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Kaizen

Kaizen training presentation

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Kaizen

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  1. KAIZEN Small Steps, Big Impact © Operational Excellence Consulting. All rights reserved.

  2. NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg LEARNING OBJECTIVES Learn problem-solving tools and techniques for effective Kaizen implementation, emphasizing the crucial role of management. Comprehend the fundamental concepts of Kaizen, including its principles and philosophy. Acquire knowledge of Kaizen management practices, focusing on their application to enhance organizational performance. Develop proficiency in implementing Kaizen activities to systematically eliminate waste and drive continuous improvement within the organization. 2 © Operational Excellence Consulting

  3. CONTENTS Kaizen Approach to Problem Solving 1 5 Introduction to Kaizen Key Kaizen Problem Solving Tools 2 6 Kaizen Concepts 3 7 Kaizen Practices Kaizen Implementation Key Factors for Kaizen Success 4 8 Kaizen Management 3 © Operational Excellence Consulting

  4. “ Kaizen is a culture of daily, incremental improvement. PASCAL DENNIS Author of “Lean Production Simplified” 4 © Operational Excellence Consulting

  5. WHAT IS KAIZEN? Definition: Kai Zen Kaizen, derived from the Japanese words “Kai” (change) and “Zen” (to become good), translates to continuous improvement. ● 改 改善 善 Explanation: The essence of Kaizen lies in the constant pursuit of positive change, fostering a culture of improvement. ● Change Good 5 © Operational Excellence Consulting

  6. WHAT IS KAIZEN? Continuous Improvement Total Common-Sense Approach Involvement A philosophy centered around perpetual enhancement in processes, products, and workplace practices. Involving everyone, from managers to employees, in fostering a culture of innovation and improvement. Emphasizing practical, cost- effective solutions over radical changes, promoting a sustainable and evolving improvement process. 6 © Operational Excellence Consulting

  7. WHAT KAIZEN IS NOT Limited to automation or implementing IT systems Just about cutting costs Is only for manufacturing Requires massive overhaul Merely a housekeeping exercise (e.g., 5S) It’s only about employee suggestions Fixing people’s jobs without their involvement Just a one-time event 7 © Operational Excellence Consulting

  8. IMPORTANCE OF KAIZEN IN MODERN ORGANIZATIONS Relevance Competitive Edge Organizational Health In the fast-paced business environment, Kaizen is crucial for organizations seeking adaptability and sustainable growth. Kaizen fosters a culture of innovation and efficiency, providing a competitive edge in the market. It contributes to the overall health of an organization by promoting a proactive and dynamic approach. 8 © Operational Excellence Consulting

  9. KAIZEN IN DIFFERENT INDUSTRIES Manufacturing Healthcare Education Finance Improved production efficiency through line balancing and waste reduction, leading to increased output. Enhanced patient care by optimizing processes, reducing wait times, and minimizing errors through Kaizen methodologies. Kaizen applied to curriculum development and teaching methodologies, fostering continuous improvement in learning outcomes. Process optimization in financial institutions, reducing transaction times, minimizing errors, and enhancing overall efficiency. 9 Source: Operational Excellence Consulting Research © Operational Excellence Consulting

  10. BENEFITS OF KAIZEN Empowerment and Enrichment Fostering Personal and Organizational Growth Enhanced Performance Across All Fronts Guidance and Leadership Barometer Unleashes individual potential and enhances the work experience. Offers insights from employees and serves as a leadership compass. Drives development for both employees and the company. Elevates quality, safety, cost structures, delivery, environments, throughput, and customer service. 10 © Operational Excellence Consulting

  11. INNOVATION PLUS KAIZEN New standard KAIZEN Innovation New standard KAIZEN Innovation While innovation sets new performance standards, Kaizen ensures their continuous refinement, safeguarding sustained excellence over time. 11 Source: Adapted from Imai © Operational Excellence Consulting

  12. MODERN PERCEPTION OF KAIZEN & JOB FUNCTIONS Top Management Innovation Kaizen Middle Management Maintenance Supervisors Workers 12 Source: Adapted from Imai © Operational Excellence Consulting

  13. KAIZEN ESSENCE: THE FIVE PILLARS OF CONTINUOUS IMPROVEMENT Quality Focus Total Involvement Willingness to Change Communication Human Effort A dedicated emphasis on improving and maintaining high standards of quality. Encompassing the entire organization’s active participation in the continuous improvement process. Facilitating transparent and effective exchange of ideas and information throughout the organization. Harnessing the collective energy and commitment of individuals towards improvement. Cultivating an open and adaptable mindset to embrace positive transformations. 13 © Operational Excellence Consulting

  14. ELEVATING EXCELLENCE: KAIZEN’S JOURNEY THROUGH CONTINUOUS IMPROVEMENT AND STANDARDIZATION Continuous Improvement A P C D Performance Enhancement New Standard A P C D Consolidation through Standardization Current Standard Time 14 © Operational Excellence Consulting

  15. ELEVATING KAIZEN THROUGH EMPLOYEE INVOLVEMENT Harness Collective Knowledge: Leverage the diverse expertise of all employees. ● Encourage varied perspectives for holistic problem-solving. ● Diverse Problem-Solving: Tap into different viewpoints for comprehensive solutions. ● Enhance problem-solving by involving individuals with various skills. ● 15 © Operational Excellence Consulting © Operational Excellence Consulting

  16. METHODS TO INCREASE PRODUCTIVITY More Staff Current 1 Man 1 Machine 1 Hour 100 Units Quantitative Approach More Machines Work Longer How to Increase Productivity? Work Harder Qualitative Approach Future 1 Man 1 Machine 1 Hour 120 Units Eliminate Waste & Simplify TPS Goal Let’s work smarter! 16 Source: Adapted from Kato & Smalley © Operational Excellence Consulting

  17. WASTES (MUDA) IN MANUFACTURING The 8 Types of Waste OVERPRODUCTION Producing sooner, faster or in greater quantities than customer demand WAITING INTELLECT Not using employees’ full intellectual contribution People or parts that wait for a work cycle to be completed MOTION OVERPROCESSING Processing beyond the standard required by the customer Unnecessary movement of people, parts or machines within a process Wastes DEFECTS TRANSPORTATION Unnecessary movement of people or parts between processes Work not done right the first time such as scrap and rework INVENTORY Building or storing extra products that the customer has not ordered 17 © Operational Excellence Consulting

  18. “ beginning with the 5S’s. Good workplaces develop beginning with the 5S’s. Bad workplaces fall apart HIROYUKI HIRANO 18 © Operational Excellence Consulting

  19. 5S Focuses on effective workplace organization and standardization ● Standardize Sort It allows us to easily spot variation from standard operating conditions ● Sustain Cleaner, safer work environment ● Shine Set In Order Organized workstations ● Open up space and reduce clutter ● 19 Source: Adapted from Hirano © Operational Excellence Consulting

  20. 5S EXAMPLE: OFFICE DESK After Before An office desk before and after conducting 5S Sort and Set In Order. Clutter and unused items have been removed leaving only what is needed. 20 © Operational Excellence Consulting

  21. 5S EXAMPLE: TOOLING MANAGEMENT Organized tools and materials for better shopfloor efficiency and safety. 21 © Operational Excellence Consulting

  22. KAIZEN EVENT PROCESS 1. Orientation 2. Understand Current Process 5. Report & Celebrate 4. Implement Solutions 3. Develop Future State Design 22 © Operational Excellence Consulting

  23. STANDARD WORK Standard work is an agreed-upon set of work procedures that establish the best and most reliable methods and sequences for each process and each worker. ● Standard work aims to maximize performance while minimizing waste in each person’s operation and workload. ● 23 23 © Operational Excellence Consulting © Operational Excellence Consulting. All rights reserved.

  24. DAILY HUDDLES Definition: Daily Huddles are brief, focused meetings held regularly to align teams, share updates, and discuss priorities. ● Purpose: Facilitate quick communication, address challenges, and keep everyone informed on critical matters. ● Format: Typically short, standing meetings lasting 10-15 minutes. ● 24 © Operational Excellence Consulting © Operational Excellence Consulting. All rights reserved.

  25. LEADERSHIP IN KAIZEN Leadership plays a crucial role in driving and sustaining Kaizen initiatives. ● Leaders must actively support and participate in Kaizen activities to inspire the team. ● Leading by example, setting expectations, and providing resources are essential for success. ● 25 25 © Operational Excellence Consulting © Operational Excellence Consulting. All rights reserved.

  26. BUILDING A KAIZEN CULTURE Cultivating a Kaizen culture involves fostering a mindset of continuous improvement. ● Encourage open communication, idea-sharing, and a proactive approach to problem-solving. ● Leadership should emphasize the value of learning from mistakes and embracing change. ● 26 26 © Operational Excellence Consulting © Operational Excellence Consulting. All rights reserved.

  27. EXAMPLE 1: KAIZEN PROJECT IMPROVEMENT Project type: 5S Area: Sales & Marketing Office Team Leader: John Smith BEFORE AFTER Reasons project chosen: § Difficult to move around a cluttered office. § Difficult to find information and supplies. Tools used on project: § Cleaning equipment and tools. § 5S principles. Results: § Unwanted materials were discarded. § Less waste – e.g. transportation, motion, waiting, etc. § Improved staff morale. Next steps: § Conduct monthly 5S audits. § 5S for other common areas. 27 © Operational Excellence Consulting

  28. KAIZEN EVENT AGENDA: 5-DAY IMPLEMENTATION Day 2 – Understand current situation Day 3 – Develop future state design Day 4 – Make the improvements Day 5 – Report & celebrate Day 1 – Orientation § Welcome & Introductions § Analyze current state § Future state design § Implement improvements § Finalize future state Morning § Set expectations § Brainstorm ideas § Mid-week review § Try out or simulate new process § Complete training on standard work § Provide focused training § Root cause analysis § Implement improvements § Train participants § Final presentation § Identify the Customer § Prioritize solutions § Tweak design as needed § Define Kaizen Charter § Future state design Lunch Lunch & celebration § Document current state – process map or value stream map, identify waste (opportunities), data collection, etc. § Analyze current state § Implement improvements § Create and implement standard work § Try out or simulate new process § Brainstorm ideas § Measure future state Afternoon § Root cause analysis § Train participants § Calculate actual benefits § Prioritize solutions § Tweak design as needed § Day 4 summary § Establish current state § Future state design § Day 3 summary § Set objective(s) for Day 5 § Day 1 summary § Set objective(s) for Day 4 § Day 2 summary § Set objective(s) for Day 3 § Set objective(s) for Day 2 28 © Operational Excellence Consulting

  29. OVERCOMING CHALLENGES IN IMPLEMENTATION Identify Common Challenges Develop Problem- solving Strategies Continuous Improvement Culture Acknowledge potential challenges faced during Kaizen implementation, such as resistance to change or resource constraints. Discuss effective strategies for overcoming challenges, emphasizing a proactive problem-solving mindset within the team. Promote a culture of continuous improvement, encouraging team members to view challenges as opportunities for growth and enhancement. 29 © Operational Excellence Consulting

  30. ABOUT OPERATIONAL EXCELLENCE CONSULTING Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. Based in Singapore, the firm’s mission is to create business value for organizations through innovative design and operational excellence management training and consulting solutions. For more information, please visit www.oeconsulting.com.sg © Operational Excellence Consulting

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