KAIZEN – continuous

improvement.

Do Jobs better

In different style

More productive way,

Involve total employeeENG. PRACTICE

KAIZENKAIZEN

KAI = Change

ZEN = Good (For the better)

KAIZEN = Continuous Improvement

KAIZENKAIZEN

ENG. PRACTICE

WHY KAIZENWHY KAIZEN Change is the only permanent phenomena

Change is required to meet the challenges

of changing needs of customers

Person close to the job knows best about

the job

Enhances the pride of people (Meaning in

contribution)

ENG. PRACTICE

GRADUAL CONTINUOUS UN-ENDING IMPROVEMENTS DOING “ LITTLE – THINGS “

BETTER SETTING AND ACHIEVING EVER HIGHER STANDARDS INVOLVING

EVERYONE

KAIZEN MEANSKAIZEN MEANS

ENG. PRACTICE

?TO AVOID WASTE (MUDA)

TO AVOID STRAIN (MURI)

TO AVOID DISCRIPENCY (MURA)

WHY KAIZENWHY KAIZEN

ENG. PRACTICE

Overproducing

time on hand (Waiting)

Transporting

Processing itself

Unnecessary stock on hand

Unnecessary motion

Producing defective goods

KINDS OF KINDS OF MUDAMUDA

ENG. PRACTICE

CUSTOMECUSTOMERR

“ He who is effected by your acts /

services”

ENG. PRACTICE

MARKET IN

TQM/ TPM

QC CIRCLES

JUST – IN – TIME

ZERO DEFECTS

SMALL GROUP ACTIVITIES

SUGGESTION SYSTEM

KAIZENKAIZEN

ENG. PRACTICE

Market – in

Factually understanding consumer needs / wants – stated and unstated.

translating customer needs into activities to achieve Quality, Cost, Delivery

Detecting trends ahead of competition

DANTOTSU

BY – FAR SUPERIOR

BY – FAR THE BEST

MARKET – IN VERSUS PRODUCT - OUT MARKET – IN VERSUS PRODUCT - OUT

ENG. PRACTICE

Reduce issues to data

Solve problems with data

Make decisions with data

“When you see data, doubt it“ – Ishikawa

SPEAK WITH DATA SPEAK WITH DATA

ENG. PRACTICE

Question 1 : Why did the machine stop

Answer 1 : Because the fuse blew due to an overload

Question 2 : Why was there an overload?

Answer 2 : Because the bearing lubrication was inadequate

Question 3 : Why was the lubrication inadequate?

Answer 3 : Because the lubrication pump was not functioning right

ASK WHY FIVE TIMES ?ASK WHY FIVE TIMES ?

ENG. PRACTICE

Question 4 : Why wasn’t the lubricating pump

working right?

Answer 4 : Because the pump axle was worn

out

Question 5 : What was it worn out?

Answer 5 : Because sludge got in

The normal tendency is to replace the fuse.

But, the real solution is attaching a strainer to

the lubricating pump.

ENG. PRACTICE

ASK WHY FIVE TIMES ?ASK WHY FIVE TIMES ?

Total Quality Management for customer satisfaction.

Total Productive Maintenance of work place & equipments for condition monitoring.

Total Cost Management with elimination of all types of wastes.

TQMTQM | | TPMTPM | | TCMTCM

ENG. PRACTICE

Zero defects

Zero breakdowns

Zero losses

TPM : Zero sum approach

ENG. PRACTICE

Overall

Equipment

Efficiency ENG. PRACTICE

OEE = 0.7 X 0.6 X 0.8=0.3336

ENG. PRACTICE

Availability 70%

Efficiency 60%Quality 80%

Total Productive Maintenance is productive

maintenance involving total participation for

increased productivity .

Total Productive Maintenance is productive

maintenance involving total participation for

increased productivity .

ENG. PRACTICE

(a) Breakdowns due to equipment failure.

(b) Setup and adjustment e.g . exchange of die injection moulding machines etc.

(a) Breakdowns due to equipment failure.

(b) Setup and adjustment e.g . exchange of die injection moulding machines etc.

Downtime

WHY TPMWHY TPM

ENG. PRACTICE

(a) Idling and minor stoppages e.g. abnormal operations of sensors

(b) Reduced speed e.g. discrepancies between design and actual speed of equipment

(a) Idling and minor stoppages e.g. abnormal operations of sensors

(b) Reduced speed e.g. discrepancies between design and actual speed of equipment

Speedlosses

WHY TPMWHY TPM

ENG. PRACTICE

? (a) Defect in process

and rework ( scrap and quality defects requiring repair )

(b) Reduced yield between machine startup and stable production.

(a) Defect in process and rework ( scrap and quality defects requiring repair )

(b) Reduced yield between machine startup and stable production.

Defects

WHY TPMWHY TPM

ENG. PRACTICE

REQUIREMENTS FOR TPMREQUIREMENTS FOR TPMMaintain basic

equipment conditionsMaintain operating

conditionsRestore deteriorationCorrect design

weaknesses Improve technical skillExpose hidden defects

Maintain basic equipment conditions

Maintain operating conditions

Restore deteriorationCorrect design

weaknesses Improve technical skillExpose hidden defects

ENG. PRACTICE

The journey to hundred miles The journey to hundred miles begins with one single step.begins with one single step.

ENG. PRACTICE

1. Develop long term vision or mission of the organization by top management after strategic consideration of markets and core competencies of the company.

2. Constitute Quality Council or steering Committee under the CEO to demonstrate strong commitment to quality mission.

3.Training of members of quality council on basic concepts of TQM and their impact on business.

1. Develop long term vision or mission of the organization by top management after strategic consideration of markets and core competencies of the company.

2. Constitute Quality Council or steering Committee under the CEO to demonstrate strong commitment to quality mission.

3.Training of members of quality council on basic concepts of TQM and their impact on business.

TQM ROAD MAPTQM ROAD MAP

ENG. PRACTICE

4. Organise quality audit of the organisation including customer perception survey, employee satisfaction survey to determine the present status of quality in the company.

5. Define measurable objectives which must be agreed by the top management as indicators of success for the mission.

6. Identify critical processes and activities for attainment of objectives.

4. Organise quality audit of the organisation including customer perception survey, employee satisfaction survey to determine the present status of quality in the company.

5. Define measurable objectives which must be agreed by the top management as indicators of success for the mission.

6. Identify critical processes and activities for attainment of objectives.

TQM ROAD MAPTQM ROAD MAP

ENG. PRACTICE

7. Organise general quality awareness training at all levels, and specialised training on quality tools and techniques for persons who will be required to use them.

8. Based on the critical process already identified , develop departmental TQM plans with well defined sub-targets and responsibilities.

9. Establish a mechanism for inter departmental co-ordination for determining agreed inputs and mutual support for attainment of departmental objectives.

7. Organise general quality awareness training at all levels, and specialised training on quality tools and techniques for persons who will be required to use them.

8. Based on the critical process already identified , develop departmental TQM plans with well defined sub-targets and responsibilities.

9. Establish a mechanism for inter departmental co-ordination for determining agreed inputs and mutual support for attainment of departmental objectives.

TQM ROAD MAPTQM ROAD MAP

ENG. PRACTICE

10. Develop monitoring system with milestones for periodic review by the management team.

11. Formally launch the first phase of the TQM programme for implementation.

12. After trial period of say 3 months , carry out organised audit of the programme by trained auditors who are not involved in the activities being audited.

13. Conduct review by the steering committee and apply corrective measures.

10. Develop monitoring system with milestones for periodic review by the management team.

11. Formally launch the first phase of the TQM programme for implementation.

12. After trial period of say 3 months , carry out organised audit of the programme by trained auditors who are not involved in the activities being audited.

13. Conduct review by the steering committee and apply corrective measures.

TQM ROAD MAPTQM ROAD MAP

ENG. PRACTICE

14. Continue implementation effort and corrective measures for at least one year.

15. Evaluate impact of successful activities on business and analyse failures.

16. Expand areas of success and try other approaches for failed projects till major objectives of the first phase are achieved.

17. Benchmark critical functions and processes with best in class to determine gaps.

14. Continue implementation effort and corrective measures for at least one year.

15. Evaluate impact of successful activities on business and analyse failures.

16. Expand areas of success and try other approaches for failed projects till major objectives of the first phase are achieved.

17. Benchmark critical functions and processes with best in class to determine gaps.

TQM ROAD MAPTQM ROAD MAP

ENG. PRACTICE

18. Conduct extensive review of the first phase of TQM programme.

19. Learning from successes and failures draw up plan for next phase of TQM programme with stretch goals.

20. Institutionalise continuous improvement through PDCA cycle.

18. Conduct extensive review of the first phase of TQM programme.

19. Learning from successes and failures draw up plan for next phase of TQM programme with stretch goals.

20. Institutionalise continuous improvement through PDCA cycle.

TQM ROAD MAPTQM ROAD MAP

ENG. PRACTICE

QUALITY - A TOTAL IDEOLOGY.QUALITY - A TOTAL IDEOLOGY.

The hallmarks of quality organizations are high return high performing processes , empowered , well paid and highly motivated personnel , good corporate citizenship , respect for the environment, happy and delighted customers , free from shoddy and unsafe products . Quality - a total ideology -creates the ideal win-win-win-win situation for all.

ENG. PRACTICE

Quality is an Quality is an endless journey endless journey

ENG. PRACTICE

ORGANISATION FOR KAIZENORGANISATION FOR KAIZEN

PGEMBA

Organization to support Customer

expectation Customer

satisfaction

Gemba place where value is added

ENG. PRACTICE

Go to ‘Gemba’

Check with ‘Gembhutsu’ ( that which is responsible )

Take Remedial Action (First Aid)

Identify the root cause and take

corrective action

Standardise and document

FIVE RULES OF GEMBA FIVE RULES OF GEMBA

ENG. PRACTICE

PDCA CYCLE PDCA CYCLE

Take appropriate

action

Determine goals & targets

Implement work

Engage in education &

training

Determine methods of

reaching goals

Check the effects of

implementation

ACTION

CHECK DO

PLAN

ENG. PRACTICE

UPSTREAM MANAGEMENTUPSTREAM MANAGEMENT

Quality as a goal in development

Quality at the production

process

Quality at inspection phase problem solution

Productivity out the door problem avoidance

Productivity on the lines

productivity as a goal in development

STOP DEFECTS FLOWING DOWN.

ENG. PRACTICE

• Systematic way of House Keeping.

• Foundation for all Productivity Improvement Programs (PIP).

Steps

1. Seiri - Sorting.

2. Seiton - Systematic Arrangement.

3. Seiso - Spic and span.

4. Sikestsu - Serene Atmosphere.

5. Sitsuke - Self Discipline

It increases productivity, develops good working atmosphere & employee morale.

5’S5’S

ENG. PRACTICE

Quality in Quality in ManufacturingManufacturing

& & ServiceService

Organizations Organizations ENG. PRACTICE

The 5 - S practice is a technique used to establish and maintain quality environment in an organization .The name stands for 5 Japanese words

Seiri Seiton Seiso Sieketsu Shitsuke

5 S TECHNIQUE5 S TECHNIQUE

ENG. PRACTICE

Check :

1. Do you find items scattered in your workplace

2. Are there boxes, papers and other items left in a disorganised manner.

3. Are there equipments and tools placed on the floor.

4. Are all items sorted out and placed in designated spots.

5. Are the tools properly sorted and stored

SeiriSeiriSort out items and discard the unnecessary

ENG. PRACTICE

SeitonSeiton

Check :1. Are passages and storage places clearly

indicated.

2. Are commonly used tools separated from those seldom used.

3. Are containers and boxes stacked up properly.

4. Are fire extinguishers and hydrants readily accessible.

5. Are there grooves , cracks or bumps on the floor which hinder work or safety.

Arrange a place for everything Everything in its place.

ENG. PRACTICE

Check :

1. Are the floor surfaces dirty.

2. Are machines and equipment dirty.

3. Are wires and pipes dirty or stained.

4. Are machine nozzles dirty by lubricants and inks.

5. Are shades , light bulbs and light reflectors dirty.

Seiso :Seiso :Clean your workplace thoroughly.

ENG. PRACTICE

SeiketsuSeiketsu

Check :1. Is any one’s uniform dirty and untidy

2. Are there sufficient lights.

3. Is the noise or heat at your workplace causing discomfort.

4. Is the roof leaking

5. Do people eat at designated places only.

Maintain a standard.

ENG. PRACTICE

Check :

1. Are regular 5S checks conducted.

2. Do people clean up without reminders.

3. Do people follow rules and instructions.

4. Do people wear their uniforms and safety gears properly.

5. Do people assemble on time.

Shitsuke :Shitsuke :Train people to be disciplined

ENG. PRACTICE