1. Total Quality
Management
Presentation (Internal-II)
Submitted to: Submitted by:
Dr. Piyush Kendurkar Jayant Nannore
MBA(BF)

3. Kaizen
( 改善 )
“Continuous Improvement”

4. 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).

5. Masaaki Imai
• Known as the “Lean Guru” and the father
of Continuous Improvement (CI)
• Pioneer and leader in spreading
the Kaizen philosophy all over the world
• Authored the book ’Kaizen: The Key to Japan’s
Competitive Success’
• Now companies around the world use kaizen for
greater productivity, speed, quality and profits with
minimal cost, time and effort, to get results and to
become recognized industry leaders.

6. 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.

7. 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

8. Kaizen Umbrella
Masaki Imai

9. Kaizen : Key principles
• The first is a heavy reliance on teamwork, in which
everyone's opinion is valued and considered.
• Workers also have strong personal discipline, and morale in
factories must improve under kaizen.
• Workers should also be confident about offering
suggestions for improvement, even when a system appears to
be functioning adequately
• Kaizen recognizes that there is always room for
improvement
• Finally, the system uses quality circles, worker groups who
meet and work together to solve problems and come up with
innovative changes.

10. KAIZEN and INNOVATION
KAIZEN INNOVATION
1. Effect Long-term and business as Short term and dramtic
usual
2. Pace Small Steps Big Steps
3. Time frame Continuous and Incremental Intermittent and non-
incremental
4. Change Gradual and constant Abrupt and volatile
5. Involvement Every-one Selected champions
6. Approach Collective group efforts, Individual ideas and efforts
systems approach
7. Mode Maintenance and Improvement Scrap and Rebuild
8. Effort Orientation People Technology
9. Practical Requirements Little investment but great Large investment but little effort
efforts to maintain to maintain
10. Advantage Works well in slow growth Better suited in fast growth
economy economy

11. INNOVATION plus KAIZEN
rd
St anda
New KAIZEN
INNOVATION
dard
Ne w Stan
KAIZEN
INNOVATION

12. Another comparison of Innovation and
KAIZEN
Innovation KAIZEN
Creativity Adaptability
Individualism Teamwork (systems approach)
Specialist-oriented Generalist-oriented
Attention to great leaps Attention to details
Technology-oriented people-oriented
Information: closed, proprietary Information: open, shared
Functional (specialist) orientation Cross-functional orientation
Seek new technology Build on existing technology
Line + staff Cross-functional organization
Limited feedback Comprehensive feedback

13. The Approach
• The Kaizen Approach is composed of 3 segments:
A. Pre-event Prep: Identify and plan narrowly
scoped events
• Reducing defects in order entry
• Implementing marketing metrics
• Performing customer surveys to get VoC
A. Kaizen Event: measure, analyze, implement, and
control improvements in one week
B. Follow-up Actions: remaining action items must
be completed within four weeks after event

14. Kaizen Event
• A few days, highly structured and coached intense
attack on waste in a process or work area by a
small group
When to use Kaizen
• Waste sources have been identified (Low-hanging
fruits)
• The scope of a problem is clearly defined
• Results are immediate and risk is minimal

15. Kaizen Training 15
Steps on Team Development
Forming
This is the development of a multi-functional
team with a variation of backgrounds and
knowledge
Storming Open & honest discussion, also brainstorming
Forming Stage where the group agrees how to
operate as a team
Performing Agreement on solutions & taking action
Adjourning Closing on the continues improvement process
after 30 days

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17. Management Oriented Group Oriented KAIZEN Individual Oriented
KAIZEN KAIZEN
Tools Seven Statistical Tools Seven Statistical Tools Common sense
New Seven Tools New Seven Tools Seven Statistical Tools
Professional skills
Involves Managers & Professional QC- circles group members Everybody
Target Focus on system & Procedures Within the same workshop Within one’s own work
area
Cycle (Period) Lasts for the duration of project Requires 4-5 months to Anytime
complete
Achievements As many as management chooses 2-3 per years Many
Supporting Line & Staff project team Small-group activities Suggestion system
system QC circles
Suggestion system
Implementation Sometimes require small Mostly inexpensive Inexpensive
cost investment to implement the
decision
Result New system and facility Improved work procedures On-the-spot improvement
improvement Revision of standard
Booster Improvement in Managerial Morale improvement Morale improvement
performance Participation KAIZEN awareness
Learning experience Self-development
Direction Gradual & visible improvement Gradual & visible improvement Gradual & visible
Marked upgrading of current improvement
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18. Who What Where When Why How
Who does it? What to do? Where to do it? When to do it? Why does he do it? How to do it?
Where is it
Who is doing it? What is being done? When is it done? Why do it? How to do it?
done?
Who should be Where should When should How should it be
What should be done? Why do it there?
doing it? It be done? it be done? done?
Can this method be
Who else can do What else can be Where else can What other time
Why do it then? used in other
it? done? it be done? can it be done?
areas?
Where else
Who else should What else should be What other time Is there any other
should it be Why do it that way?
do it? done? should it be done? way to do it?
done?
Where are 3- Are there any 3- Are there any
Who is doing 3- What 3-Mus are being Are there any time
Mus being Mus in the way of 3-MUs in the
Mus? done? 3-Mus ?
done? thinking? method?
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19. Team Rules
• Be open to change
• Maintain a positive attitude
• Never leave disagreements unspoken
• We’re not interested in assigning blame – only in creating
solutions!
• Practice mutual respect
• Treat others as you want to treated
• One person, one vote – position doesn’t matter
• The only stupid questions are the ones not asked
• Have fun!
• Understand the process, and…JUST DO IT!

20. Kaizen in Toyota
The Toyota Production System is known for it’s 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.

21. Toyota’s use of Kaizen to solve labor crisis
• In the early 1990s, Toyota was facing acute labor shortage
• Toyota’s 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 worker’s
production time rather than on best production time

22. Why Toyota stands Out than Big Three
Those company can execute better than competitors
at the micro level (process improvement) will be the
winner.

23. Kaizen to Toyota is the elimination of three
basic things like:
Muri (Overburden on employees)
Mura(Unevenness in production)
Muda (Waste)

24. PIT FALLS IN KAIZEN
• Resistance to change
• Lack of proper procedure to
implement
• Too much suggestion may
lead to confusion and time
wastage
24

25. Key Benefits of Kaizen
• Widely applicable – Can be used in both
manufacturing and non-manufacturing
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 turn-over.

26. Kaizen can be applied to real life
also…
Consider the case of a student’s 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.

27. 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.

28. When there is no
problem , there is no
potential for
improvements
KAIZEN starts with a problem,
more precisely the
recognition that a
problem exists

29. KAIZEN
PHILOSOPHY
“Be it our working life, our
social life, or our home life,
deserves to be constantly
improved”
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30. KAIZEN HELPS YOU TO…
SEE THE WASTE.
TURN PROBLEMS INTO PROFIT.
CONSTANTLY CHANGE FOR THE BETTER.