2. Kaizen Training Basic- -Manas Paul KAIZEN

3. Kaizen Training Basic- -Manas Paul WHAT IS KAIZEN CONTINUOUS IMPROVEMENT NEW TECHNOLOGY ADAPTATION

4. These improvement were made by involving all employees hence their Morale, Productivity and Quality went up, resulting in cost reduction Whenever any new technologies were introduce, the changeover was Very smooth. This approach is Called KAIZEN KAIZEN

5. Kaizen Training Basic- -Manas Paul KAIZEN Vs INNOVATION CONTINUOUS AND IS IN SMALL STEPS GRADUAL. INVOLVES EVERY BODY & GROUP BASED HUMANISTIC MAINTAIN & IMPROVE EXISTING SYSTEM. REQUIRES NO INVESTMENT. EFFECT IS LONG TERM & LONG LASTING BUT NOT OBVIOUS IN SHORT TERM. CONVENTIONAL KNOW-HOW BY WAY OF EXPERIENCE. SPORADIC AND IN BIG STEP SUDDEN. INVOLVES FEW. BRILIANT PEOPLE & IS INDIVIDUAL BASED. TECHNOLOGY ORIENTED. THROWS OLD SYSTEM BRINGS NEWER ONES. REQURIES HEAVY INSVESTMENT. DRAMATICALLY VISIBLE IN SHORT TERM BUT IS SMALLER IN LONG TERM RELIES ON NEW INVENTIONS & THEORIES.

6. Kaizen Training Basic- -Manas Paul 3-M

7. 3M MURI- INCONVENIENCE MUDA - WASTAGE MURA- INCONSISTANCY

8. Kaizen Training Basic- -Manas Paul 3M OBJECTIVE BASIC OBJECTIVE OF QUALITY CONTROL IS TO AVOID THESE 3M IN PRODUCTION PROCESS. BY IMPROVING. --- METHOD OF WORK. --- MACHINE LAYOUT --- HUMAN RELATIONSHIP

9. Kaizen Training Basic- -Manas Paul (INCONVENIENCE) 1M- MURI (INCONVENIENCE) -- HIGH SPEED WORK. -- UNCOMFORTABLE POSITION OF OPERATOR. -- DEPENDENCE ON PHYSICAL WORK. -- UNNECESSARILY HIGH STANDARDS -- LACK OF EDUCATION & TRAINING

10. Kaizen Training Basic- -Manas Paul -- TIME WASTAGE BY WORKERS. -- UNNECESSARY MOVEMENT IN THE PROCESS OF MATERIALS AS WELL AS MEN. -- SCRAP. -- REJECTED MATERIAL. -- HANDLING -- IMPROPER PLANNING -- IMPROPER MAINTENANCE OF MACHINE. 2M-MUDA (WASTAGE)

11. Kaizen Training Basic- -Manas Paul 3M-MURA (INCONSISTENCY) -- SOME WORKER WORK HARD AND OTHER DO NOT. -- INCONSISTENT QUALITY OF PARTS -- MACHINES ARE INCONSISTENT. -- LINES ARE NOT BALANCED

12. Kaizen Training Basic- -Manas Paul 3-K

13. 3-K Way to standardize the work and minimize mistake KIMERAARETA KOTA GA : WHAT HAS BEEN DECIDED KIHON DORI: EXAXTLY AS PER STANDARD KICHIN TO MAMORU: MUST BE FOLLOWED

14. Kaizen Training Basic- -Manas Paul 4-G Effective Problem Solving

15. Kaizen Training Basic- -Manas Paul GENCHI : GO TO THE ACTUAL PLACE GENBUTSU : SEE THE ACTUAL PROBLEM GENJITSU : TAKE REALISETIC ACTION BASE ON FACT. GENSOKU : ACTION MUST BE BASED ON SOUND THEORIES.

16. Kaizen Training Basic- -Manas Paul 5-S Improve Quality

17. Kaizen Training Basic- -Manas Paul WHAT IS WORK PLACE ORGANIZATION A SYSTEMATIC & RATIONAL APPROACH TO CLUTTER FREE, SAFE, WORKPLACE WITH THE OBJECTIVE OF REDUCING WASTE & PREPARING THE GROUND FOR FURTHER IMPROVEMENT.

18. 5s ( BACKGROUND ) SINCE THE EARLY 80`S JAPANES INDUSTRIES WIDELY PRACTICED 5S AS A POWERFUL TECHNIQUE AND QUALITY. TODAY 5S IS USED IN WORLDWIDE TO PREPARE THE GROUND FOR IMPROVEMENT.

19. Kaizen Training Basic- -Manas Paul 5s (ELEMENTS) 5 SIMPLE STEPS 1.SEIRI: SORTING OUT 2.SEITON: SYSTEMATIC ARRANGEMENT 3.SEISO: SPIC & SPAN (CLEANUP) 4.SEIKETSU: STANDARDIZATION 5.SHITSUKE: SELF DISCIPLINE

20. Kaizen Training Basic- -Manas Paul 5s (SEIRI) SORTING OUT, ORGANIZATION HUMAN TENDENCY OF NOT THROWING AWAY THINGS, BECAUSE WE THINK “ IT MIGHT COME IN HANDY SOME DAY” HOWEVER IN MOST CASE, WHEN YOU NEED THEM THEY ARE EITHER NOT TRACEABLE OR HAVE DETERIORATED BEYOND USE. SEIRI IS ABOUT SEPARATING THINGS WHICH IS NECESSARY FOR JOB FROM THOSE THAT ARE NOT & KEEPING THE NECESSARY ONCE.

21. Kaizen Training Basic- -Manas Paul 5s (SEIRI) SORTING OUT, ORGANIZATION 1. CLEARLY DISTINGUISH NEEDED ITEMS FROM UNNEEDED OR 2. IDENTIFY USABLE & NON – USABLE ITEM

22. Kaizen Training Basic- -Manas Paul 5s (SEIRI) SORTING OUT, ORGANIZATION HELPS TO : DECREASE UNNECESSARY ITEMS / RESERVE STOCK. EFFECTIVE SPACE UTILIZATION STOP MATERIALS FROM DETERIORATING AND / OR GETTING DAMAGE REDUCE WASTAGES, INCLUDING SEARCHING TIME.

23. Kaizen Training Basic- -Manas Paul 5s (SEITON) SYSTEMATIC ARRANGEMENT A RATIONAL ORDERLY AND METHODICAL ARRANGEMENT OF ALL ITEMS WE USE, RE – WORK OR WRITE OFF.

24. Kaizen Training Basic- -Manas Paul 5s (SEITON) SYSTEMATIC ARRANGEMENT PUTTING THINGS IN ORDER AFTER TO MINIMIZING SEARCH TIME AND ERRORS.

25. Kaizen Training Basic- -Manas Paul 5s (SEITON) SYSTEMATIC ARRANGEMENT STEPS: ENSURE RATIONAL LAYOUT OF MACHINES, EQUIPMENTS CABINETS. PLACES FREQUENTLY-USED ITEMS AT THE POINT OF USE. IDENTIFY EVERYTHING,USE LABELS,COLOUR CODE USE INDEXING FOR FILES RECORDS, DRAWINGS. EASY RETRIEVABILITY.CABINET, SHELVES, RACK SELF EXPLANATORY IDENTIFICATION AIDS. VISUALIZATION OF EACH THINGS TO MINIMIZING SEARCH TIME AND ERRORS.

26. Kaizen Training Basic- -Manas Paul 5s (SEITON) SYSTEMATIC ARRANGEMENT HELP TO REDUCE: PREPARATION AND MACHINE SETTING TIMINGS. TIME SPENT ON LOCATING OR WAITING FOR TOOLS PARTS / MATERIALS. PROCESSING TIME AND CYCLE TIME,BY IMPROVING THE LAYOUT OF THE WORK PLACE.

27. Kaizen Training Basic- -Manas Paul 5s (SEISO) CLEAN UP TO RETURN ITEMS AND PLACES USED DURING WORK,TO THEIR ORIGINAL CLEAN AND POLISHED CONDITION; AS WELL AS, DISPOSAL OF SCRAP AND LEFT –OVER MATERIALS, THUS PURIFYING. CLEANING BRINGS FRESHNESS, PROMOTES ORDERLY ENVIRONMENT, AND ON ORDERLY MIND.

28. Kaizen Training Basic- -Manas Paul 5s (SEISO) CLEAN UP UNDERSTANDING HOW TO PREVENT THINGS FROM GETTING DIRTY AND ENSURING TIP TOP CONDITION.

29. Kaizen Training Basic- -Manas Paul 5s (SEISO) CLEAN UP STEPS: SURVEY OF THE ORIGINS OF GRIME AND LEAKAGE. PRIORITIES FOR CLEANING WHERE GRIME IS MOST. STUDY WHY THINGS ARE DIRTY. STUDY POSSIBLE PLAN OF ACTION. DECIDE ON ACTION STEPS/ RESPONSIBILITY TIME FRAME.

30. Kaizen Training Basic- -Manas Paul 5s (SEISO) CLEAN UP HELP TO: INCREASING ACTUAL PRODUCTION, IMPROVED YIELDS. REDUCED ACCIDENT BY REDUCING / ELIMINATING: BREAKDOWNS. STEP AND ADJUSTMENT TIME. FREQUENT STOPPAGES PROCESS DEFECTS.

31. Kaizen Training Basic- -Manas Paul 5s (SEIKETSU) STANDARADISATION IT EXIST WHEN FIRST THREE PILLARS SORT SET-IN-ORDER AND SHINE ARE PROPERLY MAINTAINED MAKING SORT, SET-IN-ORDER AND SHINE A HABIT.

32. Kaizen Training Basic- -Manas Paul 5s (SEIKETSU) STANDARADISATION STEPS ARE: FIX RESPONSIBILITY FOR IMPLEMENTING AND EVALUATING SYSTEM. INTEGRATE THESE RESPONSIBILITY INTO ROUTINE WORK. CHECK HOW WELL THE SYSTEM IS WORKING AND SUSTAINING ITSELF.

33. Kaizen Training Basic- -Manas Paul 5s (SHITSUKE) SELF DISCIPLINE, SUSTAIN, PROPER ATTITUDE. INSTILLING THE ABILITY TO DO THINGS THE WAY THEY ARE SUPPOSED TO BE DONE, WITH REGARDS TO SAFETY RULES, PRACTICES AND PUNCTUALITY. EMPHASIS ON CREATING A WORKPLACE WITH GOOD WORKING HABITS.

34. Kaizen Training Basic- -Manas Paul 5s CONCLUSION WELL RECOGNIZED JAPANESE METHOD FOR WORK IMPROVEMENT. 5-S CONSISTS OF FIVE PRINCIPLES: ORGANIZATION NEATNESS CLEANING STANDARDIZATION DISCIPLINE.

35. Kaizen Training Basic- -Manas Paul 5s CONCLUSION 5-S WORK PLACE IS: HIGH IN QUALITY PRODUCTIVITY, KEEPS COST DOWN, ENSURE ON TIME DELIVERY, SAFE TO PEOPLE TO WORK MORALE IS HIGH IT IS ALSO THE STARING POINT FOR MANY COMMON QUALITY INITIATIVES SUCH AS QC CIRCLE, ISO-9000 AND TQM.

36. Kaizen Training Basic- -Manas Paul POKA-YOKE

37. Kaizen Training Basic- -Manas Paul POKA-YOKE (MISTAKE PROOFING) JAPANESE WORD FOR MISTAKE PROOFING. IS AVERY POWERFUL SET OF TECHNIQUE THAT EITHER KEEPS DEFECTS FROM NOT OCCURRING OR INDICATING IMMEDIATELY WHEN A DEFECT DOES OCCUR.

38. Kaizen Training Basic- -Manas Paul POKA-YOKE (MISTAKE PROOFING) THE CONCEPT IS SIMPLE IF MISTAKE ARE NOT PERMITTED TO ENTER THE PRODUCTION LINE, THEN QUALITY WILL BE HIGH AND REWORK LOW. THIS RESULT IN INCREASE CUSTOMER SATISFACTION AND LOWER COST AT THE SAME TIME THE RESULT IN HIGH CUSTOMER PERCEIVED VALUE.

39. Kaizen Training Basic- -Manas Paul POKA-YOKE STEPS: WHAT IS WRONG? WHERE WAS DEFECT DISCOVERED? WHERE WAS THE DEFECT MADE? WHAT IS THE DIFFERENCE IN TIME AND DISTANCE? WHAT WAS SUPPOSED TO HAPPEN? WHAT HAPPENED THAT WAS NOT SUPPOSED TO HAPPEN? WHY DID THE MISTAKE (NON STANDARD ELEMENT)HAPPENED?

40. Kaizen Training Basic- -Manas Paul POKA-YOKE STEPS: HOW CAN EACH NON STANDARD ELEMENT (MISTAKE) BE ELIMINATED? NOW ORGANIZE FOR IMPLEMENTING THE SELECTED POKA-YOKE. AFTER INSTALLING, TEST OUT AND NOTE THE RESULT. ARRANGE FOR PROPER MAINTENANCE.

41. Kaizen Training Basic- -Manas Paul POKA-YOKE CONCLUSION: INCORPORATE QUALITY INTO THE PROCESS. MISTAKE AND DEFECTS CAN BE ELIMINATED. DON’T HESITATE TO GO AHEAD WITH GOOD IDEAS AND IF AND IDEA DOESN’T WORK, DISCARD IT IMMEDIATELY. INSTEAD OF MAKING EXCUSES THINK OF WAY TO DEAL WITH PROBLEM WISDOM OF 10 IS BETTER THAN THE INSPIRATION OF ONE SEEKING THE TRUE CAUSE – 5WHYS AND 1 HOW.

42. Kaizen Training Basic- -Manas Paul EXACTNESS

43. EXACTNESS A MEANS OF ARRESTING VARIATIONS.

44. Kaizen Training Basic- -Manas Paul EXACTNESS MANAGEMENT HAS THREE KEY FUNCTIONS: RETAINMENT IMPROVEMENT BREAKTHROUGHS

45. Kaizen Training Basic- -Manas Paul EXACTNESS RETAINMENT IS BUILD ON TWO KEY FACTORS: EXACTNESS DAILY WORK MANAGEMENT.

46. Kaizen Training Basic- -Manas Paul EXACTNESS TO BECOME WORLD CLASS IS LAID IN UNDERSTANDING AND IMPLEMENTING EXACTNESS. PROF TSUDA USED TERM EXACTNESS TO SIMPLIFIES ‘EXACT’ FOR THE PURPOSE OR EFFECTIVENESS TO IMPROVE CONFIDENCE IN OUR PRODUCT QUALITY i.e. MEETING CUSTOMER REQUIREMENTS.

47. Kaizen Training Basic- -Manas Paul EXACTNESS EXACTNESS OF OPERATION COME THROUGH EXACTNESS IN: MAN METHOD MATERIAL MACHINE ENVIRONMENT

48. Kaizen Training Basic- -Manas Paul EXACTNESS ELEMENT CONTRIBUTE TO EXACTNESS : MACHINE CONDITION MACHINE SET UP AND CHANGE OVER. TOOL SETTING AND MONITORING CONDITION. EXACTNESS OF INPUT MATERIAL MATERIAL FEEDING ACCESSIBILITY OF TOOLS AND CONSUMABLES APPROPRIATE INFORMATION APPROPRIATENESS OF HANDLING EXACTNESS IN CHECKING

49. Kaizen Training Basic- -Manas Paul EXACTNESS ELEMENT CONTRIBUTE TO EXACTNESS: MEASUREMENT FEEDBACK GIVEN TO EACH WORK STATION SPC METHOD OF MAINTENANCE SKILL LEVEL OF OPERATOR COMMUNICATION ON WORK STATION / LINE. SAFETY OF OPERATOR HOUSEKEEPING.

50. Kaizen Training Basic- -Manas Paul P-D-C-A

51. PDCA PLAN: THINK FUTURE AND PLAN DO: ORGANIZE ALL RESOURCES TO REALIZE THE GOAL OF PLAN CHECK : CHECK THE RESULT, COMPARING THE GOAL OF PLAN AND ACTUAL ACT: TAKE COUNTERMEASURE AND PREVENTION NEXT PLAN

52. PDCA DEMING CYLCLE ( ORGANISED FOR PRODUCT LIFE CYCLE) MANAGEMENT CYCLE ( MODIFIED FOR GENERALUSE) DESIGN PRODUCTIONINSPECTION SALES& SERVICES PLAN DO CHECK ACT

53. Kaizen Training Basic- -Manas Paul P-D-C-A METHODOLOGY PLAN RESULT AND THEN PROCESS (WHAT/ EFFECT)(HOW/ CAUSE) DO TRAIN AND THEN IMPLEMENT CHECK : RESULT AND ALSO PROCESS ACT: COUNTERMEASURE & OR MAINTAIN AS (FOR RESULTS) IT IS & PREVENTIONIMPROVE (FOR CAUSES)

54. Kaizen Training Basic- -Manas Paul Thank you