SlideShare une entreprise Scribd logo
1  sur  22
Télécharger pour lire hors ligne
AA STRATEGY FORY FOR
PERFORMANCEPERFORMANCE
EXCELLENCEEXCELLENCE
CONTINUOUS
IMPROVEMENT
FOR THE
BETTER
Kaizen aims to eliminate waste ("activities that add cost but do notKaizen aims to eliminate waste ("activities that add cost but do not
add value").add value").
It is often the case that this means "to take it apart and put backIt is often the case that this means "to take it apart and put back
together in a better way."together in a better way."
This is then followed by standardisation of this 'better way' withThis is then followed by standardisation of this 'better way' with
others, through standardized work.others, through standardized work.
Process-Oriented Thinking
vs.
Result-Oriented Thinking
Kaizen concentrates at improving the
process rather than at achieving certain
results.
Such managerial attitudes and process
thinking make a major difference in how
an organization masters change and
achieves improvements.
Kaizen final ppt
Kaizen and Management
Management has two major components:
Maintenance, and Improvement.
MAINTENANCE: The objective of the maintenance function is
to maintain current technological, managerial, and operating
standards.
IMPROVEMENT: Under the improvement function,
management works continuously towards revising the current
standards, once they have been mastered, and establishing
higher ones. Improvement can be broken down between
innovation and Kaizen. Innovation involves a drastic
improvement in the existing process and requires large
investments. Kaizen signifies small improvements as a result
of coordinated continuous efforts by all employees.
Visual Control & the Workstation
The 5 SThe 5 S
To Sort
Eliminate what’s
not absolutely
necessary
To Sanitize
Improvement of
the workstation.
Be organized to
reduce clutter.
To Straighten
Ensure space for each
thing, and a thing for
each space. No more
searching.
To Sweep
Maintain a clean and
orderly space to make
problems easily
identifiable. Eliminate
rejects and scrap..
To Sustain
Maintain
continuous effort.
This is a way of
life.
Employee Empowerment: the Suggestion System
• The suggestion system is an integral part of an established management system that aims at involving
employees in Kaizen. The number of worker's suggestions is regarded as an important criteria in reviewing
the performance of the worker's supervisor and the manager of the supervisor.
• The Japanese management encourages employees to generate a great number of suggestions and works
hard to consider and implement these suggestions, often incorporating them into the overall Kaizen strategy.
Management also gives due recognition to employee's efforts for improvement. An important aspect of the
suggestion system is that each suggestion, once implemented, leads to an upgraded standard.
Kaizen's Starting Point:
Setting the Right Mindset & Business Environment
• not a single day should go by without some kind of improvement being made somewhere in the company
• customer-driven strategy for improvement - any management activity should eventually lead to increased
customer satisfaction
• quality first, not profit first - an enterprise can prosper only if customers who purchase its products or services
are satisfied
• recognition that any corporation has problems and establishing a corporate culture where everyone can
freely admit these problems and suggest improvement
• problem solving is seen as cross-functional systemic and collaborative approach
• emphasis on process - establishing a way of thinking oriented at improving processes, and a management
system that supports and acknowledges people's process-oriented efforts for improvement
The Key Kaizen Practices
Mindset & Culture Production Process
• customer orientation
• quality control (QC) circles
• suggestion system
• discipline in the workplace
• small-group activities
• cooperative labor-
management relations
• total quality control (TQC)
• quality improvement
• automation & robotics
• autonomation
• zero defects
• total productive
maintenance (TPM)
• kamban
• just-in-time (JIT)
• productivity improvement
• new product development
Kaizen final ppt
Definition
• Voluntary groups of employees who work on
similar tasks or share an area of responsibility
• They agree to meet on a regular basis to discuss &
solve problems related to work.
• They operate on the principle that employee
participation in decision-making and problem-
solving improves the quality of work
Genesis
• Quality Circles were first seen in the United States in the
1950’s
• After World War I Japanese started using them for
improving products and reliability of manufacturing
• Circles were developed by Dr, Kaoru Ishikawa in Japan in
the 1960’s
• By 1975 Japanese were topping the world in quality and
Productivity
• Circles were re-exported to the US in the early 1970’s and
was accepted all over the world
• 1980s brought TQM and reduction in use of Quality
Circles
Philosophy
1. It is people – building philosophy
2. It is based on providing self - motivation
3. Also based on deriving happiness in improving
environment without any compulsion or monetary
benefits.
4. It calls for progressive attitude on the part of
management
5. Willingness of management to make adjustment in style
and culture
Concept
Quality Circle concept has three major attributes:
a. Quality Circle is a form of participation management.
b. Quality Circle is a human resource development
technique.
c. Quality Circle is a problem solving technique.
The concept of Quality Circle is primarily based upon
recognition of the value of the worker as a human being,
as someone who willingly activises on his job, his wisdom,
intelligence, experience, attitude and feelings.
Objectives
The objectives of Quality Circles are multi-faced.
a) Change in Attitude.
From "I don’t care" to "I do care"
Continuous improvement in quality of work life through
humanisation of work.
b) Self Development
Bring out ‘Hidden Potential’ of people
People get to learn additional skills.
Objectives
c) Development of Team Spirit
Individual Vs Team – "I could not do but we did it"
Eliminate inter departmental conflicts.
d) Improved Organisational Culture
Positive working environment.
Total involvement of people at all levels.
Higher motivational level.
Participate Management process.
Organisational Structure
Basic Framework of Organisational Structure for Quality Circles
Steering Committee
Coordinator
Facilitator
Circle Leader
Circle Members
Launching Quality Circles
 Expose middle level executives to the concept.
Explain the concept to the employees and invite them to
volunteer as members of Quality Circles.
Nominate senior officers as facilitators
Form a steering committee.
The Steps involved in launching of quality circles are:
Arrange training of coordinators, facilitators in basics of
Quality Circle approach, implementation, techniques and
operation. Later facilitator may provide training to Circle leaders
and Circle members.
A meeting should be fixed preferably one hour a week for the
Quality Circle to meet
Formally inaugurate the Quality Circle.
Arrange the necessary facilities for the Quality Circle meeting
and its operation.
Launching Quality Circles
Training
Training is very essential for successful operation of Quality Circles
Such Training comprises of:
 Brief Orientation programme for top management
 Programme for middle level executives
 Training for facilitators
 Training for circle leaders
Process of Operation
1. Problem Identification: Identify a number of problems
2. Problem Selection: Check priority and importance
3. Problem analysis
4. Generate alternative solutions
5. Select most appropriate solution
6. Prepare plan of action
7. Present solution to management
8. Implementation of solution
Basic problem solving Techniques
Techniques Used
1. Brain Storming
2. Pareto Diagrams
3. Case and Effect Relation
4. Data Collection
5. Data Analysis
Tools used for analysis
1. Tables
2. Bar Charts, Line Graphs
3. Histograms
4. Control Charts
5. Scatter diagrams
Benefits Limitations
• Increase Productivity
• Improve Quality
• Boost Employee Morale
• Inadequate Training
• Unsure of Purpose
• Not truly Voluntary
• Lack of Management
Interest
• Quality Circles are not
really empowered to
make decisions.

Contenu connexe

Tendances (20)

Kaizen
KaizenKaizen
Kaizen
 
Kizen
KizenKizen
Kizen
 
Kaizen Ppt
Kaizen PptKaizen Ppt
Kaizen Ppt
 
TQM kaizen modified
TQM kaizen modifiedTQM kaizen modified
TQM kaizen modified
 
Quality Circles
Quality CirclesQuality Circles
Quality Circles
 
A Kaizen - Continues Improvement
A Kaizen - Continues ImprovementA Kaizen - Continues Improvement
A Kaizen - Continues Improvement
 
Kaizenpresentation
KaizenpresentationKaizenpresentation
Kaizenpresentation
 
Kaizen
KaizenKaizen
Kaizen
 
Kaizen Innovation in Manufacturing
Kaizen Innovation in ManufacturingKaizen Innovation in Manufacturing
Kaizen Innovation in Manufacturing
 
Kaizen
KaizenKaizen
Kaizen
 
Kaizen Poster
Kaizen PosterKaizen Poster
Kaizen Poster
 
Lean ppt
Lean pptLean ppt
Lean ppt
 
Continuous Improvement
Continuous ImprovementContinuous Improvement
Continuous Improvement
 
Kaizen
KaizenKaizen
Kaizen
 
Kaizen study material
Kaizen study materialKaizen study material
Kaizen study material
 
kaizen presentation in 5th national kaizen competition at CICU ludhiana-Punj...
 kaizen presentation in 5th national kaizen competition at CICU ludhiana-Punj... kaizen presentation in 5th national kaizen competition at CICU ludhiana-Punj...
kaizen presentation in 5th national kaizen competition at CICU ludhiana-Punj...
 
Kaizen
Kaizen Kaizen
Kaizen
 
5S Techniques by Operational Excellence Consulting
5S Techniques by Operational Excellence Consulting5S Techniques by Operational Excellence Consulting
5S Techniques by Operational Excellence Consulting
 
Kaizen
KaizenKaizen
Kaizen
 
Kaizen – road map to world class processes
Kaizen – road map to world class processesKaizen – road map to world class processes
Kaizen – road map to world class processes
 

En vedette (20)

Toyota’s kaizen experience
Toyota’s kaizen experienceToyota’s kaizen experience
Toyota’s kaizen experience
 
Becoming lean john shook lean manufacturing
Becoming lean john shook lean manufacturingBecoming lean john shook lean manufacturing
Becoming lean john shook lean manufacturing
 
Productivity and quality_mgmt_v2
Productivity and quality_mgmt_v2Productivity and quality_mgmt_v2
Productivity and quality_mgmt_v2
 
TOYOTA PRODUCTION SYSTEM (TPS)
TOYOTA PRODUCTION SYSTEM (TPS)TOYOTA PRODUCTION SYSTEM (TPS)
TOYOTA PRODUCTION SYSTEM (TPS)
 
JIT for manufacturing ppt
JIT for manufacturing pptJIT for manufacturing ppt
JIT for manufacturing ppt
 
Poka yoke
Poka yokePoka yoke
Poka yoke
 
Just In Time - Operations Management
Just In Time - Operations ManagementJust In Time - Operations Management
Just In Time - Operations Management
 
Poka yoke
Poka yokePoka yoke
Poka yoke
 
Tps and lean manufacturing
Tps and lean manufacturingTps and lean manufacturing
Tps and lean manufacturing
 
Business Process Re-engineering
Business Process Re-engineeringBusiness Process Re-engineering
Business Process Re-engineering
 
Tqm Final Ppt
Tqm Final PptTqm Final Ppt
Tqm Final Ppt
 
Business Process Reengineering Complete
Business Process Reengineering   CompleteBusiness Process Reengineering   Complete
Business Process Reengineering Complete
 
PPT ON Just in time technique (JIT)
PPT ON Just in time technique (JIT)PPT ON Just in time technique (JIT)
PPT ON Just in time technique (JIT)
 
Business process reengineering
Business process reengineeringBusiness process reengineering
Business process reengineering
 
Business process reengineering
Business process reengineeringBusiness process reengineering
Business process reengineering
 
Poka Yoke Final Ppt
Poka Yoke  Final PptPoka Yoke  Final Ppt
Poka Yoke Final Ppt
 
Poka yoke
Poka yokePoka yoke
Poka yoke
 
Just in time manufacturing ppt
Just in time manufacturing pptJust in time manufacturing ppt
Just in time manufacturing ppt
 
Tqm power point
Tqm power pointTqm power point
Tqm power point
 
Total Quality Management (TQM)
Total Quality Management (TQM)Total Quality Management (TQM)
Total Quality Management (TQM)
 

Similaire à Kaizen final ppt (20)

Qualitycircle tqm
Qualitycircle   tqmQualitycircle   tqm
Qualitycircle tqm
 
Quality circle
Quality circle Quality circle
Quality circle
 
Quality circles-ppt
Quality circles-pptQuality circles-ppt
Quality circles-ppt
 
QUALITY-CIRCLES-ppt.pptx
QUALITY-CIRCLES-ppt.pptxQUALITY-CIRCLES-ppt.pptx
QUALITY-CIRCLES-ppt.pptx
 
Basic concept of q c
Basic concept of q cBasic concept of q c
Basic concept of q c
 
Basic concept of qc
Basic concept of qcBasic concept of qc
Basic concept of qc
 
MBA TQM 5s.pdf
MBA TQM 5s.pdfMBA TQM 5s.pdf
MBA TQM 5s.pdf
 
Lean healthcare
Lean healthcareLean healthcare
Lean healthcare
 
Quality Circle.pptx
Quality Circle.pptxQuality Circle.pptx
Quality Circle.pptx
 
Human resource development and Quality Circle
Human resource development and Quality CircleHuman resource development and Quality Circle
Human resource development and Quality Circle
 
Quality circles
Quality circlesQuality circles
Quality circles
 
Participative quality management
Participative quality managementParticipative quality management
Participative quality management
 
Quality circle
Quality circleQuality circle
Quality circle
 
The Compiled Presentation,QC
The Compiled Presentation,QCThe Compiled Presentation,QC
The Compiled Presentation,QC
 
Qcc
QccQcc
Qcc
 
UNIT-3-QUALITY CIRCLES.pptx
UNIT-3-QUALITY CIRCLES.pptxUNIT-3-QUALITY CIRCLES.pptx
UNIT-3-QUALITY CIRCLES.pptx
 
Quality circle 2
Quality circle 2Quality circle 2
Quality circle 2
 
Quality circles
Quality circlesQuality circles
Quality circles
 
Change management ppt |
Change management ppt |Change management ppt |
Change management ppt |
 
Quality circle
Quality circleQuality circle
Quality circle
 

Dernier

The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Trauma Training Service for First Responders
Trauma Training Service for First RespondersTrauma Training Service for First Responders
Trauma Training Service for First RespondersBPOQe
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Scrum Events & How to run them effectively
Scrum Events & How to run them effectivelyScrum Events & How to run them effectively
Scrum Events & How to run them effectivelyMarianna Nakou
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhangmcgroupjeya
 

Dernier (20)

The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Trauma Training Service for First Responders
Trauma Training Service for First RespondersTrauma Training Service for First Responders
Trauma Training Service for First Responders
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Scrum Events & How to run them effectively
Scrum Events & How to run them effectivelyScrum Events & How to run them effectively
Scrum Events & How to run them effectively
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
MC Heights construction company in Jhang
MC Heights construction company in JhangMC Heights construction company in Jhang
MC Heights construction company in Jhang
 

Kaizen final ppt

  • 1. AA STRATEGY FORY FOR PERFORMANCEPERFORMANCE EXCELLENCEEXCELLENCE
  • 2. CONTINUOUS IMPROVEMENT FOR THE BETTER Kaizen aims to eliminate waste ("activities that add cost but do notKaizen aims to eliminate waste ("activities that add cost but do not add value").add value"). It is often the case that this means "to take it apart and put backIt is often the case that this means "to take it apart and put back together in a better way."together in a better way." This is then followed by standardisation of this 'better way' withThis is then followed by standardisation of this 'better way' with others, through standardized work.others, through standardized work.
  • 3. Process-Oriented Thinking vs. Result-Oriented Thinking Kaizen concentrates at improving the process rather than at achieving certain results. Such managerial attitudes and process thinking make a major difference in how an organization masters change and achieves improvements.
  • 5. Kaizen and Management Management has two major components: Maintenance, and Improvement. MAINTENANCE: The objective of the maintenance function is to maintain current technological, managerial, and operating standards. IMPROVEMENT: Under the improvement function, management works continuously towards revising the current standards, once they have been mastered, and establishing higher ones. Improvement can be broken down between innovation and Kaizen. Innovation involves a drastic improvement in the existing process and requires large investments. Kaizen signifies small improvements as a result of coordinated continuous efforts by all employees.
  • 6. Visual Control & the Workstation The 5 SThe 5 S To Sort Eliminate what’s not absolutely necessary To Sanitize Improvement of the workstation. Be organized to reduce clutter. To Straighten Ensure space for each thing, and a thing for each space. No more searching. To Sweep Maintain a clean and orderly space to make problems easily identifiable. Eliminate rejects and scrap.. To Sustain Maintain continuous effort. This is a way of life.
  • 7. Employee Empowerment: the Suggestion System • The suggestion system is an integral part of an established management system that aims at involving employees in Kaizen. The number of worker's suggestions is regarded as an important criteria in reviewing the performance of the worker's supervisor and the manager of the supervisor. • The Japanese management encourages employees to generate a great number of suggestions and works hard to consider and implement these suggestions, often incorporating them into the overall Kaizen strategy. Management also gives due recognition to employee's efforts for improvement. An important aspect of the suggestion system is that each suggestion, once implemented, leads to an upgraded standard. Kaizen's Starting Point: Setting the Right Mindset & Business Environment • not a single day should go by without some kind of improvement being made somewhere in the company • customer-driven strategy for improvement - any management activity should eventually lead to increased customer satisfaction • quality first, not profit first - an enterprise can prosper only if customers who purchase its products or services are satisfied • recognition that any corporation has problems and establishing a corporate culture where everyone can freely admit these problems and suggest improvement • problem solving is seen as cross-functional systemic and collaborative approach • emphasis on process - establishing a way of thinking oriented at improving processes, and a management system that supports and acknowledges people's process-oriented efforts for improvement
  • 8. The Key Kaizen Practices Mindset & Culture Production Process • customer orientation • quality control (QC) circles • suggestion system • discipline in the workplace • small-group activities • cooperative labor- management relations • total quality control (TQC) • quality improvement • automation & robotics • autonomation • zero defects • total productive maintenance (TPM) • kamban • just-in-time (JIT) • productivity improvement • new product development
  • 10. Definition • Voluntary groups of employees who work on similar tasks or share an area of responsibility • They agree to meet on a regular basis to discuss & solve problems related to work. • They operate on the principle that employee participation in decision-making and problem- solving improves the quality of work
  • 11. Genesis • Quality Circles were first seen in the United States in the 1950’s • After World War I Japanese started using them for improving products and reliability of manufacturing • Circles were developed by Dr, Kaoru Ishikawa in Japan in the 1960’s • By 1975 Japanese were topping the world in quality and Productivity • Circles were re-exported to the US in the early 1970’s and was accepted all over the world • 1980s brought TQM and reduction in use of Quality Circles
  • 12. Philosophy 1. It is people – building philosophy 2. It is based on providing self - motivation 3. Also based on deriving happiness in improving environment without any compulsion or monetary benefits. 4. It calls for progressive attitude on the part of management 5. Willingness of management to make adjustment in style and culture
  • 13. Concept Quality Circle concept has three major attributes: a. Quality Circle is a form of participation management. b. Quality Circle is a human resource development technique. c. Quality Circle is a problem solving technique. The concept of Quality Circle is primarily based upon recognition of the value of the worker as a human being, as someone who willingly activises on his job, his wisdom, intelligence, experience, attitude and feelings.
  • 14. Objectives The objectives of Quality Circles are multi-faced. a) Change in Attitude. From "I don’t care" to "I do care" Continuous improvement in quality of work life through humanisation of work. b) Self Development Bring out ‘Hidden Potential’ of people People get to learn additional skills.
  • 15. Objectives c) Development of Team Spirit Individual Vs Team – "I could not do but we did it" Eliminate inter departmental conflicts. d) Improved Organisational Culture Positive working environment. Total involvement of people at all levels. Higher motivational level. Participate Management process.
  • 16. Organisational Structure Basic Framework of Organisational Structure for Quality Circles Steering Committee Coordinator Facilitator Circle Leader Circle Members
  • 17. Launching Quality Circles  Expose middle level executives to the concept. Explain the concept to the employees and invite them to volunteer as members of Quality Circles. Nominate senior officers as facilitators Form a steering committee. The Steps involved in launching of quality circles are:
  • 18. Arrange training of coordinators, facilitators in basics of Quality Circle approach, implementation, techniques and operation. Later facilitator may provide training to Circle leaders and Circle members. A meeting should be fixed preferably one hour a week for the Quality Circle to meet Formally inaugurate the Quality Circle. Arrange the necessary facilities for the Quality Circle meeting and its operation. Launching Quality Circles
  • 19. Training Training is very essential for successful operation of Quality Circles Such Training comprises of:  Brief Orientation programme for top management  Programme for middle level executives  Training for facilitators  Training for circle leaders
  • 20. Process of Operation 1. Problem Identification: Identify a number of problems 2. Problem Selection: Check priority and importance 3. Problem analysis 4. Generate alternative solutions 5. Select most appropriate solution 6. Prepare plan of action 7. Present solution to management 8. Implementation of solution
  • 21. Basic problem solving Techniques Techniques Used 1. Brain Storming 2. Pareto Diagrams 3. Case and Effect Relation 4. Data Collection 5. Data Analysis Tools used for analysis 1. Tables 2. Bar Charts, Line Graphs 3. Histograms 4. Control Charts 5. Scatter diagrams
  • 22. Benefits Limitations • Increase Productivity • Improve Quality • Boost Employee Morale • Inadequate Training • Unsure of Purpose • Not truly Voluntary • Lack of Management Interest • Quality Circles are not really empowered to make decisions.