Mr. Sagar Malkapure has worked his way up from an engineer to a senior engineer at Kalyani Technoforge Ltd. He obtained his ME in design and MBA in operations. He is currently working in the TPM department to achieve operational excellence. The presentation discusses the continuous improvement process of Kaizen. It defines Kaizen as a problem-solving process for achieving total quality in a factory or organization. The key aspects of Kaizen covered are identifying problems, conducting a situation analysis, performing a root cause analysis, identifying countermeasures, implementing countermeasures, evaluating effectiveness, standardizing effective processes, and monitoring Kaizen activities. The goal of Kaizen is to make small, incremental improvements on a

1. A continuous improvement

2. Brief Introduction
Mr. Sagar Malkapure
M.E (Design), MBA (Operations)
Currently working as Senior Engineer in Kalyani Technoforge Ltd.
Without change there is no innovation, creativity, or incentive for improvement. Those
who initiate change will have a better opportunity to manage the change that is
inevitable”
2
+91-7350635063sbmalkapure@gmail.com Sagar Malkapure

3. Timeline
ME-Design
(First Class)
From University
of Pune
BE-Mechanical
(First Class)
From University
of Mumbai.
2011 2015 2020
2014 2017
Joined KTFL
Started working in
Production Dept.
KTFL - TPM
Currently working in
TPM dept. to achieve
an Operational
Excellence.
MBA-Operations
(Distinction)
From Bharti Vidyapeeth
Deemed University.
3

4. Objectives of the session
4
01
02
03
04
05
Understand What is Kaizen?
Understand what is “problem” and
levels of problem
Process of Kaizen
Steps of kaizen
Monitoring and Evaluation of KAIZEN activities

5. What is “KAIZEN”?
5
• “KAIZEN” is a problem
solving process for achieving
a Total Quality Managed
factory/organization
• It is repetitive (continuous)
possible changes on your
way of working
改 善
KAI ZEN
“Change” & “Improvement”
II
Change for the better

6. What is “Problem”?
6
Difference/Gap between “Desired status” and
“Actual /current situation” is “problem(s)”
Desired/Ideal status
Actual situation
e.g. This house was supposed
to built in 6 months
e.g. 6 months passed but
not yet completed
Gap(s)
Problem(s)

7. What is “Problem”?..(contd..)
7
Desired/Ideal status
Actual situation
best practices,
professional standards or
expected goal in hospital
service provision
“Filling the gap (solving problem)”
KAIZEN
Clarifying ideal situation can help you to
identify problems in your working place

8. Level of problems – level of KAIZEN
8
Management level
of KAIZEN needed
Small KAIZEN
needed
Large KAIZEN
needed
Very few
Large issues
Few medium
issues
Many small
issues
60%
30%
10%

9. Differences between - large and small problems
9
• “Large problem” is composed
of several “contributing
factors”
• Small problem is simple
composition. Not complicated
Contributing factor 4
Contributing factor 2
Contributing factor 3
Contributing factor 1
Large problem Small problem
Small KAIZENKAIZEN Process (QC story)

10. Process of KAIZEN
10

11. Steps of kaizen
11

12. PDCA cycle and “KAIZEN”
12

13. KAIZEN theme selection
13

14. Did you select good KAIZEN theme?
14
Possible KAIZEN themes need to be checked its feasibility by impact, urgency, possibility,
resource availability
• Impact
– What is the impact, when it is implemented?
– Is it possible to get impact with little inputs?
• Urgency
– De we have do immediately?
• Possibility
– Is it possible to complete whole KAIZEN process within 6 months?
– Is it possible to carry out KAIZEN process within your department?
– Are we not given a burden to service users?
• Resources
– Possible to implement with existing resource?
– Require involvement of many sections?
– Is data and information available for situation analysis? If not available, is it possible to collect?
– Who and how many staff are going be involved?

15. Situation Analysis
15

16. Steps of situation analysis
16
Identify
contributing
factors
Identify
measurable
data and
information
Define
methodologi
es for data
collection
Conduct data
collection
Develop a
calculation
table
Develop
Pareto chart
Set target

17. Root Cause Analysis
17

18. KAIZEN Step 2 and Step 3
18

19. Cause-Effect diagram
19
• It is developed by Prof. Kaoru Ishikawa
• It connects “effect” and “cause(s)” systematically with line
• Clarification of relations between effect and cause(s)

20. Why Root Cause..???
20

21. Identification of Countermeasure
21

22. KAIZEN Step 3 and Step 4
22

23. Outline of how to make Tree Diagram
23
1. Put all the identified root causes in Step 3 on left end
2. Brainstorm countermeasures with team members against identified
each root cause
– 1st line countermeasure
• Clarify ideal situation towards root cause
• Connect the line with each route cause systematically
– 2nd line countermeasure
• Discuss detailed activities to realize the 1st line
countermeasure(s)
– If identified countermeasures are not clear, we can break them
to 3rd line countermeasures

24. 1st line countermeasure
24

25. 2nd line countermeasure
25

26. 3rd line countermeasure
26

27. Matrix Diagram
27
……?
• Matrix diagram is useful to
check feasibility of all the
final-line countermeasures
Can we implement the
countermeasures with our
available resources?
Impact by the
interventions?
“Feasibility check”

28. Feasibility Check
28
Item What should be checked
Importance
How is the positive impact of
solving the problem? No negative
impact?
Urgency How soon the problem need to
be tackled?
Difficulty
Is it possible to implement the
countermeasures technically
easy or not?
Time
consumption
How long does it take to solve
the problem?
Resources
availability
Are resources (human, materials,
financial ) available for
implementation of
countermeasures?
Items for feasibility check
Scale Meanings
3 High priority, Easy to
do
2 Moderate
1 Low priority, Difficult to
do
Scales for
feasibility check

29. Example of Matrix Diagram
29
Countermeasures
Importance
Urgency
Difficultly
Time
Consumpti
on
Resource
availability
Feasibility
Develop training material 3 3 1 1 1 9
Conduct TOT 3 2 1 2 1 9
Sort and Set 3 2 3 2 2 12
Develop M&E tool 3 3 2 3 2 13
Develop storage rules 3 3 2 1 2 11
Weekly monitoring 3 3 1 2 2 11
Weekly inventory 3 3 3 2 2 13
• Make a circle on
the score of
identified feasible
countermeasures
Scale Meanings
Countermeasures get “11 points and/above in
total out of 15 (>70%)” are selected for
implementation
3 High priority, Easy to do
2 Moderate
1 Low priority, Difficult to do

30. Tips for identification of countermeasures
30
Reflect all
identified root
causes in Step 3
to Tree Diagram
1 2
Check whether
detailed
countermeasure
s are identified
or not;
breakdown of
countermeasure
s by the level of
countermeasure
4
Discuss
countermeasure
s that can be
implemented by
your section
itself
5
Check conflict of
activities among
identified
countermeasure
3
Consider
effective usage
of available
resources; Avoid
identifying
countermeasure
s with “increase /
put something
resources”

31. Implementation of Countermeasure
31

32. Process – Countermeasure Implementation
32

33. Process – Countermeasure Implementation
33
• Implement ALL the countermeasures identified as feasible measures in Step 4
• Develop an action plan and possible to complete the countermeasures within
one to three months
• Share the action plan with:
– All section staff (Participatory implementation)
– QIT (Seek technical inputs)
• Monitor progress of implementation of the countermeasures

34. Action Plan
34
“5W1H” Clarification Example
Why? Why we need to take this countermeasure
To strengthen stock management
of medicines
Who?
Who is the responsible person of the
countermeasure
Ward in-charge and KAIEN team
When?
Timing or period (deadline) of the
countermeasure
By 27th of October 2020
Where? Place where the countermeasure taken At the ward
What? What is objective of the countermeasure
Rules and regulation of storage of
the medicines
How?
How do you do for the countermeasure (action,
verb)
Develop
Clarification of “5W1H”

35. Action plan with progress checklist
35
Counter
measures Who What Where When Why How
Dateof
monitorin
g
Who
checked
Progress
1 …………
／
2 ………………
／
3 ……….
／
4 …………….
／
5 …………
／
Keys for progress check
G: According the plan
D: Delay
N: Not implemented

36. Tips for successful implementation
36
Remember “KAIZEN
is participatory
activities”
-“WHO” in your plan
is not only “in-
charge”
-Sharing the plan
with all section staff
Action plan must be
displayed on the
notice board for staff
- To remind staff of
implementation of
KAIZEN
- To promote
participatory
implementation of
KAIZEN
.
It needs to check
again whether all
countermeasures are
possible to be
carried out within
the section or not
1 2 3
Conduct periodical
monitoring with
progress checklist.
4

37. Effectiveness of Countermeasure
37

38. Effectiveness check
38

39. Identify effective countermeasures
39

40. Standardization
40

41. Standardization
41

42. Standardization of effective countermeasures
42
• It is a part of the final step of KAIZEN process
• Two parts of standardization:
– Development of a implementation plan and its checklist
– Practice standardized activities sustainability
• Standardization measures must be able to
– Maintain the “good effects” by anyone in the workplace
– Eliminate waste continuously in costs and workloads

43. Benefits of standardization
43
REDUCTIONS IN VARIABILITY
EASIER TRAINING OF NEW OPERATORS
REDUCTIONS IN INJURIES AND STRAIN (ENSURING
SAFETY FOR INTERNAL / EXTERNAL CLIENTS)
BASELINE FOR IMPROVEMENT ACTIVITIES04
03
02
01

44. “Recurrence prevention” and “Standardization”
44
• “Prevention of recurrence” is not equals
to “standardization”
• Prevention of recurrence is to prevent
fallback of the improved situation
• “Standardization” is very important for
proper recurrence prevention.

45. Process of standardization
45
Step 3Step 2Step 1 Step 4
Develop
standardized
procedure table by
utilizing “5W1H”
Share the plan
and checklist with
all the staff in the
section
List-up all
effective
countermeasures
identified in the
previous step 6
Develop “progress
checklist” for
standardized
implementation
plan

46. “5W1H” for standardization
46
5W1H Description
Why? Necessity of the standardized activity
Who? In-charge of the standardized activity
When? Period / Frequency of implementation of the standardized activity
Where? Place at where the standardized activity is taken place
What?
Objectives of the implementation (verbs) or tools used for the
standardized activity
How? Methodology to carry out the standardized activity (verbs)
Note that the standardized procedure table is similar with implementation
plan in KAIZEN Step 5, however, there are different

47. Progress checklist
47
Standardized
action
Progress Date of checking
Checked
by
Remarks
Check stock
condition of all
medicines in
our section
 Sustained
 Not
sustained
 Following STD
 Not following
STD
Check handing
over between
shifts
 Sustained
 Not
sustained
 Following STD
 Not following
STD

48. How to develop progress checklist
48
Establishing standardized methodology only does not make sense
It must be practiced by everyone in the workplace
The checklist is important and useful tool to monitor how staff are practicing, and the
method is sustainable
Progress check must be done frequently
Period of monitoring must be agreed with the workplace and shared with everyone

49. Tips for successful standardization
49
• Remember that KAIZEN should not be “individual issue”, it should be “section
issue”
– Try to avoided the situation of “only in-charge knows”
– Clarify roles and responsibilities of all the section staff in the implementation plan
• Emphasize benefits by the standardized work process
• Share the standardized procedures and its checklist with all the staff in the
section
• Consider and select effective ways for the sharing
– Display the standardized procedures on common place in the section (eg. notice board)
– Disseminate how to use the checklist
– Put proper documents (ex. SOPs) in the place which the procedures are practiced
– Remind the staff of the standardized procedure periodically (ex. while morning meeting)
– Train the standardized procedures to newly employed staff and students.

50. Monitoring and Evaluation of KAIZEN activities
50
Who monitors and evaluate KAIZEN activities?

51. Levels of monitoring and evaluation of KAIZEN
51

52. SDCA cycle and PDCA cycle
52

53. Who can implement Kaizens?
53
Anyone can do the kaizen with
 Little Knowledge
 Little dedication
 Little hard work
 A very big positive attitude KAIZEN Mind will help you to solve
problems

54. 54