won’t.
3. Don’t accept excuses. Totally deny the status quo.
4. Don’t jump to perfection. A 50 % implementation rate is
fine provided it’s done on the spot.
5. Correct the mistakes the moment they’re found.
6. Improvements do not require money, but the Ideas !
7. Problems give a chance to use our brain.
8. Ask “Why?” at least 5 times until you find the root cause.
9. 10 Members’ ideas are better than one person’s.
10. Improvement knows no limit !

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 Improving Customer Response Time
Value-added activities Non-Value-added activities

Before Process improvement

VA NVA

Response time

After Process improvement

VA NVA

Response time

After replenishment system improvement

VA NVA

Response time

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Where Do We Wish To Go ?

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 Only an Individual who keeps on
learning continually, is prepared to become the best
Thanks to Team SCMLD
for your keen interest & sincere efforts.

presented by

Prof. Rajen G. – Senior Consultant, Kaizen Institute

Cell- + 91-98220 41535

e-mail: rajenkaizen@gmail.com

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