Persatuan Alumni AOTS Malaysia - Wawasan Open University

u1 

JAPAN FESTIVAL 2008 

Kaizen Seminar 

16 August 2008 

Wawasan Open University 

Presented by 

Theodore K C Wong 

Persatuan Alumni AOTS Malaysia

Slide 1 

u1 user, 10/8/2008

Japanese Translation 

Continual Improvement 


Introduction 

Masaaki Imai 

“KAIZEN, The Key to Japan’s Competitive Success” 

The Essence of Kaizen is simple and straight forward. 

Kaizen means improvement involving everyone. 

Kaizen philosophy 

Assures way of life – working, social, home – 

deserves to be constantly improved 


Introduction 

Three functions to happen simultaneously 

within organization. 

Maintenance 

Kaizen 

Abolition, Simplication, Alternation 

Innovation 


Perception 

Top Management 

Innovation 

Middle Management 

Kaizen 

Supervisors 

Maintenance 

Workers 


In Essence 

The Japanese term equates to 

forever continuous and gradual improvement. 

The approach is Philosophical and Pragmatic 

-“technology” built into the job process 

- change of method to achieve an objective. 

Implemented by middle / lower managers and workers, 

encouraged and directed 

by the top in Top Down Approach. 


Introduction 

Encompasses a collection of techniques for 

continuously improving performance / productivity 

for cost effectiveness, quality and delivery, 

without large capital investments 

i.e. small change within restriction. 

Contains two elements 

- improvement / corrective action to change for the better 

- ongoing / continuity / repetition 


Introduction 

Strives to empower the worker 

to increase worker satisfaction; 

facilitate a sense of accomplishment; 

create a sense of pride in one's work. 

Kaizen techniques create 

a relationship between the worker and the job; 

job process becomes a partner 

to achieve job objectives. 


APS, modifiedTPS 

•Customer focused 

•People orientated 

•Safety Quality Delivery Cost Morale 

•Process Orientated 

Just in Time 

•Takt Time 

•One-Piece Flow 

•Downstream Pull 

SMED 

Kanban 

3P 

Standard Work 

•5S 

•Visual Management 

•Job Instruction 

Thinking 

•How to think – 12 

paradigms 

•Reflection – face the facts 

•Ideas – Creativity & Craft 

Stability 

•4M focus 

•Demand & volume (heijunka) 

•Lonh-term philosophy 

Jidoka 

•Build in quality 

•Harmony of Human 

and Machine 

Stop the line 

5 Why s 

Poka Yoke 

Kaizen 

•Go See 

•PDCA 

•7 Wastes 

Accountability 

•Daily, weekly, monthly checks 

•Total Involvement 

Urgency 

•Escalation system 

•Speed of response 

Leadership 

•Zone control 

•Teams 


We deduce 

Kaizen concentrates on improving 

processes 

rather than achieving certain results 

Sugar 

Milk 

Mint 


Basics for Kaizen Implementation 

a. Discard conventional fixed ideas and challenge 

new idea. 

b. Think of how to do it, not why it cannot be done. 

Think that you can do it. 

c. Do not make excuses, start by questioning 

current practices. 

d. Correct it right away, if you make mistake. Do 

not allow it snowball to big problem. 


Basics for Kaizen Implementation 

e. Do not spend money for KAIZEN, use your 

WISDOM. 

f. Wisdom is brought out when faced with 

hardship. 

g. Ask “WHY” five times and seek root causes. 

h. Seek the wisdom of 10 people rather than the 

knowledge of one. Two heads are better than 

one. 

i. KAIZEN ideas are infinite. There is no perfect 

work. 

j. Do even a little thing. 


Process Concept 

Input 

4M: 

•Man 

•Machine 

•Method 

•Material 

Process 

Kaizen 

Output 


Kaizen Techniques include 

1. Variation Reduction 

2. Poka-Yoke (error-proofing) 

3. Standardized Work 

4. Workplace Organization 

5. Process Analysis (waste reduction) 

6. Lean/Agile 

7. 5S 

8. Quality Control Cycle (QCC) 


1. Variation Reduction 

Every task, job, or activity has a certain amount of 

inherent variation or variability. 

Reducing the amount of variation in each job, the chance 

of error occurring during the job process is reduced. 

By introducing “technology” to the situation, the inherent 

variation of the activity is reduced. 


2. Poka-Yoke (error-proofing) 

Poka-yoke are primarily devices 

- create a dialogue between the worker and the job. 

Inform the worker of the accuracy or suitability of each job 

action by way of 

physical constraints (symmetry / asymmetry, guide pins) 

attributes (size, weight, dimensions, material) 

sensors (all types). 







3. Standardised Work 

Establishing a pattern, a rhythm, or a flow to each job. 

May be self-imposed by the worker 

enforced by laws (wearing safety goggles, hard hats) 

regulations (sound ergonomic practices) 

operating standards/procedures. 


Comprises three elements : 

1. Takt Time - Available time to produce one unit of output 

= hours or seconds / shift outputs required / shift 

2. Work Sequence - order in which work is performed. 

Most efficient way work should be completed and is used 

as a safety tool to eliminate unsafe positions during 

equipment operation. 

3. Standard In-Process Stock - minimum amount of stock 

required to continue the sequence of operations. 



4. Workplace Organization 

Techniques involve keeping the work area clean 

using visual structuring to identify where tools 

inventory and materials are to be stored 

and having work materials positioned for ergonomic 

efficiency and worker safety. 

Principles of 5S 





5. Process Analysis (Waste Reduction) 

Focuses on the reduction of non-value added job 

components. 

Within production system, 67% of the workers’ time is 

spent on storage, 25% on handling, 3% on inspection and 

only 5% on process or value-added activity. 

To increase the amount of time spent on value-added 

activity, the storage, handling, and inspection percentages 

must be reduced. 


Waste 

• Waste is non value added 

activities. 

• Eliminate of waste is not kaizen; 

change of method to eliminate 

cause of waste is. 


Seven Types of Waste 

1. Early production* 

2. Waiting time 

3. Transportation 

4. Process 

5. Inventory* 

6. Non value added motion 

7. Product defect and rework* 



6. Lean / Agile 

Refers to system properties that are : 

Simple 

Mobile 

Adjustable 

Reusable 

: simple design, simple tools, simple assembly 

: portable, lightweight devices 

: devices that can quickly and easily reflect 

changes in the work environment, the 

product, and the product demands 

: materials may be reused as products, 

processes, or assembly volumes change. 

The life of the device may be geared to the 

life of the job, and workers may reuse 

the components in a new device or system 

configuration. 


Lean / Agile devices directly address issues of material 

handling, storage, and parts presentation / positioning for 

the workers. 

In this capacity they address the largest components of 

waste reduction ; storage and handling. 

Lean / Agile devices contribute to good workplace 

organization and visual structuring techniques. 






Productivity 

= 

Output 

__________________________ 

Quality, Cost, Time of Delivery 


Gemba 

Genchi Gembutsu 

VISIT and 

KNOW what 

is there and 

what to do 

Gemba 

vs 

MBWA 

VISIT and 

SEE and 

OBSERVE 

Workplace where value is added 


Impact from Kaizen 

1. Improvement in work 

2. Saving in energy, material and other resources 

3. Improvement in working environment 

4. Improvement in machines and processes 

5. Improvement in jigs & tools 

6. Improvement in office environment 

7. Improvement in product quality 

8. Ideas for new products 

9. Customer satisfaction & customer relation 


Kaizen Environment 

Everyday - some kind of improvement 

Management Activity - Increased Customer 

Satisfaction 

Quality First, Not Profit First - Prosper if Customer 

Satisfied 

Freely admit problems and suggest improvements 

X-functional system and collaborative approach 

towards problem solving 

Think process improvement w Mgt. support 


Cost Cutting ≈ job cuts 

Costs Cutting vs 

Cost Management 

using cheaper raw materials 

Cost Management = optimization of materials flow 

alignment and synchronization 

of production spread 

X-functional system and collaborative approach 

towards problem solving 

Think process improvement w Mgt. support 


Stumbling Blocks 

1. Management does not support it – Management drives 

the improvement process – require, enable, empower 

2. Lack objectives – set objectives with schedules, clear 

communication seems to motivate & guide staff – set 

goals, monitor, assist, achieve 

3. Employees do not know how to – Training and 

Education 

4. Short term attitude 

5. Copy or understand 

6. Management not at Gemba 


Quality 

• Customers set the ultimate criteria for 

quality. 

• If customers are satisfied, they will 

continue to patronize and the company 

will continue to survive. 



In Summary 

Kaizen = to take apart and put back together in a 

better way 

Applicable to any matter, such as processes, 

resources or people 

Small steps taken to produce desired process 

improvements instead of one big overhaul 

Safe way to implement quality 

Without human intervention, no process 

improvement using Kaizen 


Instil discipline of going to Gemba, directly observing the facts, 

make rapid practical improvements based on PDCA and or other 

scientific method 

Kaizen goes beyond the continuous improvement process. 

Kaizen is a belief that creativity of people is infinite. 

Kaizen is never being satisfied with things as they are. 

Kaizen means pursuing the ideal condition, even though it might 

not be achieved 

Kaizen is a Way of Thinking 

Kaizen activity does not need to follow a certain format, last a 

certain no. of days or even require you to call it “Kaizen”. 

What’s important is that changes are made based on certain 

underlying values and guiding principles. Begin with “today’s 

condition is the worst that it has even been”. Many small ideas 

are most times better than one big improvement. “Try-storming” 

rather than brainstorming. Kaizen must make the work easier for 

people. 


Kaizen as a Way of Life 

Our physical and social environment is constantly changing. 

We can use Kaizen to successfully adapt to these changes and 

make our lives better. 

The Kaizen we teach is more than a set of tools and techniques. It 

is a set of principles and a way of thinking. Kaizen is n ot a job for 

experts, it is part of everyone’s work. We tailor Kaizen 

instructions to make it relevant to the audience, so that lasting 

change is achieved. 



Thank you and Hope 

to see more of you

Persatuan Alumni AOTS Malaysia - Wawasan Open University

Create successful ePaper yourself

Delete template?

Save as template?