Post on 08-Apr-2018
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PRESENTED BY:-
RAHUL GUPTA
PRIYANKA
KANSAL
ALVA
HARIPAL SINGH
HEMAANG
SEHGAL
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KAIZEN.CHANGE FOR BETTER
Kaizen is a philosophy that sees
improvement In productivity as a
gradual and methodical process.
It has five founding elements:
Team work
Personal Discipline
Improved MoraleQuality Circles
Suggestions for Improvement
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KAIZEN CYCLE
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5 S APPROACH OF KAIZEN
5 s of kaizen
Seiri (Sort):
Seiton (Stablize/Neatness)
Seiso (CleanUp/Shine)
Seiketsu (Standardize)
Shitsuke (Discipline)
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INNOVATION, KAIZEN, MAINTENANCE
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HIERARCHY OF KAIZEN INVOLVEMENT
TOP
MANAGEMENT
MIDDLE
MANAGEMENT
SUPERVISORS WORKERS
Be determined to
introduce Kaizen as acorporate strategy
implement Kaizen
goals through policydeployment and cross-
functional
management
Use Kaizen in
functional areas
Engage in Kaizen
through the suggestionsystem and small
group activities
Establish policy for
Kaizen and cross-
functional goals
Establish, maintain and
upgrade standards
improve
communication with
workers and sustain
high morale
Engage in continuous
self development to
become better
problem-solvers
Build systems,
procedures and
structures conducive to
Kaizen
Help employees,
develop skills and
tools for problem
solving
Introduce discipline in
the workshop and
provide Kaizen
suggestions
Enhance skills and job
performance expertise
with cross-education
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BENEFITS OF KAIZEN
There is a high level ofemployee involvement whichenhances their morale andmotivation.
It helps to improve quality, thereby enhancing customersatisfaction.
Improve productivity resulting inlow cost of operation.
Reduce the rate of accidentsthus improving work safety.
waste reduction in areas such asinventory, waiting time,transportation.
Highmorale ofemployees
Improvedquality
Improvedproductivity
Increase insafety
Wastereduction
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CHALLENGES FOR KAIZEN
Kaizen is a top-down approach.
People oriented approach, so employee support is
critical for successful implementation of Kaizen.
Requires a long term discipline and commitment, so
everyone should be patient about the results.
Should be a continuous process or else the expected
results would not be obtained.
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KAIZEN IMPLEMENTATION BY
14 principles of Toyota for kaizen implementation
1. Base your management decisions on a long-term
philosophy, even at the expense of short-term
financial goals.
2. Create a continuous process flow to bring problems
to the surface.
3. Use "pull" systems to avoid overproduction.4. Level out the workload (heijunka). (Work like the
tortoise, not the hare)
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5. Build a culture of stopping to fix problem to getquality right at first time.
6. Standardized task and processes are foundation
for continuous improvement and employeeempowerment.
7. Use visual control so that no problem are hidden.
8. Use of only reliable and thoroughly tested
technology to serve your process and people.9. Grow the leaders who thoroughly understand thework and teach it to other people.
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10. Develop exceptional people and teams thatfollow your philosophy.
11. Respect your extended network partners like
suppliers by challenging them and inducing them toimprove.
12. Go and see for yourself to thoroughlyunderstand situation.
13. Make decision slowly but implement themrapidly.
14. Become a continuously learning organizationthrough reflection and improvement.
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KAIZEN IN TAJ HOTEL, MUMBAI
Problem: Breakage in main kitchen of Tajhotel, Mumbai was prominent because ofimproper movement of cutlery andcrockery.
Solution: Kaizen team was set up andsystem of one crockery at one time indishwater was implemented. The layoutof dish water area was changed in order
to support the one piece system. Results: Breakage of crockery came
down and resulted in savings of Rs 8lakhs per annum.