Total Quality Management

Kaizen
()
Continuous Improvement

Introduction

Kaizen literally means improvement in Japanese. From business management point of view it is defined as the measures for implementing continuous improvement. It is a method that strives toward perfection by eliminating waste (MUDA) in the work place (GEMBA).

The Origin of Kaizen

The foundation of Kaizen was laid in Japan after the Second World War, when the country was attempting to rebuild infrastructure and rethink many systems. Several American experts on workplace improvement including W. Edwards Deming and Joseph Juran came to Japan to lecture and teach. Using information from these individuals regarding the TWI (Training Within Industry) programs , the concept of Kaizen began to be formed and it took off in the 1950s.

When there is no problem , there is no potential for improvements

KAIZEN starts with a problem, more precisely the

recognition that a problem exists

Philosophy

Western philosophy may be summarized as, "if it ain't broke, don't fix it.
The Kaizen philosophy is to "do it better, make it better, improve it even if it isn't broken, because if we don't, we can't compete with those who do. No blame games

KAIZEN The Concept

Process Oriented Approach

Leads

to Improved Results

Focus on the process improvement without loosing sight of the expected results.

People Oriented Approach

Focus

on .

Discipline Time Management Skill Development

Participation and Involvement

Morale Communication

THE FIVE MAIN ELEMENTS OF KAIZEN

Teamwork Personal discipline Improved morale Quality circles Suggestions for improvement

Principles

Focus on customer Make improvement continuously Develop self discipline Acknowledge problems and promote openness' Whole organization working as a team to solve problem

Create work teams Cross-functional teams.

Right relationship process

Inform every employee

Enable every employee

Stages

Kaizen Sheet

The 3 MUs of Kaizen

Eliminate Muda (Waste)
The seven deadly wastes

Muda over production Muda of stock

Muda of transport
Muda of defects Muda of delays

Muda of motion
Muda of over processing

Eliminate Mura (Inconsistencies in a system)

The Inconsistencies may be due to

Time Place Person Material

Eliminate Muri (Physical strain)

Bend to work Push Hard

Lift weights
Repeat tiring action Wasteful walk

KAIZEN UMBRELLA CONCEPT

Kaizen in Toyota
The Toyota Production System is known for its use of kaizen.

After World War II, Taiichi Ohno was charged with setting up machine shops for Toyota. He studied the Ford production systems. He analyzed the various productive measures and discrepancies in the system. Based on the analysis, he outlined several production strategies for Toyota. These production strategies later became benchmarks for production practices across the world. Toyota thus became one of the first companies in the world to adopt practices such as Kaizen. Analysts however feel that Kaizen kept TPS, JIT, Kanban and other practices working smoothly as an interlinked strategic operational plan.

Toyotas use of Kaizen to solve labor crisis

In the early 1990s, Toyota was facing acute labor shortage Toyotas initial management focus was on increasing production efficiency through higher production levels with less number of workers. This resulted in increased stress and worker exodus The global upsurge in car demand during 1987-1991 led to drastic increase in demand for labors Toyota realized that it would have to rely on Kaizen for modifying its existing assembly lines to attract workers. The company decided to change its working conditions to accommodate workers of more diverse nature The management decided to allow plants to set their own annual production efficiency targets. Production efficiency measurement was based on workers production time rather than on best production time

An Etios or a Corolla rolls off the assembly line in Toyota's Plant No. 2 in Bidadi, Karnataka, every 119 seconds, and an Innova or Fortuner in Plant No. 1 every 162 seconds. In 16.5 hours of operation in a day, the two plants produce a total of 744 vehicles.

Both these plants have reached an efficiency of 95% by the use of Kaizen

Why Toyota stands Out than Big Three

The company that can execute better at the micro level (process improvement) than competitors will be the winner.

Key Benefits of Kaizen

Widely applicable Can be used in both manufacturing and nonmanufacturing environments Highly effective & results oriented - Kaizen events will generate quick results, Measurable results, Establish the baseline, and measure the change Higher operational efficiency Reduces wastage, like inventory waste, time waste, workers motion Improves space utilization and product quality A Learning Experience Every member of a Kaizen Team will walk away from the event learning something new. Encourages big picture thinking Results in higher employee morale and job satisfaction, and lower turnover.

PIT FALLS IN KAIZEN

22

Resistance to change
Lack of proper procedure to implement Too much suggestion may lead to confusion and time wastage

Kaizen can be applied to real life also

Consider the case of a students bag. The items can be classified into Notes and assignments Stationary (pens, notepads etc.) Other items like calculators, pen drive etc. Regular checking of the stationary items ensures that the notemaking is not affected due to lack of stationary. Keeping notes and assignments organized enables faster access to them. Overall checking of bag at regular intervals ensures that no necessary items are missing.

Conclusion

Kaizen or continuous improvement should be a part of our everyday life. The concept is simple but if properly applied can lead to significant efficiency improvements for organizations. Kaizen and its associated concepts like PDCA, Kanban and Quality Circles have been critical to the success of large organizations like Toyota, Canon and Nippon.

Be it our working life, our social life, or our home life, deserves to be constantly improved