APPLICATION OF KAIZEN PRINCIPLES IN ADMINISTRATION TO FACILITATE SCIENTIFIC ORGANISATIONS

1. APPLICATION OF KAIZEN PRINCIPLES IN ADMINISTRATION TO FACILITATE SCIENTIFIC ORGANISATIONS

2. Texture • What is Kaizen • What are its principles • Methodology of Applications

3. Kaizen- Meaning Kai - Take apart and make new Zen - Think about so as to help others

4. Principles: • Meaning • Kai - gradual and orderly change, Zen - for the better • involves everyone in the organization in small improvements using conventional knowledge and tools • without large capital investments.

5. Kaizen means continuous improvement • Kaizen implies: continuing improvement in personal life, home life, social life, and working life. • When applied to the workplace, Kaizen means continuing improvement involving everyone – managers and workers alike. - Mr. Masaaki Imai (1986)

6. Why Use Kaizen? • To solve problems (without already knowing the solution) • To eliminate waste • Create ownership and empowerment • Support lean thinking

7. Seven Deadly Wastes • Over-production • Waiting • Transportation • Over-processing • Inventory • Motion • Defects

8. Organization – The Morphology Here the intercept area is “Administration” which bonds the three sectors

9. Anatomy of the Organization There are Complexities, hence Administration has a role. Here cross links are established by Administration by different means

10. Organisational Culture • The beliefs and values shared by people who work in an organisation • How people behave with each other • How people behave with customers/clients • How people view their relationship with stakeholders • People’s responses to energy use, community involvement, absence, work ethics, etc. • How the organisation behaves to its employees – training, professional development, etc.

11. No Organization is Static:

12. Customs Ideas Practices Collectively evolve into Tradition : A long established custom or belief passed on from one generation to another Tradition

13. Transformed Organizations Characterised by the Change in: • ETHICS • VISION • PRACTICES • TRANSFORMATION

14. Activity Classification under Administration • Facilitating for doing Research and application of Science Technology • Updation w.r.t sorrounding changes (Design and Development) • Assisting in Project implementation • Extending timely Services (O & M) • Creating a feeling of strength • To meet the aspiration

15. Design & Development Process, Equipment, System • Evaluation of different options • Selection / identification of path • Pursuing charted path • Maintaining time schedule / quality • System integration Aspirations: • Progress • Recognition for innovative work • Opportunities for involvement in more difficult technologies

16. Project Implementation • Realistic planning • Advance action for speedy imple-mentation • Outsourcing • Continuous involvement and follow up • Strict adherence to time schedules/ quality • Forecasting obstacles & taking remedial measures • Timely completion

17. Project Implementation- contd.. Aspirations : • Timely achievements of milestones • Innovations along the path • Realization of goals • Deriving tremendous satisfaction on successful completion

18. Operation & Maintenance • Disciplined task • Apparently repetitive • Plenty of scope for innovations • Play a key role in programme deliverables • Offer effective service conditions • Provide valuable inputs to design / development • Ensure Service Deliverables

19. Operation & Maintenance –contd.. Aspirations : • Smooth operation and high utilization • Deriving satisfaction through successful deliveries • Contributing towards innovative designs through operational experience

20. Services • Work under several constraints • Generally considered as support activities • Not in the driver’s seat for the main programmes • Often responsible for the rate controlling step • Difficult to achieve personal recognition Aspirations : • Recognition through user satisfaction • Greater involvement in key activities

21. Common Factor for Motivation Finding an identity in an Ocean To be a Key Player in achieving institutional goals To be able to serve others

22. Strategic Planning

23. Consolidating improvements and producing more innovative ideas

24. Magic Mix

25. Kaizen Cycle Start Here Do It Again DocumentReality Celebrate Identify Waste Make thisthe Standard PlanCounter-measures MeasureResults Kaizen RealityCheck VerifyChange MakeChanges 25

26. How to implement Rules of Kaizen: • Respect othersParticularly the local operators, you are in their living room • Document realityIf you make changes based on data, the data should be based on reality • Do your share as a Super Worker Everyone has to contribute • Try something newBe open minded - try it instead of racking your brain for reasons why it won’t work (try-storming) • Ask why Gain complete understanding, assume nothing • Be safe / Think safeBoth in your actions and in what you implement

27. Kaizen Preparation Pre- Kaizen steps are performed so that the Kaizen is as effective and waste free as possible. • Define the opportunity in terms of: • Cost, Quality, Waste, Safety – Specific, Impact upon stake holder • Form & train the team to make them: • dedicated resources – commitment • trained in specifics regarding the task at hand. (ie: process knowledge, lean tools) • Set goals / collect baseline data • Is the problem well understood – what does success look like? • 4) Leader & team responsibilities

28. The Kaizen Workshop is Characterized by: • A focus on an area or process to achieve a specific goal. • Includes a team that is empowered to make changes. • Team make-up should include: Working mass of Administration, Associated Maintenance staff, Outside Eyes, and a process owner (If possible a customer) • Supported by management with Money, Time, and frequent small group activity. • Managed to resolution and a commitment to sustain.

29. How To Form Kaizen Teams? • Team composition & training is critical to the success of the team • Develop ability for multi tasking • Composition should reflect the diversity of the work center • A team generally consists of 6-10 people • Each member will be chosen to perform a specific role – everybody works

30. Intermediary Steps • Define Change In terms of deliverables • Measured performance • Regular performance management by confidence building among the staff • Appraise the shortcomings • Appreciate in public and criticise in private when called for

31. Be open minded to all approaches Try as many viable ideas as possible ( A minimum of two to three). Observations of reality as possible. Include one person who is convinced it can’t be done. Make sure management is committed to resolving the issue and supporting the team. Don’t utilize to implement your solution Don’t just sit around and brainstorm or justify the current way things are done. Don’t assume you know the problem Don’t put more than one of these people on the team. Don’t hold a Kaizen to resolve an issue as that is not driving a business goal. Do’s and Don’t of Kaizen

32. Thanks