Kaizen berhanu tadess taye edited

For TVET level Trainees Tuesday April, 2019 By Berhanu
Tadesse Taye Job Sheet and information sheet level UC Kaizen
Ethiopian TVET-System
Labour Affairs and Social Service Sector
Occupation
NTQF Level II to V Trainees
JOB SHEET KAIZEN

Tableof contants
Introduction 4
1.1 ORGANIZATION OF THE REFERENCE BOOK.....................................................9
1.2 ORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS KAIZEN ............9
1.3 TOTAL QUALITY MANAGEMENT (TQM)..........................................................10
1.3.1 Implementation ................................................................................................................... 11
1.3.2 TQM and Related Reward Practices .................................................................................... 12
1.3.3 KAIZEN.................................................................................................................................. 12
1.3.4 Six Sigma .............................................................................................................................. 13
1.3.5 Effects of company culture .................................................................................................. 17
1.4 UNIT OF COMPETENCE APPLY CONTINUOUS IMPROVEMENT PROCESSES
(KAIZEN)........................................................................................................................18
1.4.1 Introduction ......................................................................................................................... 18
1.4.2 Continuous Improvement Processes (Kaizen) ..................................................................... 20
STANDARDIZATION ....................................................................................................61
ENVIRONMENTAL HEALTH AND SAFETY ON KAIZEN EVENTS ....................63
Phase two: - Implementation phase - Implementing 5S..........Error! Bookmark not defined.
Kaizen board........................................................................................................................108
The Deming improvement cycle ..........................................................................................113
What Is Kaizen?.............................................................................................................................. 151
Case Study....................................................................................................................................... 155
Review of Current Situation/Process ............................................................................................ 156
Brainstorming and Consideration of Possible Alternatives........................................................ 159
Evaluation and Selection of Process.............................................................................................. 160
Prototype and Simulation .............................................................................................................. 161
Cell Design....................................................................................................................................... 163
Worker Responsibilities ................................................................................................................. 163
Presentation and Implementation ................................................................................................. 165
Results 165
Conclusion ....................................................................................................................................... 166
TO WHOM IT MAY CONCERN...............................................................................58

Table
Table 1 ............................................................................................................................................................ 20
Table 2Kaizen and prevent and eliminate 3MU (MUDA, MURI and MURA).................................................. 25
Table 3LSA CSW3 22 0211 Level III Maintain Quality System and Continuous Improvement Processes
(Kaizen) ........................................................................................................................................................... 29
Table 4Apply Problem Solving Techniques and Tools Level III ....................................................................... 36
Table 5Manage Continuous Improvement System level LSA CSW4 23 0211................................................. 40
Table 6Manage Continuous Improvement Process (Kaizen).......................................................................... 44
Table 7Develop and Refine Systems for Continuous Improvement in Operations level LSA CSW5 21 021150
Table 8Diagrammatic Sketch of 5S implementation ......................................... Error! Bookmark not defined.
Table 9Kaizen board KAIZEN continuous improvement board .............................................................. 109
Table 10SPMT (Sample Staff Performance Maintenance Tool) ................................................................... 112
Table 11The Deming improvement cycle ..................................................................................................... 113

Introduction
Toyota Production System (TPS) History Sakichi Toyoda founded the Toyoda Spinning and Weaving
Company in 1918. He developed the first steam-powered loom that could detect a broken thread and
stop itself automatically. This innovation led to the wider principle of jidoka, or automation with a
human touch – later to become one of the two pillars of TPS.
Some years later in 1937, Sakichi’s son Kiichiro founded the Toyota Motor Corporation. Kiichiro took
his father’s concept of jidoka and developed his own complementary philosophy – just- in-time –
which would become the other pillar of TPS. He visited Ford’s mass production plants in Michigan to
study their use of assembly lines.
After World War II, the need to be able to manufacture vehicles efficiently was greater than ever.
Kiichiro’s younger cousin, Eiji – later to become president and chairman of Toyota Motor
Manufacturing – tasked one of Toyota’s young engineers, Taiichi Ohno, with the job of increasing
productivity.
Taiichi Ohno
Ohno’s achievement was to marry the just-in-time concept with the principle of jidoka. In 1953, Ohno
also visited the USA to study Ford’s production methods, but he was much more inspired by American
supermarkets. He noticed how customers would take from the shelves only what they needed at that
time, and how those stocks were quickly and precisely replenished. Ohno had the insight that a
supermarket was essentially a well-run warehouse, with ‘goods-in’ closely matching ‘goods-out’, and
no space for long-term storage. On his return to Japan, Ohno developed the same idea into the kanban
concept. Ohno also learnt from the American pioneer of quality control, Dr. W. Edwards Deming.
The aim of Deming’s method was to improve quality at every stage of a business, from product design,
through manufacturing, to after sales service. Deming taught that each stage in a manufacturing

process should be thought of as the previous stage’s customer, which fitted very well with Kiichiro’s
just-in-time philosophy, and the principle of kaizen. Today, Ohno is considered the true architect of
TPS, having developed it into a practical method and, crucially, having made it work on the shop
floor.
The Toyota Production System as it is today has been developed and refined over several decades.
However, the benefits that can be derived from the techniques and management processes at its heart
can equally be applied to other types of business as we progress further into the 21st century.
TPS has been implemented throughout Toyota, giving tangible benefits in the quality and reliability
of Toyota’s products and services.
The Toyota Production System has established a global reputation as a leading business philosophy
that delivers measurable benefits in terms of efficiency and quality in manufacturing. Many
manufacturers have aimed to adopt TPS principles, and academics and management consultants
worldwide have developed strategies and business improvement programmes based on TPS.

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Education enables citizens to be more productive both at work places and at their homes.
Kirstensen (1974) remarks that a new development has come about with the explosive growth of
knowledge in the present century, and that knowledge is progressively replacing capital as a
dominant factor for economic development.
Federal TVET Agency was kaizen implementer in the TVET agencies, bureaus and woreda level
all over the country including institute and polytechnic college as cluster leaders. For the first
time, Ethiopia kaizen institute prepared training and provide training. Kaizen training is being
implemented in public and private business enterprises via TVET Institutions. Federal TVET
Agency design kaizen as a curriculum TVET student after joined formal TVET on obliged
fulfilling national qualification frame work they are starting from level one 5s it resume level 2
up to level 5 accordingly from simple Apply i.e. Continuous Improvement Processes (Kaizen) to
Manage Continuous Improvement System and Develop and Refine Systems for Continuous
Improvement in Operations. Therefore, Kaizen is new philosophy and applications for
Ethiopians provided as formal TVET training in the TVET institute and polytechnic college.
One of the primary benefits of globalization is bringing the whole world together for sharing
technological equipment and other human innovations to ease the lives of humans in terms of
business communication, e-learning, e-business/e-commerce among other devices for exchanging
ICT, medical, and transportation devices with one another. In this era, the world gets organized in
the form of economic unity, benchmarking the positive experiences of other countries with regard
to innovation. A number of business organizations and firms are craving to be effective entities in
order to enable them to compete effectively in the ever changing globalized market-based
economy. Owing to globalization, those organizations can no longer purport to be competing
locally; they have to strive to be in the same economic status with the world best if they are to
survive the tough business competition. A continuous improvement is, therefore, an essential
requirement for sustaining and gaining a competitive advantage for any business organizations.
According to GRIPS development forum (Aug, 2009), the beauty of kaizen is that it can realize
productivity improvements with little additional investments. Thus simplicity and cost
effectiveness are the major reasons why kaizen is well appreciated globally. There are large
numbers of related and often overlapping components that belong to the kaizen toolkit such as 5S,

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7 wastage/muda/ reduction principle, safety rules, Total Quality Control (TQC), Just-In-Time (JIT).
Among these, 5s (Sort, Set in order, Shine, Standardize, and Sustain) is generally considered to be
the most basic step for improving quality and productivity.
Generally speaking, kaizen is a low-cost approach to productivity improvement for two reasons.
First, it does not require huge capital investment & expensive technology since it seeks to use
existing equipment and human resources in a more efficient—less wasteful—way. Second, the key
goal of kaizen is to generate the internal capability of college trainers. In fact, if kaizen
implementers leave the colleges after one or two years, improvement efforts should be considered a
failure. Thus, kaizen is particularly suited for enterprises in low-income countries which face
financial access problems like Ethiopia.
EKI yearly booklet (Aug, 2011) indicates that, the Kaizen project in Ethiopia consisted of three
phases. Phase one, “Planning and preparation”, Phase two, “Implementation” and Phase three,
“Presentation, celebration, dissemination and follow up”. Therefore, in order to understand the
mechanisms needed for the transference of the Japanese kaizen management system from Japan to
Ethiopia, it is worthwhile to identify the important variable needed for the transferability of the
Japanese kaizen management techniques to other countries.
Against these backdrops, a number of countries in the world, including Ethiopia have been
convinced by the positive contributions of the Kaizen Total Quality Management System to the
quality of business management and improving products from the firms. The Government of
Ethiopia, inspired by the practicality of the Kaizen Policy in the business firms, adopted it as an
exemplary approach and tool of growth and development in July 2008. Through the initiation of a
Bilateral Policy Dialogue between the Japanese Government and the Ethiopian Government
undertaken memorandum of understanding in 2008, a preparation was made for the implementation
of the Policy at a pilot project level. After the Ethiopian Government had prepared itself for two
years (2009 2010), after saw the enterprises productivity improvement Ethiopian Kaizen Institute
was established in 2011. The Institute thus chose a total of 30 companies (i.e., 10 from Metal, 6
from Agro-processing, 6 from Chemicals, 4 from Leather, and 4 from Textile Companies) to serve
as its Pilot Kaizen Projects. In what follows, the Institute evaluated those Pilot Companies and
awarded them for good, best and excellent statuses for ten, five and three Companies, in increasing
order of success respectively (EKI, 2010).

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The Ethiopian Kaizen Institute (2012:36&39) defines Kaizen as follows:
Kaizen is ―continuous improvement‖. It is using common sense and is both a rigorous,
scientific method using statistical quality control and an adaptive framework of
organizational values and belief that keeps workers and management focused on Zero
defects. It is a philosophy of never being satisfied with what was accomplished last
week or last year. The business lessen of 1980 was that Japanese firms, in their quest for
global competitiveness, demonstrated a greater commitment to the philosophy of
continuous improvement than western companies did. As Kaizen is a collective term of
productivity improvement, creative idea and innovation expected from entire workers
by following a bottom- up management; it has a procedure and problem solving
mechanism suggestion system.
As Imai (1986:32) noted, kaizen-oriented suggestion systems are transferable to Non-Japanese
cultural environments. But he asserts that:
To increase the chances of a successful transfer, four organization-culture conditions are
necessary: (I)A clear employee orientation, supported by a (contractually or verbally
assured) non-lay-off policy; (II) Employees committed to the company’s long-term
viability; (III) A free flow of information, both along the vertical axis and between units
of the same hierarchical level; (IV) Empowered employees, i.e., employees that have
the information and skills needed to make decisions on a wide range of issues
concerning their own working environment.
Finally, by sharing kaizen management philosophy, Federal TVET Agency was kaizen
implementer in the TVET agencies and bureaus all over the country. For the first time, Ethiopia
kaizen institute prepared training for 380 sugar cooperation managers and supervisors. During
training session Federal TVET presented its kaizen implementation experience for the trainees
(EKI Yearly Booklet, 2011). After the training of “sugar cooperation managers and supervisors”
Federal TVET Agency was the facilitator of the implementation of kaizen in sugar cooperation by
selecting the implementer from all regional TVET trainers and regional TVET Agency experts,
who participated in former kaizen implementation, and employees of the corporation. Finally,
Federal TVET Agency expanded its experience to the different regional TVET agencies and
bureaus. From those Addis Ababa TVET agency was the one which took the responsibility to
implement kaizen in respective colleges and in some selected Micro Finance and small business
enterprises (MBEs) to improve their quality production (trainees) in their workshops. Then, the
implementation was started in twenty-three government institutions and five government TVET

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colleges by holding the trainers who were participated in the sugar cooperation implementation
program. Now a day’s almost all TVET institutions and colleges, Small and Micro finance
Business Enterprises (SMEs) implement kaizen by assisted AATVET Agency and respective
regional sub cities of TVET offices. Hence, the purpose of this study was to investigate current
practices of kaizen implementation.
1.1 Organization of the reference book
This reference book is divided into --------- chapters as follows: Chapter One provide a introduction
to the reference book, Organizational performance and effectiveness kaizen, Total Quality
Management (TQM), kaizen, Six Sigma, BPR, TVET curriculum unit of competition with element,
variable, range, evidence, from level two to level five adopted for the purposes of this reference
book. Chapter Two standardization, environmental health and safety on kaizen events, Phase two: -
Implementation phase - Implementing 5S, Kaizen board, The Deming improvement cycle, What Is
Kaizen? Perceptual Difference between western nations and Japan regarding job function, Provide
kaizen as theoretical framework within which the reference book conducted, as well as the theories
associated with current practical application of kaizen. Chapter Three, Case Study, Review of
Current Situation/Process, Brainstorming and Consideration of Possible Alternatives, Evaluation
and Selection of Process, Prototype and Simulation, Cell Design the reference book and design are
discusses in detail. Chapter Four, Worker Responsibilities, Presentation and Implementation,
Results, Conclusion, to whom it may concern the reference book are presents and the discussion of
the how to use the kaizen checklist format and sample format that emerged from the reference book
are highlighted. Finally, the references materials included kaizen checklist, sample questions as
appendices are attached at the end of this reference book.
1.2 Organizational performance and effectiveness kaizen
Under Organizational performance effectiveness it has, Total Quality Management (TQM) and
Business Process Re-Engineering (BPR) and it has also a debate between the two, Several 6authors

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write about the themes of TQM according to LARIE J. MULLINES (2010). These are generally
expressed in terms of a way of life for an organization as a whole, committed to total customer
satisfaction through continues process of improvement, and the contribution and involvement of
people. A major influence on the establishment and development of TQM was the work of Deming
who emphasized the importance of visionary leadership and the responsibility of top management
for.
1.3 Total Quality Management (TQM)
One particular approach to improved organizational performance and effectiveness is the concept
of the Japanese inspired total quality management (TQM). There are numerous definitions of
TQM. These are generally expressed in terms of a way of life for an organization as a whole,
committed to total customer satisfaction through a continuous process of improvement and the
contribution and involvement of people according to LARIE J. MULLINES (2010).
A major influence on the establishment and development of TQM was the work of Deming, who
emphasized the importance of visionary leadership and the responsibility of top management for
initiating change. A mathematician by training, he was interested in statistical measurement of
industrial processes and attempted to persuade the American manufacturing industry to improve
quality, and to create constancy of purpose for improvement of products and service. Deming cited
in LARIE J. MULLINES (2010) drew attention to the importance of pride in work and process
control, and made constant reference to the importance of ‘good management’ including the human
side of quality improvement and how employees should be treated.
The successful organization should as a matter of policy be constantly seeking opportunities to
improve the quality of its products and/or services and processes. The organization must also
couple quality with a required level of productivity. The chartered management institute gives the
following definition: according to LARIE J. MULLINES (2010)
TQM is a way of managing which gives everyone in the organization responsibility
for delivering quality to the final customer; quality being described as ‘fitness for
purpose’ or as ‘delighting the customer’. TQM views each task in the organization
as fundamentally a process which is in a customer/supplier relationship with the

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next process. The aim at each stage is to define and meet the customer’s
requirements with the aim of maximizing the satisfaction of the final consumer at
the lowest possible cost.
1.3.1 Implementation
If IQM is to be implemented successfully it must be seen as a total process involving all operations
of the organization and the active participation of top management. It demands a supportive
organizational culture and a programme of management change. TQM places emphasis on the
involvement of people as the key to improved quality. It involves changes to the traditional
structure with greater emphasis on natural work groups, multi-discipline working and team-based
management. Attention must be given to effective education and training, empowerment and the
motivation to take ownership of quality, and systems of communications at all levels of the
organization. A related successor to TQM is the balanced scorecard. According to Drummond cited
in LARIE J. MULLINES (2010), puts forward an interesting debate on comparing the philosophies
and ideas of Deming with Taylor’s Scientific Management, and questions whether Deming’s ideas
are as radical as they seem. Drummond suggests: cited in LARIE J. MULLINES (2010),
Clearly, ‘total quality management’ offers some new ideas. Whether these ideas
have proved successful is unclear …. Moreover, much depends upon how success is
measured. Different measures can suggest different conclusions. Another difficulty
in assessing the effectiveness of ‘total quality management programmes’ is that
organizations have implemented Deming’s ideas selectively.
work groups, multi-discipline working and team-based management. Attention must be given to
effective education and training, empowerment and the motivation to take ownership of quality,
and systems of communications at all levels of the organization. A related strategy to achieve a
long-term aim, hence, management authors’ and researchers agreed that the successor of TQM is
the balanced scorecard. According to Drummond cited in, Ibid, puts forward an interesting debate
on comparing the philosophies and ideas of Deming with Taylor‘s Scientific Management, and
questions whether Deming‘s ideas are as radical as they seem. Drummond suggests: cited in
(Mullins, 2010)

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The theme Kaizen is integral part of a total quality approach is the Japanese concept
of Kaizen, which literally means ‗improvement‘or is often interpreted as gradual
progress or incremental change. Kaizen was introduced in several Japanese
organizations after the Second World War and is particularly associated with
Toyota. The approach analyses every part of a process down to the smallest detail;
Sees how every part of the process can be improved; Looks at how employees‘
actions, equipment and materials can be improved; and Looks at ways of saving
time and reducing waste it includes social life outside the working environment
according to (Mullins, 2010).
1.3.2 TQM and Related Reward Practices
Allen and Kilmann cited in LARIE J. MULLINES (2010) raise the question: why aren’t TQM
practices as effective as they could be? The rise of total quality management represents one of the
biggest changes in the past two decades in the way companies are managed. However, while many
studies have found that in general TQM has had positive effects on company performance, reports
of failure are surprisingly common in the press. Allen and Kilmann suggest that the alignment of a
company’s system of rewards is a critical ingredient in successful organizational change and they
investigate the relationship between reward practices and TQM. From a survey of managers, non-
managerial and professional/technical staff in a wide variety of organizations they conclude that the
commonly held wisdom of supporting TQM with only non-monetary rewards-such as certificates,
letters of appreciation, merchandise or celebration events-is not enough. If managers want better
performance from TQM they must implement supportive monetary reward practices. Firms with
such practices in place report stronger organizational performance.
1.3.3 KAIZEN
An integral part of a total quality approach is the Japanese concept of Kaizen, which literally
means ‘improvement’ or is often interpreted as gradual progress or incremental change. Kaizen
was introduced in several Japanese organizations after the Second World War and is particularly
associated with Toyota. It is not a methodology for large-scale change or the introduction of new

13
processes but focuses on the people aspect of improvement and the acceptance of change. The
concept is based on a daily activity of continual evolutionary change and on the belief that the
individual workers know more about their own jobs than anyone else. Cane suggests that the
traditional Kaizen approach embeds it in a hierarchical structure, although it gives considerable
responsibility to employees within certain fixed boundaries. The approach: LARIE J. MULLINES
(2010),
 Analyses every part of a process down to the smallest detail;
 Sees how every part of the process can be improved;
 Looks at how employees’ actions, equipment and materials can be improved; and
 Looks at ways of saving time and reducing waste.
Kaizen organization culture is based on three super-ordinate principles, what are they?
According to the Kaizen is a Japanese term meaning ‘change for the better’. Applied to business
organizations, it implies continuing improvement involving everyone that does not cost much.
Kaizen organization culture is based on three super-ordinate principles: process and results;
systematic thinking; and non-judgmental, non-blaming. Kaizen strategy begins with customers’
needs concerning quality, cost and delivery and is founded on a people-oriented culture.
1.3.4 Six Sigma
Another quality initiative programme for change and continuous improvement is the concept of Six
Sigma, based on the use of statistical analysis and computer simulation for the definition,
measurement and reduction of defects and waste (Sigma is the Greek letter used as a statistical
term to denote standard deviation or variations from the mean). The principle of Six Sigma is the
establishment of optimum specifications for processes and products, and an improvement in quality
through a continuous reduction of variations that result in defects. If you can measure the number
of defects in a process you can then attempt systematically to eliminate them. Each level of sigma
(six being the highest) indicates a reduction in the extent of defects. A true Six Sigma quality
organization implies a defect rate of only 3.4 defects per million opportunities for each process or

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product. The aim is not only to reduce existing variations but also to design new processes and
products so that there is as little variation as possible according to LARIE J. MULLINES (2010).
1.3.4.1 Importance of Six Sigma
Hayler and Nichols cited in LARIE J. MULLINES (2010), maintain that using Six Sigma based
approaches to achieve process management, so appealing in theory, actually pays off in practice.
Six Sigma process managements are crucial for business success.
Managing processes for optimal performance has always been important. Today’s
global business environment is characterized by increasingly extended supply chains
across multiple organizational functions, third-party partners, and suppliers, in many
cases operating across different cultures, time zones and geographies. Thus it is
even more challenging and important for leaders to optimally manage their
organizational processes.
Doubts may be expressed over whether Six Sigma works in service industries as well as in
manufacturing. However, according to Patton, cited in LARIE J. MULLINES (2010), despite such
doubts about the emphasis on sophisticated statistics, the reservations of employees in serve
organizations, and their reluctance to undertake training. Six Sigma is equally applicable to either
environment. ‘Achieving consistency and meeting financial goals in service quality can be as
challenging as delivering defect free products to a manufacturing customers.’
1.3.4.2 Business Process Re-Engineering (BPR)
Another concept to have received much attention in recent years is that of business process re-
engineering (BPR). The pioneers of BPR are generally acknowledged as Hammer and Champy,
who define it as: cited in LARIE J. MULLINES (2010),
The fundamental rethinking and radical redesign of business processes to achieve
dramatic improvements in critical, contemporary measures of performance, such as
cost, quality, service and speed.
Their approach has two principal features: (I) a completely fresh start, or blank sheet of paper
approach, to organizational redesign, ignoring past history or present structure or practices, and (II)

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a process-orientation approach to organizational analysis centered around a horizontal review of all
activities involved in the process, or set of activities, in the delivery of a product or service to the
customer. BPR is concerned with the total restructuring of the organization. It starts from how one
would like the organization to be and works backward in an effort to achieve real gains in
organizational performance and delivery of products or services.
1.3.4.3 Relationship with TQM
What is the relationship between BPR and TQM? Both are concerned with organizational
processes that lead to customer satisfaction. However, while TQM tends to seek continuous
incremental improvement within a specific framework, BPR seeks major advances in performance
from a horizontal, cross-functional anatomy of performance perspective. It involves a challenge to
traditional structure, relationships, boundaries or barriers. TQM requires a supportive environment
and relies on teamwork, participation and commitment BPR takes a more strategic approach and
needs to be driven, at least initially, by top management. Some commentators appear to suggest
that TQM has been taken over by BPR although others argue that it can be seen as complementary
to and/or a forerunner for BPR.
1.3.4.4 Kaizen and Re-Engineering
The aim is to do what we already do, only to do it better. Quality improvement seeks steady
incremental improvement to process performance. Reengineering, as we have seen, seeks
breakthroughs, not by enhancing existing processes, but by discarding them and replacing them
with entirely new ones. (Michael Hammer and James Champy, Reengineering the Corporation: A
Manifesto for Business Revolution [New York: HarperBusiness, 1993], 49.) The logic of kaizen is
that breakthroughs result not from massive reorganizations or large-scale investment projects but
from the cumulative effects of successive incremental improvements. "Rebuilding a factory," wrote
William H. Davidow and Michael S. Malone (The Virtual Corporation [New York: Harper
Business, 1992], 118), "requires replacing almost every brick in the old plant. Do that too quickly
and the structure will collapse. The only practical way is through kaizen."

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The difference between kaizen and business process reengineering is fundamentally a difference in
duration and magnitude of change; kaizen posits change as a sustained series of incremental
adjustments, reengineering as an all-out commitment to wrenching reconstitution.
Kaizen charges management to prioritize, standardize, and improve. Standardization and
measurement are the keys to kaizen. Without detailed and specific metrics of quality and
performance, there is no basis for moving forward; goals that cannot be measured are just rallying
cries.
That kaizen and business process reengineering are explicitly different philosophies is apparent in
the contrast between the foregoing observation and Hammer and Champy's assessment of kaizen.
To be sure that, quality programs and reengineering share a number of common themes. They both
recognize the importance of processes, and they both start from the needs of the process customer
and work backwards from there. However, the two programs differ fundamentally. Quality
programs work within the framework of a company's existing processes and seek to enhance them
by means of what the Japanese call kaizen, or continuous incremental improvement according to
www.freeleansite.com.
1.3.4.5 Decline of Re-Engineering (BPR)
In a discussion on outdated motivational patterns utilized to maintain role performance in
organizations. Risk and Pena link this with what they maintain is a failure in re-engineering.
Although the originators of re-engineering insisted it was about rethinking work not eliminating
jobs, managers equated re-engineering with downsizing. Despite early successes, with each passing
year fewer and fewer projects appeared to be producing the desired results and doubts have
surfaced about the effectiveness of re-engineering. Reis and Pena suggest that theories of
motivation might offer an important observation and point to the decline in re-engineering based on
its lack of concern for people and its takeover by managers wishing to downsize.
In a subsequent publication, Hammer cited in LARIE J. MULLINES (2010), restates that BPR is
just as valid today but acknowledges that in the light of experience re-engineering needs to be
complemented with a range of other changes, a focus on a corporate objectives and building
collaborative partnership with suppliers. Stern, however suggests that downsizing and
restructurings of immense size were justified by BPR and:

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The internet-inspired, emotionally intelligent ‘new economy’ of the late 1990s was
the great reaction against BPR’s brutalism. All pool tables and skateboards, the new
economy was great fun while it lasted-which was not very long. Someone forgot to
tell the geeks about the iron laws of business-those boring old things such as profits
and cash. Critical Reflection: “Effective organizational performance is about a
shared vision, inspired leadership and the quality of its managers. Concepts such as
total quality management or techniques such as business process re-engineering are
just passing fads that offer little real long-term value to the business organization.”
Inspired by the excellent performance of Toyota, many companies would be interested in
looking for more knowledge about Lean and the conditions required for implementation of
the system in their own organizations. Most firms are actively working on improving their
operational processes and develop their capabilities. The main purpose for everybody in
the business world is to respond quickly to the demands of their customers. To stay
competitive on the market managers today need to choose the best one of a great number
of innovative tools and techniques. The real challenge is the question concerning how to
incorporate these tools into day-to-day activities of the company towards successful
implementation of these improvement programs in a long run. According to Ana
Valentinova Kovacheva(2010)
1.3.5 Effects of company culture
Changes of mindset gives people an aim in their working life and have the potential to change
attitudes, so that the employees begin to think differently and are more willing to contribute to
company’s improvement initiatives. Stronger management control makes the organization
structure bureaucratic, which makes difficult the change from the existing ways of doing things.
Organizational culture is an essential element in lean implementation process and high- performing
companies are those with a culture of sustainable and proactive improvement efforts. Culture
readiness Organizational culture facilitates the integration of individual learning by influencing the
organizations’ ability to learn, share information and make decisions according to Ana Valentinova

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Kovacheva(2010)
Benefits of Kaizen: The benefits of Kaizen include the participation of all collaborators in
improving and transforming (evolving) the organization in small, every day, incremental steps that
do not lose effectiveness over time. Some of the elements utilized to support Kaizen are: Visual
Management Kaizen Boards, Kaizen proposal format, Proposal scoring matrix, Kaizen rewards
system, Monthly metrics reporting, etc. Besides the tangible benefits, Kaizen is regarded as a most
effective technique to improve engagement and culture within a company.
Benefits of implementing Kaizen Teian accordingly IKI further added about, Improves profit,
Improves customer satisfaction, Discovers hidden talents, Promotes self-development Improves the
motivation and morale of employees at each level, Enhances communication between top bottom
level, Helps to build and improve team work, Creates ownership and trust within each other,
Engages and empowers employees at all levels, And improves the overall work environment
Kaizen Reduces Waste: in areas such as inventory, waiting times, transportation, worker motion,
employee skills gap, over production, excess quality and in processes.
Kaizen Improves: space utilization, product quality, use of capital, communications, production
capacity and employee retention.
Kaizen Provides: immediate results. Instead of focusing on large, capital intensive improvements,
Kaizen focuses on creative investments that continually solve large numbers of small problems.
Large, capital projects and major changes will still be needed, and Kaizen will also improve the
capital projects process, but the real power of Kaizen is in the on-going process of continually
making small improvements that improve processes and reduce waste.
1.4 UNIT OF COMPETENCE Apply Continuous Improvement Processes
(Kaizen)
1.4.1 Introduction
Ethiopia has embarked on a process of reforming its TVET-System. Within the policies and
strategies of the Ethiopian Government, technology transformation – by using international
standards and international best practices as the basis, and, adopting, adapting and verifying them

19
in the Ethiopian context – is a pivotal element. TVET is given an important role with regard to
technology transfer. The new paradigm in the outcome-based TVET system is the orientation at the
current and anticipated future demand of the economy and the labor market.
The Ethiopia Occupational Standards (EOS) is the core element of the Ethiopian National TVET-
Strategy and an important factor within the context of the National TVET-Qualification
Framework (NTQF). They are national Ethiopian standards, which define the occupational
requirements and expected outcome related to a specific occupation without taking TVET delivery
into account.
This document details the mandatory format, sequencing, wording and layout for the Ethiopia
Occupational Standard which comprised of Units of Competence.
A Unit of Competence describes a distinct work activity. It is documented in a standard format
that comprises:
 Occupational title and NTQF level
 Unit title
 Unit code
 Unit descriptor
 Elements and Performance criteria
 Variables and Range statement
 Evidence guide
Together all the parts of a Unit of Competence guide the assessor in determining whether the
candidate is competent.
The ensuing sections of this EOS document comprise a description of the occupation with all the
key components of a Unit of Competence:
 chart with an overview of all Units of Competence for the respective level including the Unit
Codes and the Unit Titles
 contents of each Unit of Competence (competence standard)

20
 occupational map providing the technical and vocational education and training (TVET)
providers with information and important requirements to consider when designing training
programs for this standards and for the individual, a career path
1.4.2 Continuous Improvement Processes (Kaizen)
Table 1 Apply Continuous Improvement Processes (Kaizen) LSA HHS2 11 1012 level II
Occupational Standard: Household Services Level I& II
Unit Title Apply Continuous Improvement Processes (Kaizen)
Unit Code LSA HHS2 11 1012
Unit Descriptor This unit of competence covers the exercise of good workplace
practice and effective participation in quality improvement teams.
Personnel are required to ensure the quality and integrity of their own
work, detect non-conformances and work with others to suggest
improvements in productivity and quality.
Elements Performance Criteria
1. Satisfy quality
system
requirements in
daily work
1.1 Access information on quality system requirements for own
job function
1.2 Record and report quality control data in accordance with
quality system
1.3 Follow quality control procedures to ensure products, or data,
are of a defined quality as an aid to acceptance or rejection
1.4 Recognize and report non-conformances or problems
1.5 Conduct work in accordance with sustainable energy work
practices
1.6 Promote sustainable energy principles and work practices to
other workers
2. Analyze
opportunities for
corrective and/or
optimization action
2.1 Compare current work practices, procedures and process or
equipment performance with requirements and/or historical
data or records
2.2 Recognize variances that indicate abnormal or sub-optimal
performance

21
2.3 Collect and/or evaluate batch and/or historical records to
determine possible causes for sub-optimal performance
2.4 Use appropriate quality improvement techniques to rank the
probabilities of possible causes
3. Recommend
corrective and/or
optimization
actions
3.1 Analyze causes to predict likely impacts of changes and decide
on the appropriate actions
3.2 Identify required changes to standards and procedures and
training
3.3 Report recommendations to designated personnel
4. Participate in the
implementation of
recommended
actions
4.1 Implement approved actions and monitor performance
following changes to evaluate results
4.2 Implement changes to systems and procedures to eliminate
possible causes
4.3 Document outcomes of actions and communicate them to
relevant personnel
5. Participate in the
development of
continuous
improvement
strategies
5.1 Review all relevant features of work practice to identify
possible contributing factors leading to sub-optimal
performance
5.2 Identify options for removing or controlling the risk of sub-
optimal performance
5.3 Assess the adequacy of current controls, quality methods and
systems
5.4 Identify opportunities to continuously improve performance
5.5 Develop recommendations for continual improvements of
work practices, methods, procedures and equipment
effectiveness
5.6 Consult with appropriate personnel to refine recommendations
before implementation of approved improvement strategies
5.7 Document outcomes of strategies and communicate them to
relevant personnel
Variable Range
Quality control
procedures
Quality control procedures may include:
 standards imposed by regulatory and licensing bodies
 enterprise quality procedures
 working to a customer brief or batch card and associated quality
procedures
 checklists to monitor job progress against agreed time, costs and

22
quality standards
 preparation of sampling plans
 the use of hold points to evaluate conformance
 the use of inspection and test plans to check compliance
Methods for
statistical analysis
Methods for statistical analysis may include:
 means
 median
 mode
 ranges
 standard deviations
 statistical sampling procedures
Problem solving
techniques
Problem solving techniques may include:
 identifying inputs and outputs
 sequencing a process
 identifying and rectifying a problem step
 root cause analysis
 implementing preventative strategies
Quality improvement
tools and techniques
Quality improvement tools and techniques may include:
 run charts, control charts, histograms and scattergrams to present
routine quality control data
 plan, do, check, act (PDCA)
 Ishikawa fishbone diagrams and cause and effect diagrams
 logic tree
 similarity/difference analysis
 Pareto charts and analysis
 force field/strength weakness opportunities threats (SWOT)
analysis
Sustainable energy
principles and work
practices
Sustainable energy principles and work practices may include:
 examining work practices that use excessive electricity
 switching off equipment when not in use
 regularly cleaning filters
 insulating rooms and buildings to reduce energy use
 recycling and reusing materials wherever practicable
 minimizing process waste
Relevant personnel Communication to relevant personnel may involve:
 supervisors, managers and quality managers
 administrative, laboratory and production personnel
 internal/external contractors, customers and suppliers
Reporting Reporting may include:

23
 verbal responses
 data entry into laboratory or enterprise database
 brief written reports using enterprise proformas
Quality
improvement
opportunities
Quality improvement opportunities could include improved:
 production processes
 hygiene and sanitation procedures
 reductions in waste and re-work
 laboratory layout and work flow
 safety procedures
 communication with customers
 methods for sampling, testing and recording data
Occupational health
and safety (OHS)
and environmental
management
requirements
OHS and environmental management requirements:
 all operations must comply with enterprise OHS and
environmental management requirements, which may be imposed
through regional or federal legislation - these requirements must
not be compromised at any time
 all operations assume the potentially hazardous nature of samples
and require standard precautions to be applied
 where relevant, users should access and apply current industry
understanding of infection control issued by the Ministry of
Health
Evidence Guide
Critical Aspects of
Competence
Assessors should ensure that candidates can:
 use the enterprise's quality systems and business goals as a basis
for decision making and action
 apply all relevant procedures and regulatory requirements to
ensure the quality and integrity of the products/services or data
provided
 apply and promote sustainable energy principles and work
practices
 detect non-conforming products or services in the work area
 follow enterprise procedures for documenting and reporting
information about quality
 contribute effectively within a team to recognize and recommend
improvements in productivity and quality
 apply effective problem solving strategies
 implement and monitor improved practices and procedures
Underpinning
Knowledge and
Demonstrates knowledge of:
 specifications for laboratory products and services in the

24
Attitudes candidate's work area
 quality requirements associated with the individual's job function
and/or work area
 scientific and technical knowledge underpinning the processes,
procedures, equipment and instrumentation associated with the
candidate's work tasks and duties
 workplace procedures associated with the candidate's regular
technical duties
 sustainable energy principles
 relevant health, safety and environment requirements
 layout of the enterprise, divisions and laboratory
 organizational structure of the enterprise
 lines of communication
 role of laboratory services to the enterprise and customers
 methods of making/recommending improvements
 Standards, procedures and/or enterprise requirements
Underpinning Skills Demonstrates skills to:
 applying problem solving techniques and strategies
 applying statistical analysis and statistical sampling procedures
 detecting non-conforming products or services in the work area
 documenting and reporting information about quality
 contributing effectively within a team to recognize and
recommend improvements in productivity and quality
 implementing and monitoring improved practices and procedures
 organizing, prioritizing activities and items
 reading and interpreting documents describing procedures
 recording activities and results against templates and other
prescribed formats
 working with others
Resources
Implication
Access may be required to:
 workplace procedures and plans relevant to work area
 specifications and documentation relating to planned, currently
being implemented, or implemented changes to work processes
and procedures relevant to the candidate
 documentation and information in relation to production, waste,
overheads and hazard control/management
 reports from supervisors/managers
 case studies and scenarios to assess responses to contingencies
 enterprise quality manual and procedures
 quality control data/records
 customer complaints and rectifications

25
Methods of
Assessment
Competence in this unit may be assessed by using a combination of
the following to generate evidence:
 demonstration in the workplace
 suitable simulation
 case studies/scenarios (particularly for assessment of
contingencies, improvement scenarios, and so on)
 verified reports of improvements suggested and implemented by
the candidate individually
Those aspects of competence dealing with improvement processes
could be assessed by the use of suitable simulations and/or a pilot
plant and/or a range of case studies and scenarios.
In all cases, practical assessment should be supported by questions to
assess essential knowledge and those aspects of competence which
are difficult to assess directly.
Context of
Assessment
Competence may be assessed in the work place or in a simulated
workplace setting / environment.
Table 2Kaizen and prevent and eliminate 3MU (MUDA, MURI and MURA)
Occupational Standard: Level II
Unit Title Prevent and Eliminate 3MU
Unit Code
Unit Descriptor This unit of competence covers the knowledge, skills and attitude
required to prevent and eliminate 3MU (MUDA, MURI and
MURA) in his/her their workplace. It covers responsibility for the
day-to-day operation of the work and ensures Kaizen elements are
continuously improved and institutionalized.
1. Prepare for work.
1.1. Work instructions are used to determine job requirements,
including method, material and equipment.
1.2. Job specifications are read and interpreted following working
manual.
1.3. OHS requirements, including dust and fume collection,

26
breathing apparatus and eye and ear personal protection needs
are observed throughout the work.
1.4. Appropriate material is selected for work.
1.5. Safety equipment and tools are identified and checked for safe
and effective operation.
2. Identify 3MU.
2.1. Plan of 3MU identification is prepared and implemented.
2.2. Causes and effects of 3MU are discussed.
2.3. Tools and techniques are used to draw and analyze current
situation of the work place.
2.4. 3M are identified and measured based on relevant procedures.
2.5. Identified and measured wastes are reported to relevant
personnel.
3. Eliminate 3MU.
3. 1. Plan of 3MU elimination is prepared and implemented.
3. 2. Necessary attitude and the ten basic principles for
improvement are adopted to eliminate waste/MUDA.
3. 3. Tools and techniques are used to eliminate wastes/MUDA
based on the procedures and OHS.
3. 4. Wastes/MUDA are reduced and eliminated in accordance with
OHS and organizational requirements.
3. 5. Improvements gained by elimination of waste/MUDA are
reported to relevant bodies.
4. Prevent occurrence of
3M.
4.1. Plan of 3M prevention is prepared and implemented.
4.2. Standards required for machines, operations, defining normal
and abnormal conditions, clerical procedures and procurement
are discussed and prepared.
4.3. Occurrences of 3M are prevented by using visual and auditory
control methods.
4.4. Waste-free workplace is created using 5W and 1H sheet.
4.5. The completion of required operation is done in accordance
with standard procedures and practices.
4.6. The updating of standard procedures and practices is facilitated.
4.7. The capability of the work team that aligns with the
requirements of the procedure is ensured.
Variable Range

27
OHS requirements May include, but not limited to:
 Protective clothing and equipment, use of tooling and
equipment, workplace environment and safety, handling of
material, use of firefighting equipment, enterprise first aid,
hazard control and hazardous materials and substances.
 Personal protective equipment is to include that prescribed
under legislation/regulations/codes of practice and workplace
policies and practices.
 Safe operating procedures are to include, but are not limited to
the conduct of operational risk assessment and treatments
associated with workplace organization.
 Emergency procedures related to this unit are to include but
may not be limited to emergency shutdown and stopping of
equipment, extinguishing fires, enterprise first aid requirements
and site evacuation.
Safety equipment and tools May include, but not limited to:
 Dust masks/goggles
 Glove
 Working cloth
 First aid and safety shoes
3MU May include, but not limited to:
 MUDA (waste)
 MURI (over burden)
 MURA (un-evenness)
Tools and techniques May include, but not limited to:
 Plant Layout
 Process flow
 Other Analysis tools
 Do time study by work element
 Measure Travel distance
 Take a photo of workplace
 Measure Total steps
 Make list of items/products, who produces them and who uses
them & those in warehouses, storages etc.
 Focal points to Check and find out existing problems
 5S
 Layout improvement
 Brainstorming
 Andon
 U-line
 In-lining

28
 Unification
 Multi-process handling & Multi-skilled operators
 A.B. control (Two point control)
 Cell production line
 TPM (Total Productive Maintenance)
Relevant procedures May include, but not limited to:
 Make waste visible
 Be conscious of the waste
 Be accountable for the waste and Measure the waste.
The ten basic principles for
improvement
May include,:
 Throw out all of your fixed ideas about how to do things.
 Think of how the new method will work- not how it won.
 Don’t accept excuses. Totally deny the status quo.
 Don’t seek perfection. A 50 percent implementation rate is fine
as long as it’s done on the spot.
 Correct mistakes the moment they are found.
 Don’t spend a lot of money on improvements.
 Problems give you a chance to use your brain.
 Ask “why?” at least five times until you find the ultimate
cause.
 Ten people’s ideas are better than one person’s.
 Improvement knows no limits.
Visual and auditory control
methods
May include, but not limited to:
 Red Tagging
 Sign boards
 Outlining
 Andons
 Kanban, etc.
5W and 1H May include, but not limited to:
 Who
 What
 Where
 When
 Why and How
Evidence Guide
Critical Aspects of
Competence
Demonstrates skills and knowledge to:
 Discuss why 3MU occur in the workplace

29
 Discuss causes and effects of 3MU in the workplace
 Analyze the current situation of the workplace by using
appropriate tools and techniques
 Identify, measure, eliminate and prevent occurrence of 3MU by
using appropriate tools and techniques
 Use 5W and 1H sheet to prevent
Underpinning Knowledge
and Attitude
 Targets of customers and manufacturer/service provider
 Traditional and kaizen thinking of price setting
 Kaizen thinking in relation to targets of manufacturer/service
provider and customer
 value
 The three categories of operations
 The 3“MU”
 MUDA
 MURI
 MURA
 wastes occur in the workplace
 The 7 types of MUDA
 The Benefits of identifying and eliminating waste
 Causes and effects of 7 MUDA
 Procedures to identify MUDA
 Procedures to identify MURI
 Procedures to identify MURA
 Necessary attitude and the ten basic principles for improvement
 Procedures to eliminate 3MU
 Prevention of wastes
 Methods of 3M prevention
 Definition and purpose of standardization
 Standards required for machines, operations, defining normal
and abnormal conditions, clerical procedures and procurement
 Methods of visual and auditory control
 TPM concept and its pillars.
 Relevant OHS and environment requirements
 Plan and report
 Method of communication
Table 3LSA CSW3 22 0211 Level III Maintain Quality System and Continuous Improvement
Processes (Kaizen)

30
Occupational Standard: Community Service Work Level III
Unit Title
Maintain Quality System and Continuous Improvement
Processes (Kaizen)
Unit Code LSA CSW3 22 0211
Unit Descriptor This unit of competence covers the skills and knowledge required to
prevent process improvements in their own work from slipping back
to former practices or digressing to less efficient practices. It covers
responsibility for the day- to-day operation of the work/functional
area and ensuring that quality system requirements are met and that
continuous improvements are initiated and institutionalized.
1. Develop and
maintain quality
framework within
work area
1.1 Distribute and explain information about the enterprise's quality
system to personnel
1.2 Encourage personnel to participate in improvement processes
and to assume responsibility and authority
1.3 Allocate responsibilities for quality within work area in
accordance with quality system
1.4 Provide coaching and mentoring to ensure that personnel are
able to meet their responsibilities and quality requirements
2. Maintain quality
documentation
2.1 Identify required quality documentation, including records of
improvement plans and initiatives
2.2 Prepare and maintain quality documentation and keep accurate
data records
2.3 Maintain document control system for work area
2.4 Contribute to the development and revision of quality manuals
and work instructions for the work area
2.5 Develop and implement inspection and test plans for quality
controlled products

31
3. Facilitate the
application of
standardized
procedures
3.1 Ensure all required procedures are accessible by relevant
personnel
3.2 Assist personnel to access relevant procedures, as required
3.3 Facilitate the resolution of conflicts arising from job
3.4 Facilitate the completion of required work in accordance with
standard procedures and practices
4. Provide training
in quality systems
and improvement
processes
4.1 Analyze roles, duties and current competency of relevant
personnel
4.2 Identify training needs in relation to quality system and
continuous improvement processes (kaizen)
4.3 Identify opportunities for skills development and/or training
programs to meet needs
4.4 Initiate and monitor training and skills development programs
4.5 Maintain accurate training record
5. Monitor and
review
performance
5.1 Review performance outcomes to identify ways in which
planning and operations could be improved
5.2 Use the organization’s systems and technology to monitor and
review progress and to identify ways in which planning and
operations could be improved
5.3 Enhance customer service through the use of quality
improvement techniques and processes
5.4 Adjust plans and communicate these to personnel involved in
their development and implementation
6. Build continuous
improvement
process
6.1 Organize and facilitate improvement team
6.2 Encourage work group members to routinely monitor key
process indicators
6.3 Build capacity in the work group to critically review the
relevant parts of the value chain
6.4 Assist work group members to formalize improvement
suggestions
6.5 Facilitate relevant resources and assist work group members to
develop implementation plans
6.6 Monitor implementation of improvement plans taking
appropriate actions to assist implementation where required.
7. Facilitate the
identification of
improvement
7.1 Analyze the job completion process
7.2 Ask relevant questions of job incumbent

32
opportunities
7.3 Encourage job incumbents to conceive and suggest
improvements
7.4 Facilitate the trying out of improvements, as appropriate
8. Evaluate relevant
components of
quality system
8.1 Undertake regular audits of components of the quality system
that relate to the work area
8.2 Implement improvements in the quality system in accordance
with own level of responsibility and workplace procedures
8.3 Facilitate the updating of standard procedures and practices
8.4 Ensure the capability of the work team aligns with the
requirements of the procedure
Variable Range
Coaching and
mentoring
May refer to:
 providing assistance with problem-solving
 providing feedback, support and encouragement
 teaching another member of the team, usually focusing on a
specific work task or skill
Continuous
improvement
processes may
include:
May include:
 cyclical audits and reviews of workplace, team and individual
performance
 evaluations and monitoring of effectiveness
 implementation of quality systems, such as International
Standardization for Organization (ISO)
 modifications and improvements to systems, processes, services
and products
 policies and procedures which allow the organization to
systematically review and improve the quality of its products,
services and procedures
 seeking and considering feedback from a range of stakeholders
 Kaizen
 Enterprise-specific improvement systems
Technology May include:
 computerized systems and software such as databases, project
management and word processing
 telecommunications devices
 any other technology used to carry out work roles and
responsibilities

33
Customer service May be:
 internal or external
 to existing, new or potential clients
Key process
indicators
Key process indicators may include:
 statistical process control data/charts
 orders
 lost time, injury and other OHS records
 equipment reliability charts, etc.
Continuous
improvement tools
May include:
 statistics
 cause and effect diagrams
 fishbone diagram
 Pareto diagrams
 run charts
 X bar R charts
 PDCA
 Sigma techniques
 balanced scorecards
 benchmarking
 performance measurement
 upstream and downstream customers
 internal and external customers immediate and/or final
Evidence Guide
Critical Aspects of
Competence
Evidence of the following is essential:
 taking active steps to implement, monitor and adjust plans,
processes and procedures to improve performance
 supporting others to implement the continuous improvement
system/processes, and to identify and report opportunities for
further improvement
 knowledge of principles and techniques associated with
continuous improvement systems and processes
 assist others to follow standard procedures and practices
 assist others make improvement suggestions
 standardize and sustain improvements
Assessors should ensure that candidates can:
 implement and monitor defined quality system
 requirements and initiate continuous improvements within the
work area

34
 apply effective problem identification and problem solving
techniques
 strengthen customer service through a focus on continuous
improvement
 implement, monitor and evaluate quality systems in the work area
 initiate quality processes to enhance the quality of performance of
individuals and teams in the work area
 gain commitment of individuals/teams to quality principles and
practices
 implement effective communication strategies
 encourage ideas and feedback from team members when
developing and refining techniques and processes
 analyze training needs and implement training programs
 prepare and maintain quality and audit documentation
Underpinning
Knowledge and
Attitudes
 principles and techniques associated with:
 benchmarking
 best practice
 change management
 continuous improvement systems and processes
 quality systems
 range of procedures available and their application to different
jobs
 applicability of takt time and muda to jobs
 identification and possible causes of variability in jobs
 continuous improvement process for organization
 questioning techniques
 methods of conceiving improvements
 suggestion and try out procedures
 relevant OHS
 quality measurement tools for use in continuous improvement
processes
 established communication channels and protocols
 communication/reporting protocols
 continuous improvement principles and process
 enterprise business goals and key performance indicators
 enterprise information systems management
 enterprise organizational structure, delegations and
responsibilities
 policy and procedure development processes
 relevant health, safety and environment requirements
 relevant national and international quality standards and protocols
 standard operating procedures (SOPs) for the technical work

35
performed in work area
 enterprise quality system
 coach and mentor team members
 gain the commitment of individuals and teams to continuously
improve
 innovate or design better ways of performing work
 communicate with relevant people
 prioritize and plan tasks related to encouraging and improving use
of standardized procedures
 negotiate with others to resolve conflicts and gain commitment to
standardized procedures
 facilitate other employees in improvement activities
 implement and monitor defined quality system requirements
 initiate continuous improvements within the work area
 apply effective problem identification and problem solving
techniques
 strengthen customer service through a focus on continuous
improvement
 implement, monitor and evaluate quality systems
 implement effective communication strategies
 encourage ideas and feedback from team members when
developing and refining techniques and processes
 analyze training needs and implementing training programs
 prepare and maintain quality and audit documentation
Resources
Implication
 specifications and documentation relating to planned, currently
being implemented, or implemented changes to work processes
and procedures relevant to the candidate
 documentation and information in relation to production, waste,
overheads and hazard control/management
 enterprise quality manual and procedures
 quality control data/records
Methods of
Assessment
 oral or written questioning to assess knowledge of procedures and
contingency management; principles and techniques associated
with change management
 review of the audit process and outcomes generated by the

36
candidates
assess underpinning knowledge and those aspects of competence
which are difficult to assess directly.
Context of
Assessment
Table 4Apply Problem Solving Techniques and Tools Level III
Occupational Standard: Level III
Unit Title Apply Problem Solving Techniques and Tools
Unit Code
Unit Descriptor This unit of competency covers the knowledge, skills and attitude
required to apply scientific problem solving techniques and tools to
enhance quality, productivity and other kaizen elements on continual
basis.
Elements Performance criteria
1. Identify and select
theme/problem.
1.1. Safety requirements are followed in accordance with safety
plans and procedures.
1.2. All possible problems related to the process /Kaizen elements
are listed using statistical tools and techniques.
1.3. All possible problems related to kaizen elements are identified
and listed on Visual Management Board/Kaizen Board.
1.4. Problems are classified based on obviousness of cause and
action.
1.5. Critical factors like the number of customers affected, potentials
for bottlenecks, and number of complaints etc… are selected.
1.6. Problems related to priorities of Kaizen elements are given due

37
emphasis and selected.
2. Grasp current status
and set goal.
2.1. The extent of the problem is defined.
2.2. Appropriate and achievable goal is set.
3. Establish activity
plan.
3.1. The problem is confirmed.
3.2. High priority problem is selected.
3.3. The extent of the problem is defined.
3.4. Activity plan is established as per 5W 1H.
4. Analyse causes of a
problem.
4.1. All possible causes of a problem are listed.
4.2. Cause relationships are analysed using4M1E.
4.3. Causes of the problems are identified.
4.4. Root causes are selected.
4.5. The root cause which is most directly related to the problem is
selected.
4.6. All possible ways are listed using creative idea generation to
eliminate the most critical root cause.
4.7. The suggested solutions are carefully tested and evaluated for
potential complications.
4.8. Detailed summaries of the action plan are prepared to
implement the suggested solution.
5. Examine
countermeasures and
their implementation.
5.1. Action plan is implemented by medium KPT members.
5.2. Implementation is monitored according to the agreed procedure
and activities are checked with preset plan.
6. Assess effectiveness
of the solution.
6.1. Tangible and intangible results are identified.
6.2. The results are verified over time.
6.3. Tangible results are compared with targets using various types
of diagram.
7. Standardize and
sustain operation.
7.1. If the goal is achieved, the new procedures are standardized
and made part of daily activities.
7.2. All employees are trained on the new Standard Operating
Procedures (SOPs).
7.3. SOP is verified and followed by all employees.

38
7.4. The next problem is selected to be tackled by the team.
Variables Range
Safety requirements May include, but not limited to:
 OHS requirements include legislation, material safety,
managements system, hazardous substances and dangerous
goods code and local safe operating procedures
 Work is carried out in accordance with legislative obligations,
environmental legislations, relevant health regulation, manual
handling procedure and organization insurance requirements
Statistical tools and
techniques
 May include, but not limited to:
 7 QC tools may include:
 Stratification
 Pareto Diagram
 Cause and Effect Diagram
 Check Sheet
 Control Chart/Graph
 Histogram
 Scatter Diagram
 QC techniques may include:
 Brain storming
 Why analysis
 What if analysis
 5W1H
Kaizen elements  May include, but not limited to:
 Quality
 Cost
 Productivity
 Delivery
 Safety
 Moral
 Environment
 Gender equality
5W1H  May include, but not limited to:
 Who: person in charge
 Why: objective
 What: item to be implemented
 Where: location
 When: time frame
 How: method
4M1E  may include:
 Man

39
 Machine
 Method
 Material and
 Environment
Creative idea generation  May include, but not limited to:
 Brainstorming
 Exploring and examining ideas in varied ways
 Elaborating and extrapolating
 Conceptualizing
Medium KPT  May include, but not limited to:
 5S
 4M (machine, method, material and man)
 4P (Policy, procedures, People and Plant)
 PDCA cycle
 Basics of IE tools and techniques
Tangible and intangible
results
 Include:
 Tangible result may include:
 Quantifiable data
 Intangible result may include:
 Qualitative data
Various types of diagram  May include, but not limited to:
 Line graph
 Bar graph
 Pie-chart
 Scatter diagram
 Affinity diagram
SOPs  May include, but not limited to:
 The customer demand
 The most efficient work routine (steps)
 The cycle times required to complete work elements
 All process quality checks required to minimize defects/errors
 The exact amount of work in process required
Evidence Guide
Critical Aspects of
Assessment
Demonstrates skills and knowledge competencies to:
 Apply all relevant procedures and regulatory requirements to
ensure quality and productivity of an organization.
 Detect non-conforming products/services in the work area
 Apply effective problem solving approaches/strategies.
 Implement and monitor improved practices and procedures
 Apply statistical quality control tools and techniques.
Underpinning Demonstrates knowledge of:

40
Knowledge and Attitude  QC story/PDCA cycle
 QC story/Problem solving steps
 QCC techniques
 7 QC tools
 Basic IE tools and techniques.
 SOP
 Quality requirements associated with the individual's job
function and/or work area
 Workplace procedures associated with the candidate's regular
technical duties
 Relevant health, safety and environment requirements
 organizational structure of the enterprise
 Lines of communication
 Methods of making/recommending improvements.
 Reporting procedures
 Apply problem solving techniques and tools
 Apply statistical analysis tools
 Apply Visual Management Board/Kaizen Board.
 Detect non-conforming products or services in the work area
 Document and report information about quality, productivity and
other kaizen elements.
 Contribute effectively within a team to recognize and
recommend improvements in quality, productivity and other
kaizen elements.
 Implement and monitor improved practices and procedures.
 Organize and prioritize activities and items.
 Read and interpret documents describing procedures
 Record activities and results against templates and other
prescribed formats.
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.
Table 5Manage Continuous Improvement System level LSA CSW4 23 0211

41
Occupational Standard: Community Service Works Level IV
Unit Title Manage Continuous Improvement System
Unit Descriptor This unit describes the performance outcomes, skills and knowledge
required to sustain and develop an environment in which continuous
improvement, innovation and learning are promoted and rewarded.
1. Review programs,
systems and
processes
1.1 Establish strategies to monitor and evaluate performance of key
systems and processes
1.2 Undertake detailed analyses of supply chains, operational and
product/service delivery systems
1.3 Identify performance measures, and assessment tools and
techniques, and evaluate their effectiveness
1.4 Analyze performance reports and variance from plans for all
key result areas of the organization
1.5 Identify and analyze changing trends and opportunities relevant
to the organization
1.6 Seek advice from specialists, where appropriate, to identify
technology and electronic commerce opportunities
2. Develop options
for continuous
improvement
2.1 Brief groups on performance improvement strategies and
innovation as an essential element of competition
2.2 Foster creative climate and organizational learning through the
promotion of interaction within and between work groups
2.3 Encourage, test and recognize new ideas and entrepreneurial
behavior where successful
2.4 Accept failure of an idea during trialing, and recognize,
celebrate and embed success into systems
2.5 Undertake risk management and cost benefit analyses for each
option/idea approved for trial

42
2.6 Approve innovations through agreed organizational processes
3. Implement
innovative
processes
3.1 Promote continuous improvement as an essential part of doing
business
3.2 Address impact of change and consequences for people, and
implement transition plans
3.3 Ensure objectives, timeframes, measures and communication
plans are in place to manage implementation
3.4 Implement contingency plans in the event of non-performance
3.5 Follow-up failure by prompt investigation and analysis of
causes
3.6 Manage emerging challenges and opportunities effectively
3.7 Evaluate continuous improvement systems and processes
regularly
3.8 Communicate costs and benefits of innovations and
improvements to all relevant groups and individuals
Variable Range
Sustainability may
include:
 addressing environmental and resource sustainability initiatives,
such as environmental management systems, action plans, green
office programs, surveys and audits
 applying the waste management hierarchy in the workplace
 complying with regulations and corporate social responsibility
considerations for sustainability to enhance the organization’s
standing in business and community environments
 determining organization’s most appropriate waste treatment,
including waste to landfill, recycling, re-use, recoverable
resources and wastewater treatment
 implementing ecological footprint
 implementing environmental management systems, e.g. ISO
14001:1996 Environmental management systems life cycle
analyses
 implementing government initiatives,
 improving resource and energy efficiency
 initiating and maintaining appropriate organizational procedures
for operational energy consumption
 introducing a green office program - a cultural change program
 introducing green purchasing
 introducing national and international reporting initiatives,

43
 introducing product stewardship
 reducing emissions of greenhouse gases
 reducing use of non-renewable resources
 referencing standards, guidelines and approaches, such as
sustainability covenants and compacts or triple bottom line
reporting
 supporting sustainable supply chain
Supply chains
include:
 network of facilities that procures raw materials, transforms them
into intermediate products or services and then finished goods or
service, and delivers them through a distribution system
 procurement, production and distribution, viewed as interlinked
not as discrete elements
Performance reports
may include:
 budget or cost variance
 customer service
 environmental
 financial
 OHS
 quality
 other operating parameters
Evidence Guide
Critical Aspects of
Competence
Evidence of the following is essential:
 demonstration of consultation processes to introduce or evaluate
an existing continuous improvement process or system, including
suggested actions or an action plan
 generation of an idea or concept which exhibits creative thinking
and which offers the possibility of advantaging the organization
 how the concept or idea was introduced, tested and evaluated - the
idea or concept does not have to have been shown to work or to
be adopted by the business
 knowledge of quality management and continuous improvement
theories
Underpinning
Knowledge and
Attitudes
 quality management and continuous improvement theories
 creativity/innovation theories/concepts
 risk management
 cost-benefit analysis methods
 creativity and innovation theories and concepts
 organizational learning principles
 quality management and continuous improvement theories
 risk management
 sustainability practices

44
 analytical skills to identify improvement opportunities in relation
to
 the services/products delivered or concepts/ideas developed
 flexibility and creativity skills to think laterally
 leadership skills to foster a commitment to quality and an
openness to innovation
 teamwork and leadership skills to foster a commitment to quality
and an openness to innovation
Resources
Implication
 appropriate documentation and resources normally used in the
workplace
Methods of
Assessment
 oral or written questioning to assess knowledge of principles and
techniques associated with change management
 evaluation of strategies established to monitor and evaluate
performance of key systems and processes
 review of briefing of groups on performance improvement
strategies and innovation
assess essential knowledge and those aspects of competence which
are difficult to assess directly.
Context of
Assessment
Table 6Manage Continuous Improvement Process (Kaizen)
Occupational Standard: Level IV

45
Unit Title Manage Continuous Improvement Process (Kaizen)
Unit Code
Unit Descriptor This unit describes the performance, outcomes, knowledge, attitude
and skills required to sustain and develop an environment in which
continuous improvement, innovation and learning are promoted,
rewarded and managed.
1. Diagnose the current
status.
1.1. Parameters used for study current situation are obtained.
1.2. Internal and external environment is analyzed.
1.3. Problems related to targeted environment is recognized and
identified.
1.4. Problems regarding to current situation are analyzed.
1.5. Alternatives are generated.
1.6. Best alternatives are selected.
2. Design an effective
continuous
improvement process
(kaizen).
2.1. The values, mission and goals of kaizen management system are
clarified.
2.2. The kaizen management template and a visual management
logo full of purpose and meaning are developed.
2.3. A clear action strategy (master and detailed plans) is defined.
2.4. The most effective and proven kaizen tools are chosen and
applied.
2.5. A practical way is identified to involve all employees in Gemba
activities (top, middle and bottom).
3. Develop change
capability.
3. 1. Kaizen Promotion Team Structure is developed.
3. 2. The Kaizen Training Plan is defined and started.
3. 3. Supervisors’ kaizen capability and habits are developed.
3. 4.Key people are developed in terms of individual leadership
capability.
4. Implement improved
processes.
4.1. Sustainability/continuous improvement are promoted as an
essential part of doing business.

46
4.2. Impacts of change and consequences are addressed for people,
and transition plans implemented.
4.3. Objectives, time frames, measures and communication plans are
ensured in place to manage implementation.
4.4. Contingency plans are implemented in the event of non-
performance.
4.5. Failure is followed-up by prompt investigation and analysis of
causes.
4.6. Emerging challenges and opportunities are managed effectively.
4.7. Continuous improvement systems and processes are evaluated
regularly.
4.8. Improvements are communicated to all relevant groups and
individuals.
4.9. Opportunities are explored for further development of value
stream improvement processes.
5. Establish direction and
control.
5.1. A system audit tool is defined and implemented.
5.2. The kaizen management system is deployed across all company
levels and functions.
5.3. Results are checked and corrections made.
5.4. Standard operating procedures are developed and maintained.
5.5. The recruit, training and evaluation systems are improved and
HR practices compensated.
Variables Range
Parameters  May include, but not limited to:
 Working condition
 Resources may Include, but not limited to:
 Human
 Material and Machine
 Kaizen elements
Kaizen management
template
 Visual management board for:
 Displaying characteristic figures, data and graphics
 Depicting and controlling processes
 Identifying and marking sources of risks, setting and

47
standards
 Displaying company’s values and goals of kaizen
Kaizen tools  May include, but not limited to:
 5S (a visual workplace management)
 7 QC tools( Cause and Effect Diagram, Check Sheet , Pareto
Diagram , Histogram, Scatter Diagram, Control Chart and Flow
Chart )
 Brainstorming
 Basic Industrial Engineering (IE) tools such as time study,
motion study, line balancing, work sampling
 JIT (JUST IN TIME) principles
 MUDA identification and elimination tools
 Kanban
 Poka-yoke and Takt- time
Gemba activities  May include, but not limited to:
 Value-adding activities to satisfy the customer
 Employee autonomous operations (participating in team to
identify nonconformity, propose solutions and implement them
autonomously)
Individual leadership
capability
 Personal and interpersonal skills
 Courage
 Honour and integrity
 Energy and drive
 Strategic skills
 Operating and Organizational positioning skills
Sustainability/continuous
improvement
 Improvements made by following PDCA (Plan, Do, Check and
Act) cycle for:
 Improvements in one’s own work
 Saving in energy, material and other resources
 Improvements in the working environment
 Improvements in machines and processes
 Improvements in jigs and tools
 Improvement in office work
 Improvements in product quality
 Ideas for new products
 Customers services and customer relations
System audit tool  May include, but not limited to:
 5S audit
 Patrol system
 Kaizen board
 5M check lists and Key Performance Indicators (KPIs)
Standard operating  May include, but not limited to:
 Administrative standards for:

48
procedures  Managing the business
 Administration
 Personnel Guidelines
 Job Descriptions
 Guidelines for preparing cost information
 Operation standards for:
 Describing the way a job is done.
 Help realising Quality, cost, delivery.
 Addressing the need to satisfy customers.
 Using the process that’s the best.
 Producing work in the most cost effective manner.
 Assuring total quality for the customer.
HR practices  May include, but not limited to:
 Resources May Include, but not limited to:
 Recruit and retain high quality people with innovative skills
and a good track, record in innovation
 HR development is used for:
 Strategic capability and provide encouragement and
facilities for enhancing innovating skills and enhancing the
intellectual capital of the organization
 Reward will:
 Provide financial incentives and rewards and recognition for
successful innovation
Evidence Guide
Critical Aspects of
Assessment
Demonstrates skills and knowledge competencies to:
 Establish policy and cross-functional goals for kaizen
 Deploy and implement goals as directed through policy
deployment and cross-functional management.
 Realize goals through deployment and audits.
 Build systems, procedures, and structures conducive to kaizen.
 Use kaizen in functional capabilities.
 Introduce Kaizen as a corporate strategy
 Provide support and direction between allocating resources
 Establish, maintain and upgrade standards.
 Make employees conscious through training programs.
 Assist employees develop skills and tools for problem solving.
Underpinning Knowledge
and Attitude
 Quality management and continuous improvement theories
 Creativity/Innovation theories/concepts
 Competitive systems and practices tools, including:
 5S
 JUST IN Time (JIT)

49
 Mistake proofing
 Process mapping
 Establishing customer pull
 Setting of KPIs/metrics
 SOP
 Kaizen elements/targets.
 Identification and elimination of waste/MUDA
 Continuous improvement processes including
implementation, monitoring and evaluation strategies for a
whole organization and its value stream
 Difference between breakthrough improvement and
continuous improvement
 Organizational goals, processes and structure
 Approval processes within organization
 Methods of determining the impact of a change
 Customer perception of value
 Define, Measure, Analyze, Improve and Control (DMAIC)
to sustain process
Underpinning Skills Demonstrates Skills to:
 Use leadership skills to foster a commitment to quality and
openness to improvement.
 Analyze training needs and implementing training programs
 Prepare and maintain quality and audit documentation
 Undertake self-directed problem solving and decision-making on
issues of a broad and/or highly specialized nature and in highly
varied and/or highly specialized contexts
 Communicate at all levels in the organization and to audiences of
different levels of literacy and numeracy
 Analyze current state/situation of the organization.
 Analyze individually and collectively the implementation of
competitive systems and practices tools in the organization and
determining strategies for improved implementation
 Solve highly varied and highly specialized problems related to
competitive systems and practices implementation and
continuous improvement to root cause
 Negotiate with stakeholders, where required, to obtain
information required for implementation and refinement of
continuous improvements, including management, unions,
employees and members of the community.
 Review relevant metrics, including all those measures which
might be used to determine the performance of the improvement
system, including:
 Key Performance Indicators (KPIs) for existing
processes
 Quality statistics
 Delivery timing and quantity statistics

50
 Process/equipment reliability (‘uptime’)
Resources Implication Access is required to real or appropriately simulated situations,
including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Methods of Assessment Competence may be assessed through:
 Interview/Written Test
 Observation/Demonstration with Oral Questioning
Context of Assessment Competence may be assessed in the work place or in a simulated
work place setting.
Table 7Develop and Refine Systems for Continuous Improvement in Operations level LSA
CSW5 21 0211
Occupational Standard: Community Service Work Level V
Unit Title
Develop and Refine Systems for Continuous Improvement in
Operations
Unit Descriptor This unit of competency covers the skills, knowledge and processes
required to ensure that continuous improvement systems do not
stultify and continue to improve along with other operational systems
in an organization. This unit is about improving the process yield/unit
of effort or cost, reducing process variation and increasing process
reliability, upgrading, enhancing or refining process outputs, and
includes developing a culture of reviewing and sustaining change
ensuring improvements are maintained and built on.
1. Establish
parameters of
current internal
improvement
systems
1.1 Describe organization systems that impact on continuous
improvement
1.2 Identify current relevant metrics and their values
1.3 Check that metrics are collected for all improvements
1.4 Determine yield of current improvement processes

51
1.5 Review results of improvements
2. Distinguish
breakthrough
improvement
processes
2.1 Identify all improvements which have occurred over an agreed
period of time
2.2 Distinguish between breakthrough improvements and
continuous improvements
2.3 Determine the timing of breakthrough improvement processes
2.4 Analyze factors controlling the timing and selection of
breakthrough improvements
2.5 Analyze continuous improvements to identify cases where
breakthrough improvements were required
2.6 Validate findings with process/system owners and obtain
required approvals
2.7 Improve timing/selection of breakthrough improvements
2.8 Improve other factors limiting the gains from breakthrough
improvements
3. Develop continuous
improvement
practice
3.1 Check that levels of delegated authority and responsibility are
appropriate for continuous improvement from the shop floor
3.2 Ensure all personnel have appropriate capabilities for
continuous improvement processes
3.3 Ensure personnel and systems recognize potential breakthrough
improvement projects
3.4 Ensure sufficient resources are available for the operation of
continuous and breakthrough improvement processes
3.5 Check that relevant information flows from improvement
changes to all required areas and stakeholders
3.6 Check data collection and metrics analysis capture changes
which result from improvement actions
3.7 Check that improvement changes are standardized and sustained
3.8 Check review processes for routine continuous improvements
3.9 Remove or change factors limiting gains from improvements
3.10 Modify systems to ensure appropriate possible changes are
referred to other improvement processes
3.11 Institutionalize breakthrough
4. Establish
parameters of
current external
improvement
4.1 Review value stream systems that impact on improvement
4.2 Review procedures for deciding improvement methodologies
Identify current relevant metrics and their values, as appropriate

52
system
4.3 Determine yield of current improvement processes
4.4 Review results of improvements
5. Explore
opportunities for
further development
of value stream
improvement
processes
5.1 Review mechanisms for consultation with value stream
members
5.2 Develop mechanisms for further improving joint problem
solving
5.3 Develop mechanisms for increased sharing of organizational
knowledge
5.4 Obtain support and necessary authorizations from
process/system owners
5.5 Capture and standardize improvements
5.6 Improve factors limiting gains from continuous improvements
6. Review systems for
compatibility with
improvement
strategy
6.1 Review all systems which impact or are impacted on
improvements and the improvement system
6.2 Analyze relationships between improvement systems and other
relevant systems
6.3 Analyze practices caused by and results from the systems
6.4 Negotiate changes to the systems to improve the outcomes
from improvement systems
6.5 Obtain necessary approvals to implement changes
6.6 Monitor the implementation of the changes
Variable Range
Competitive systems
and practices
Competitive systems and practices may include, but are not limited
to:
 lean operations
 agile operations
 preventative and predictive maintenance approaches
 monitoring and data gathering systems, such as Systems Control
and Data Acquisition (SCADA) software, Enterprise Resource
Planning (ERP) systems, Materials Resource Planning (MRP) and
proprietary systems
 statistical process control systems, including six sigma and three
sigma
 JIT, kanban and other pull-related operations control systems

53
 supply, value, and demand chain monitoring and analysis
 5S
 continuous improvement (kaizen)
 breakthrough improvement (kaizen blitz)
 cause/effect diagrams
 overall equipment effectiveness (OEE)
 takt time
 process mapping
 problem solving
 run charts
 standard procedures
 current reality tree
 Competitive systems and practices should be interpreted so as to
take into account:
 stage of implementation of competitive systems and practices
 the size of the enterprise
 the work organization, culture, regulatory environment and
the industry sector
Code of practice and
standards
Where reference is made to industry codes of practice, and/or
Ethiopian/international standards, the latest version must be used
Organization systems Organization systems may include:
 problem recognition and solving
 operational/process improvement
 improvement projects
 product/process design and development
 processes for making incremental improvements
Relevant metrics Relevant metrics include all those measures which might be used to
determine the performance of the improvement system and may
include:
 hurdle rates for new investments
 KPIs for existing processes
 quality statistics
 delivery timing and quantity statistics
 process/equipment reliability (‘uptime’)
 incident and non-conformance reports
 complaints, returns and rejects
Process improvement
yield
Improvement process yield may be regarded as:
 the benefit achieved for the effort invested
Breakthrough Breakthrough improvements include:

54
improvements  those which result from a kaizen blitz or other improvement
project or event and are a subset of all improvements
Timing of
breakthrough
improvements
Timing of breakthrough improvements includes:
 frequency (which should be maximized) and duration (which
should be minimized) of events/projects
Continuous
improvement
Continuous improvement is part of normal work and does not require
a special event to occur (although may still require authorizations)
and contrasts with breakthrough improvement/kaizen blitz which
occurs by way of an event or project
Resources for
improvement
Resources for improvements include:
 improvement budget
 guidelines for trialing of possible improvements
 mechanism for approvals for possible improvements
 business case guidelines for proposed improvements
 indicators of success of proposed improvement
 mechanisms for tracking and evaluation of changes
 forum for the open discussion of the results of the
implementation
 mechanisms for the examination of the improvement for
additional improvements
 organization systems to sustain beneficial changes
Capturing value
stream improvements
Capturing value stream improvements includes:
 revised contractual arrangements
 revised specifications
 signed agreements
 other documented arrangements which formalize the raised base
line
Systems impacting
improvements
Systems which impact/are impacted on improvements and the
improvement system include:
 office
 purchasing
 rewards (individual or team at all levels)
 sales
 marketing
 maintenance
 process/product
 transport and logistics
Organizational Organizational knowledge should:

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