KAIZEN Knowledge Sharing Seminar
Addis Ababa
Ethiopia 23rd March 2016
Enhancing Capacity Building
through Local Efforts
By
Seblewongel Haregewein
DDG, EKI
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4/12/2016
KAIZEN CONSULTING
• Kaizen is a strategy to include concepts, systems and tools within the bigger picture of leadership involving people and their culture, all driven by the customer.
• KAIZEN Consulting supports for companies to implement a process of Self Practicing of KAIZEN mainly focusing on P,Q, C, D, S , M, E and G which are basic focus points in every kaizen systems like TQM, TPM, TPS .
• Through continuous improvement (PDCA) challenge are always set, and efforts to achieve subjects are done.
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Integration of KAIZEN DNA with the
project
1.
Quality,
2. Productivity
3. Cost
4. Delivery,
5. Safet
y
6. Environmen
t
7. Motivation
8. Gender
SIMULTANEOUS IMPROVEMENT
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CAPACITY BUILDING
Technical and Analytical skills
Training in EKI
Masters program with
Mekele University
Project work (JICA Project)
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4/12/2016
Capacity building Integration
Project Work(JICA PROJECT)
CRT ICT
University Masters(Mekele University)
KAIZEN Masters courses Project works in companies
EKI TRAINING (Internal capacity building)
Introduction to Basic KAIZEN Company attachment
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4/12/2016
CRT
TQM
TPS
Advanced KPT
Production scheduling
MRP Appropriate
costing
Economic engineering
Inventory Manageme
nt
Analysis of Similar Kaizen
Promotion Agencies in
Japan
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No. Name of Company Sector Product employee City State
1 Almeda Textile Factory Textile Textile 5,500 Adwa Tigray
2 Sheba Leather Industry Leather Shoes,
tannery 670 Wukro Tigray
3 Wonji Shoa Sugar
Facory Agriculture Sugar 8,339 Wonji Oromiya
4 Kebire Enterprises PLC Textile Suits,
Shirts, etc. 1050 Mekelle Tigray
5 Metahara Sugar
Factory Agriculture Sugar 8,301
Metahar
a Oromiya
6 Peacock shoe Factory Leather Shoes 300 Addis
Ababa
Addis
Ababa Copy Right protected Seblewongel, DDG,
EKI 4/12/2016
• Based on the k QC story guideline , each
consultant/trainee will solve the problems of
ICT companies using advanced KAIZEN
techniques and tools.
• Themes are selected that are appropriate for
practicing advanced KAIZEN tools and
techniques.
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4/12/2016
Phase 1
• Training for management/Confirm company policy / Policy management
• Subject selection
• Training for A-KPT
• Comprehending the current situation
Phase 2
•Activity planning •Cause analysis
Phase 3
•Counter
measure
Phase 4
•Counter
measure
Phase 5
•Comprehending
result
•Standardization
and training
•Preparation for
report
•Report to
managements of
ICT
ICT
ACTIVITIES
Progress sharing
meeting at the end
of each phase (EKI)
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Training Training material on RCA and Affinity Diagram
(KJ-Method).
Training on RCA & KJ-Method is given to A-KPT
members.
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Discussion with some CFT members
& foreign dyeing expert
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MSc. in KAIZEN(Quality & Productivity
Improvement)
Advantages of the program
• build the analytical and technical capability
of consultants.
• Support enterprises by producing and
supplying well trained manpower.
• to maintain and sustain the application of
KAIZEN.
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MSc….. Cont. . .
• good opportunity to those young graduates who
want to go for higher education
• improves the standard of the universities ,
increase the chances of creating more research
facilities and increases skilled manpower in
different specializations.
• increase more super brains in the country and
increase the nations human resources in higher
technical education.
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EKI 4/12/2016
• dependency of the country on foreign consultants will be
REDUCED through time.
• One step forward of being classic, professional &
transformational KAIZEN consultant.
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Out put of the program
• 18 consultants graduated with MSc in
KAIZEN, of which 7 are female.
• 18 Masters thesis projects are done in
different cases of KAIZEN activities in
different manufacturing companies.
Challenges and critical success factors
Impact of kaizen implementation on productivity and
quality improvement
KPT practice and implementation challenges
TPM, OEE, QCC …..
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IMPACT OF KAIZEN IMPLEMENTATION ON
PRODUCTIVITY & QUALITY IMPROVEMENT
(CASE COMPANY: ALMEDA TEXTILE P.L.C.)
Common problems in many manufacturing sectors are
high quality rejects, high inventories, longer lead
time, high cost of production, unable to
satisfying customer orders, unable to take
competitive advantage
The study tries to investigate impact of kaizen implementation on
productivity and quality improvement through 5S and muda
identification and elimination in Almeda Textile P. L. C.
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Conclusion Based on the major findings of the study, it is reasonable to conclude the following:
Implementing and using of Kaizen tools (Suggestion system, QQC /
Team Work and Total quality control (TQC)) and training and education are
the indicators of how far the first level of kaizen is implemented in the
company.
The result of the research work shows that first level of kaizen is implemented at moderate level.
a number of quantitative and qualitative results are obtained through 5S and waste elimination which have direct impact on quality and productivity.
Kaizen tools and pillars have a positive and significant influence on quality and productivity improvement of the company.
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Recommendations
Having in mind the major findings and conclusions of this research, the following recommendations were suggested:
More attention should be given on education and training sessions as it is essential to create an understanding of the dynamics of teamwork, multi-skilling, having open communication among employees and creating workers which would embrace changes in future.
In the improvement of quality and productivity through 5S the 5th S, sustain, is arguably the hardest and is the one that keeps the first four Ss going on. Therefore the company should work more on sustaining activities.
The company should work more on standardization with strong follow up because it is a base for continuous improvements.
The company has to work more on waste elimination since it has a strong correlation with quality and productivity improvement.
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Recommendations Continued …
Kaizen isn’t simply a set of tools for implementation: it is a long term mind-set in which every single employee is committed to make things better. So Almeda Textile P.L.C. should be aware of this.
Almeda Textile P.L.C. for the future should focus in working cooperatively with other external stakeholders like universities and TVET institutions which can help them for further implementation of Kaizen.
In general, since Kaizen is an endless journey, Almeda Textile P.L.C. for the future must work hard for further improvements and achievements in having a fertile ground for second level Kaizen implementation.
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EKI 4/12/2016
Feed back on thesis projects
• All our thesis project papers are critically
reviewed by Pro. Osada and there was
exchange of opinions with other JDS experts. The papers requires statistical analysis
It is important and essential to feed back the contents of
MSc to the companies.
Importance of generalization.
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EKI 4/12/2016