1. KAIZEN® Institute Ｓｗｅｄｅｎ Ｃｏｎｇｒｅｓｓ Ｏｃｔｏｂｅｒ ２００９ Ｍａｓａａｋｉ Ｉｍａｉ
Ｓｗｅｄｅｎ　Ｃｏｎｇｒｅｓｓ
Ｏｃｔｏｂｅｒ　２００９
Ｍａｓａａｋｉ　Ｉｍａｉ
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KAIZEN® and GEMBAKAIZEN® are registered trademarks of
KAIZEN® Institute, Ltd.

2. Gemba KAIZEN How to do KAIZEN KAIZEN What is KAIZEN spirit? KAIZEN FSL
The three KAIZEN Books
Gemba KAIZEN
How to do KAIZEN
KAIZEN
What is KAIZEN spirit?
KAIZEN FSL
KAIZEN as strategy

3. KAIZEN® (Original Definition) KAIZEN® = Continual Improvement
Change
ZEN
Good
(for the better)
KAIZEN® = Continual Improvement

4. KAIZEN® (new Definition)
- Everyday improvement
- Everybody improvement
- Everywhere improvement
- From small incremental improvement to
dramatic strategic improvement

5. Improvement Maintenance
What is Management?
Top-
management
Improvement
Middle
management
Maintenance
Employees

6. Innovation KAIZEN® Maintenance
What is Management?
Top-
management
Innovation
Middle
management
KAIZEN®
Supervisors
Maintenance
Employees

7. Organisation for KAIZEN®
Gemba
Customer
Expectations
Customer
Satisfaction
Organization to
support

8. The 5 Gemba Principles
1. When an abnormality occurs, go to Gemba first
2. Check with Gembutsu (machine, material,
failures, rejects, unsafe conditions etc.)
3. Take temporary countermeasures on the spot
4. Remove root cause
5. Standardize to prevent trouble

9. House of Gemba Management
Profit
management
Workers’
operations
Information
Equipment
Products
& materials
Q C D
Quality
& safety
Cost
Logistic
Standardization
5S (Good housekeeping)
Team-work
self-discipline
Morale enhancement
QC circles
Suggestions
Muda Elimination

10. 7 Types of Muda
1. Muda of over-production
2. Muda of waiting
3. Muda of transport
4. Muda of processing
5. Muda of inventory
6. Muda of motion
7. Muda of repair/rejects

11. Everything in Gemba deteriorates if left alone.
That is the reason why Gemba needs to be sustained and improved.

12. Five S‘s Practical means to realize a shortest flow and
synchronization between processes.
If 5S’s are not contributing to the above
objectives, it benefits are not fully gained.

15. Make Eye contact and Smile Greet and welcome Each and Every Guests
Disneyland
Behavioral standards
Make Eye contact and Smile
Greet and welcome Each and Every Guests
Seek out Guest Contact
Provide Immediate Service Recovery
Display appropriate Body Language
Preserve the “Magical” Guest Experience
Thank Each and Every Guest

16. ４ Pillars of World Class Management
TQM
TPM
TFM
TSM
Total
Quality
Management
Total
Productive
Maintenance
Just In
Time
Total Service
Management
Quality cost
Losses
Flow
Customer satisfaction

17. KAIZEN® Road Map to world class (1)
JIT
Cost and delivery
Elimination of all types of MUDA
TPM
Quality of Equipment
TQM
Quality of Product, Service, Systems and Work

18. KAIZEN® Road Map to world class (2)
Integration of JIT and IT
World
class
Electronic KANBAN
Order entry system / Producing as many as need in the same sequence
Upstream Managem./ involve R&D and engineering
Supplier management / Supplier involvement in JIT / KAIZEN
Leveling / Adding flexibility to Production Scheduling
JIT
Pull system / Allowing no advance Production
TAKT Time / Producing only what customers ordered
TPM
Flow Production / Lead Time Reduction (MUDA of Conveyance, inventory, excess manpower)
Autonomous maintenance
TQM 5S
Phase 0 1 2 3

19. KAIZEN® Road Map to world class (3)
Integration of JIT and IT
World
class
Electronic KANBAN
Order entry system - Quick delivery - Menu -
Large orders
Upstream Managem./ involve R&D and engineering
Supplier management - Extending JIT / KAIZEN
Leveling - Small lot production - Lead time prod. - Layout design
JIT
Pull system - Kanban - Mitsusumashi - Store - Reserved seat
TAKT Time Production - Standard work sheet - Standard work combination sheet
TPM
Flow Production - One Piece Flow - Low Cost Autom. - U-shaped cell, AGV -
Jidohka - Poka Yoke - Dedicated line - Set up KAIZEN (SMED)
Autonomous maintenance - Cleaning - PLS - Cleaning/Checking Standards, Inspection - Auton. Process-Inspec. - Standardization - Complete Self-management
TQM
5S - Seiri - Seiton - Seiso - Seiketsu - Shitsuke

20. Batch JIT Batch Production vs. JIT Production (1) No takt time
Work to takt time
Large inventory
Small inventory
(eventually one-piece)
Isolated islands
Flow production
Push scheduling
Pull scheduling
No-standard inventory
Standard inventory
Larger, faster and special equipment
Even paced equipment
(Takt time synchronised)

21. Batch JIT Batch Production vs. JIT Production (2)
Less frequent set-up changes
More frequent set-up changes
One person per machine
One person for many machines
Single skill operator
Multiple skill operator
Sitting work
Standing and walking work
Advance production allowed
Advance production not allowed
Quality control grouping,
Sampling inspection
All number inspection

22. When forecast is discarded
“We have a more efficient operation and
a cost structure that is roughly half that
of other companies in our industry”
“We don’t rely on forecasts”
Michael Dell

23. Two types of production systems
Traditional
Mass
Production
Lean
Production
Starts from forecast
Starts from customer orders
Builds inventories
Does not allow inventories
Production
Inventory
Customer
Production
Customer
Forecast

24. - The learning organization - Respect for people
The Toyota Way 1
- The learning organization
- Respect for people
- Education & training
- Challenging spirit
- Challenging management (Oh, NO! - System)
- KAIZEN, Toyota’s DNA

25. - Long term perspective - Genchi (Gemba) Gembutsu - Do it right away
The Toyota Way 2
- Team work
- Quality First
- Long term perspective
- Genchi (Gemba) Gembutsu
- Do it right away
- Muda elimination

26. Advantages of shortening the flow
Improve quality
Shorten lead time and realize prompt delivery
Reduce inventory and stagnation
Use minimum resources
Simplify management
(Less managerial and administrative intervention)
Realize minimum cost and maximum profit

27. When the Flow is shortened
Quality automatically improves
Delivery automatically improves
Cost automatically goes down
and brings
Big Profit!

28. Conditions for minimizing the flow
Standardization 5S
Visual Management
MUDA Elimination
Reorganizing Management Structure
Building KAIZEN® Culture

29. Christopher Columbus´ School of Management
When he set out, he didn’t know where he was going
When he got there, he didn’t know where he was
When he returned, he didn’t know where he had been
He did it all with borrowed capital

30. Man & Ape

31. The three Flows Material Flow Information Flow Cash Flow
$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

32. 3 Conditions to Create a Pull System
Flow
Synchronization
Leveling

33. Who manages the Flow?
…Let the flow manage the processes, and not let management manage the flow.
(Taiichi Ohno)

34. What is your current status?
FSL Checklist
● Is tact time employed as a basis of production?
● Is standardized work employed?
● Are all processes physically and
logistically connected ?
● Is one-piece flow practiced?
● What is the current level of Five S?

35. Q1 The FSL Checklist Logistics People Quality Equipment Management OEE
Value Stream
Logistics
Qualification
People
Stabilized Q1
Quality
Processes
OEE
Improvement
Equipment
Leadership
Performance
Management

36. Examples of logistic checkpoints Logistic checkpoints
Tact time
Five S
Three logistic principles
One piece
flow
Production control board
Elimination of Muda. Muri and Mura
Logistic checkpoints
No isolated islands
No conveyers
Standard work
Separation between man and machine
Visual management
Kanban
Standardization

37. Tools come first and problems second?
Tools & problems
Tools come first and problems second? or
Problems come first and tools second?

38. LEARNING BY
DOING

39. Proprietary technology vs managerial Technology
Common Misconceptions by Management　(1)
Proprietary technology vs managerial Technology
Set policy and results will follow
Train employees and Gemba improves
Rely on sophisticated tools instead of common sense
Believes Gemba will ask “What is in it for me?”

40. Quality is quality manager’s job
Common Misconceptions by Management　(2)
Quality is quality manager’s job
Efficiency is industrial engineer’s job
Cost cutting, not cost management
KAIZEN without focus and targets
Do not go to gemba

41. Innovation versus Kaizen
The West versus Japan
Innovation versus Kaizen
Kaizen
Innovation
The West
Japan