1. KAIZEN KAIZEN – continuous improvement. Do Jobs better
In different style
More productive way,
Involve total employee
ENG. PRACTICE

2. KAIZEN KAI = Change ZEN = Good (For the better)
KAIZEN = Continuous Improvement
ENG. PRACTICE

3. WHY 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

4. KAIZEN MEANS
GRADUAL CONTINUOUS UN-ENDING IMPROVEMENTS DOING “ LITTLE – THINGS “ BETTER SETTING AND ACHIEVING EVER HIGHER STANDARDS INVOLVING EVERYONE
ENG. PRACTICE

5. TO AVOID DISCRIPENCY (MURA)?
WHY KAIZEN
TO AVOID WASTE (MUDA)
TO AVOID STRAIN (MURI)
TO AVOID DISCRIPENCY (MURA)
ENG. PRACTICE

6. KINDS OF MUDA Overproducing time on hand (Waiting) Transporting
Processing itself
Unnecessary stock on hand
Unnecessary motion
Producing defective goods
ENG. PRACTICE

7. “ He who is effected by your acts / services”
CUSTOMER
“ He who is effected by your acts / services”
ENG. PRACTICE

8. KAIZEN MARKET IN TQM/ TPM QC CIRCLES JUST – IN – TIME ZERO DEFECTS
SMALL GROUP ACTIVITIES
SUGGESTION SYSTEM
ENG. PRACTICE

9. MARKET – IN VERSUS PRODUCT - OUT 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
ENG. PRACTICE

10. SPEAK WITH DATA Reduce issues to data Solve problems with data
Make decisions with data
“When you see data, doubt it“ – Ishikawa
ENG. PRACTICE

11. ASK WHY FIVE TIMES ? Question 1 : Why did the machine stop
Answer : Because the fuse blew due to an overload
Question 2 : Why was there an overload?
Answer : Because the bearing lubrication was inadequate
Question 3 : Why was the lubrication inadequate?
Answer : Because the lubrication pump was not functioning right
ENG. PRACTICE

12. ASK WHY FIVE TIMES ?
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 : 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

13. TQM | TPM | TCM 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.
ENG. PRACTICE

14. TPM : Zero sum approach Zero defects Zero breakdowns Zero losses
ENG. PRACTICE

15. Overall Equipment Efficiency
ENG. PRACTICE

16. Availability 70% Efficiency 60% OEE = 0.7 X 0.6 X 0.8=0.3336
Quality %
OEE = 0.7 X 0.6 X 0.8=0.3336
ENG. PRACTICE

17. Total Productive Maintenance is productive maintenance involving total participation for increased productivity .
ENG. PRACTICE

18. WHY TPM (a) Breakdowns due to equipment failure. Downtime
(b) Setup and adjustment e.g . exchange of die injection moulding machines etc.
Downtime
ENG. PRACTICE

19. WHY TPM
(a) Idling and minor stoppages e.g. abnormal operations of sensors
(b) Reduced speed e.g. discrepancies between design and actual speed of equipment
Speed
losses
ENG. PRACTICE

20. ?
WHY TPM
(a) Defect in process and rework ( scrap and quality defects requiring repair )
(b) Reduced yield between machine startup and stable production.
Defects
ENG. PRACTICE

21. REQUIREMENTS FOR TPM Maintain basic equipment conditions
Maintain operating conditions
Restore deterioration
Correct design weaknesses
Improve technical skill
Expose hidden defects
ENG. PRACTICE

22. The journey to hundred miles begins with one single step.
ENG. PRACTICE

23. TQM ROAD MAP
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.
ENG. PRACTICE

24. TQM ROAD MAP
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.
ENG. PRACTICE

25. TQM ROAD MAP
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.
Based on the critical process already identified , develop departmental TQM plans with well defined sub-targets and responsibilities.
Establish a mechanism for inter departmental co-ordination for determining agreed inputs and mutual support for attainment of departmental objectives.
ENG. PRACTICE

26. TQM ROAD MAP
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.
ENG. PRACTICE

27. TQM ROAD MAP
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.
ENG. PRACTICE

28. TQM ROAD MAP
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.
ENG. PRACTICE

29. 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

30. Quality is an endless journey
ENG. PRACTICE

31. Organization to support Customer satisfaction
ORGANISATION FOR KAIZEN P
GEMBA
Organization to support
Customer expectation
Customer satisfaction
Gemba place where value is added
ENG. PRACTICE

32. FIVE RULES OF GEMBA 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
ENG. PRACTICE

33. PDCA CYCLE PLAN ACTION DO CHECK Determine goals & targets
Take appropriate action
Determine methods of reaching goals
Engage in education & training
Check the effects of implementation
Implement work DO
CHECK
ENG. PRACTICE

34. STOP DEFECTS FLOWING DOWN.
UPSTREAM MANAGEMENT
STOP DEFECTS FLOWING DOWN.
Quality as a goal in development
productivity as a goal in development
Quality at the production process
Productivity on the lines
Quality at inspection phase problem solution
Productivity out the door problem avoidance
ENG. PRACTICE

35. 5’S Steps Seiri - Sorting. Seiton - Systematic Arrangement.
Systematic way of House Keeping.
Foundation for all Productivity Improvement Programs (PIP).
Steps
Seiri - Sorting.
Seiton - Systematic Arrangement.
Seiso - Spic and span.
Sikestsu - Serene Atmosphere.
Sitsuke - Self Discipline
It increases productivity, develops good working atmosphere & employee morale.
ENG. PRACTICE

36. Quality in Manufacturing & Service Organizations
ENG. PRACTICE

37. 5 S TECHNIQUE Seiri Seiton Seiso Sieketsu Shitsuke
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
ENG. PRACTICE

38. Seiri Sort out items and discard the unnecessary Check :
Do you find items scattered in your workplace
Are there boxes, papers and other items left in a disorganised manner.
Are there equipments and tools placed on the floor.
Are all items sorted out and placed in designated spots.
Are the tools properly sorted and stored
ENG. PRACTICE

39. Arrange a place for everything Everything in its place.
Seiton
Arrange a place for everything Everything in its place.
Check :
Are passages and storage places clearly indicated.
Are commonly used tools separated from those seldom used.
Are containers and boxes stacked up properly.
Are fire extinguishers and hydrants readily accessible.
Are there grooves , cracks or bumps on the floor which hinder work or safety.
ENG. PRACTICE

40. Seiso : Clean your workplace thoroughly. Check :
Are the floor surfaces dirty.
Are machines and equipment dirty.
Are wires and pipes dirty or stained.
Are machine nozzles dirty by lubricants and inks.
Are shades , light bulbs and light reflectors dirty.
ENG. PRACTICE

41. Seiketsu Maintain a standard. Check :
Is any one’s uniform dirty and untidy
Are there sufficient lights.
Is the noise or heat at your workplace causing discomfort.
Is the roof leaking
Do people eat at designated places only.
ENG. PRACTICE

42. Shitsuke : Check : 1. Are regular 5S checks conducted.
Train people to be disciplined
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.
ENG. PRACTICE