Kaizen

ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

O mercado de seguros brasileiro cresce a cada ano oferecendo produtos e serviços que mitigam os riscos do patrimônio de pessoas físicas e jurídicas de direito privado no país, e acompanhando este crescimento as corretoras de seguro que representam legalmente essas pessoas perante o mercado segurador, necessitam cada vez mais prestar serviços de alta qualidade para se manter neste mercado tão competitivo. Este trabalho foi realizado com base em pesquisa qualitativa do tipo bibliográfica como procedimento metodológico, visando como objetivo ‘apresentar de forma sucinta como a filosofia japonesa Kaizen na visão Lean Office, pode contribuir para melhoria continua de suas atividades alavancando o seu nível de qualidade e produção para acompanhar as exigências do mercado atual.

In today's conditions where intense competition conditions are experienced and customer expectations are increasing rapidly, companies have had to constantly increase quality, ensure profitability and reduce costs in all processes. The automotive sector where continuous improvement and renewal takes place in the natural environment also frequently uses improvement methods such as Lean Manufacturing and Kaizen in their processes. Kaizen, which is a combination of the words "KAI" (change) and "ZEN" (better) in Japanese and which is meaning "better change", is a problem-solving approach applied in process development. With Kaizen approach, unnecessary activities are eliminated and low performance processes are being developed. This study describes a Kaizen application in the curing process called “vulcanization” in production department of a tire company is described. The implementation is performed to reduce number of scrap during vulcanization proces...

Currently the industry is trying to improve its competitiveness. This makes the manufacturingindustry needs to adapt the Lean-Kaizen concept. Lean-Kaizen means eliminating waste through small improvements made on an ongoing basis. This research takes a case study at PT Inoac Poltechno Indonesia, which is engaged in foam production. The current production target is only 56% of the planned target. Besides that, there are found many defective products and activities that have no added value. Furthermore, a map of the current condition is made to find waste and know the kaizen that will be carried out. Furthermore, a future map was developed with work standardization and Value Stream Mapping to determine activities that have no added value. Calculation of Waste Assessment Model (WAM), shows the biggest waste is defect (26.73%), inventory (15.79%), and waiting (13.35%). This study found that by adding trolley, adding operators, making SOPs, scheduling engine maintenance would make non-va...

Present study deals with the various principles of Lean Construction where the concepts of POKA-YOKE, Visual Management, Just-In-Time, Total Quality Management, Employee Involvement, KAIZEN, KANBAN, 6S, Last Planner System (LPS), Value Stream Mapping are discussed along with their benefits and application in real field. In Lean construction the above-mentioned concepts and ideas play major role in success of many projects.

W pierwszej części artykuł syntetyczne ujmuje teorię innowacji z jej
definicjami oraz podziałem. W kolejnym rozdziale przedstawia specyfikę zarządzania
innowacją w przedsiębiorstwach wraz z najważniejszymi etapami
i warunkami wdrażania. Dwie ostatnie części prezentują jedną z nowoczesnych
metod zarządzania przedsiębiorstwem, jaką jest lean management, oraz wybrane
narzędzia i warunki niezbędne, aby wdrożenie było powiązane z innowacyjnym
wzrostem jednostki gospodarczej.

Lean Six Sigma Measure Phase Tollgate Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Measure Phase Tollgate Templates include the most common tools used in the Measure Phase. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. There are checklists and guides to ensure the Measure Phase is completed and approved before moving to the next process improvement phase. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

Due to the increase in business competition, firms are now working hard to design and implement such strategies that can provide them competitive advantage over others and fulfill all international and local standards that can satisfy the customers. In this context, Total Quality Management (TQM) is a management framework which is being adopted by many companies to help them in achieving business excellence. It is the way of improving and managing the efficiency, usefulness, flexibility, cohesiveness and competitiveness of the company as a whole. As TQM facilitates build a culture of trust, contribution, collaboration, quality excellence, passion for continuous improvement, constant learning and an environment where every stakeholder participates toward company’s prosperity, existence and success (Yusof, & Aspinwall, 2000). Quality control usually being merged quality assurance, but both of them reflect different processes, where quality control inspects the manufactured good regarding its functions and specification, while quality assurance tries to determine the defect free manufacturing process and also eliminates the defected good from the production line. In Snowball Engineering, the quality of automotive parts should be considered as one of the most important aspect in order to become a market leader amongst the automotive parts manufacturers. The quality can only be maintained and improved if the Snowball Engineering emphasizes on key elements of TQM which are mentioned further.

—At a time of economic uncertainty, the most successful and effective organizations offer the market predictability. In order to achieve predictability in project outturn, risk management is given equal importance alongside cost and schedule control. In turn, improved risk control and growing levels of risk intelligence are best facilitated by ongoing measurement. In this paper, the measurement of risk will be discussed (in a project or construction and engineering context) to help reinforce process integrity. Methods for the effective capture and sharing of risk data will be reviewed in conjunction with critical success factors, common key risk indicators (KRIs) and other widely held risk metrics and benchmarks. In addition, the benefit of periodic risk-based project audits will be explored. After establishing a link between risk and knowledge, the merits of a central risk management library or knowledge base for professional risk management practitioners will be considered with the goal of improving risk management implementation effectiveness at the organizational and industry level.

Download: https://doi.org/10.2307/j.ctv5cg94w
The automotive sector represents more than a simple industry. Since the late nineteenth century, it has embodied the economic and technological power of nations, the lifestyle, the dynamics of urban and territorial development, and it has acted as a national barometer of economic success and failure. This book explains how the car industry works and analyses the challenges both for the sector and for the economies that rely on the industry for jobs, growth, and innovation. It explores an industry that has been under severe pressure in industrialized countries for many years—factories have shut down, jobs have gone, and brands have disappeared—yet world production has never been so high, reaching new peaks annually. Fabio Cassia and Matteo Ferrazzi investigate as well the new trends of urban mobility and the characteristic of " car of the future " : the traditional landscape of car production and usage will be driven by technological advances, connectivity, car sharing, and by one the most fascinating advances, the self-driving car. How different will be the automotive sector in a decade? Will the traditional players be challenged by new entrants such as Google, Apple, Uber?

First chapter download: https://agendapub.com/images/pdfs/chapters/9781911116721_chp.pdf

In-plant training is one of the requirements for the award of the Degree in Bachelor of Technology in Mechanical Engineering of Maharashtra Institute of Technology. As such, students are required to write and submit reports at the end of their training.
This report is the record of the work I personally did and experience I gained during my in-plant training at Varroc Engineering Ltd. Plant- VII (valve) from 4th Jan to 16th May 2018.
It consists of six chapters which altogether explain the background of training, entail background information about Varroc Engineering Ltd., Manufacturing processes, Inspection and Testing, the hands-on activities which I took part in and about the project I did on tooling cost reduction by optimizing the design of bottom die holder.

Tra gli studiosi che si sono occupati maggiormente di come rendere più efficace il processo di Knowledge Management all'interno delle organizzazioni, spicca il nome di Ikujiro Nonaka, professore alla Barkley University e precursore di una ampia schiera di autori giapponesi che hanno affrontato questo argomento, come Kazuo Inumaru e Yogesh Malhotra. Dallo stesso Malhotra possiamo trarre una prima riflessione sul significato di KM, che sottolinea il necessario legame tra tecnologia e capacità umana nella riuscita di un'efficace gestione della conoscenza all'interno di un'organizzazione: "il Knowledge Management risolve le questioni critiche dell'adattamento, della sopravvivenza e delle competenze delle organizzazioni, di fronte a cambiamenti ambientali sempre più discontinui". In sostanza, riguarda quei processi organizzativi che uniscono la capacità di combinare i dati ed elaborare le informazioni, con la creatività e la capacità di innovare degli esseri umani. Kazuo Inumaru, poi, ci suggerisce questa definizione di KM e del suo ruolo nel processo di creazione di valore e nell'incremento della produttività in un'impresa: "La conoscenza è diventata una parola chiave per il management. In passato le risorse di cui un'azienda doveva disporre erano tradizionalmente tre: persone, denaro, impianti. Oggi la conoscenza, definita come informazioni che hanno valore, è considerata una risorsa che coordina le altre tre, fornendo un valore aggiunto utile per il raggiungimento degli obiettivi aziendali. Questo modo di ottenere nuovo valore consiste nell'integrazione e nella condivisione sistematica delle conoscenza che ogni dipendente ha con quelle dell'organizzazione". Chiamiamo Knowledge Management la metodologia di gestione della conoscenza. Lo scopo consiste nell'incrementare la competitività aziendale attraverso una gestione del processo più consapevole e controllata. In un'azienda dove il KM funziona bene, i lavoratori condividono le conoscenze provate valide dall'esperienza e il Know How che hanno ottenuto sul lavoro contribuendo così a incrementare la produttività e la competitività. Come detto, Inumaru si ispira al modello di Knowledge Management elaborato da Ikujiro Nonaka e le fondamenta di questo modello sono: costruire informazioni con un valore e condivise da tutta l'organizzazione, "la conoscenza, a differenza delle informazioni, riguarda le convinzioni e il coinvolgimento". La conoscenza, continua Inumaru, può suddividersi in "ciò che è individuale, soggettivo ed empirico (esperienziale) e ciò che è sociale, oggettivo e teorico", in altre parole, riprendendo quanto teorizzato da M. Polany, la conoscenza può essere "esplicita" o "tacita". Quest'ultima, secondo Nonaka, è "highly personal and hard to formalize, making it difficult to communicate or to share with others". Questa distinzione, però, non impedisce ad entrambe le tipologie di conoscenza di interagire tra loro nello svolgersi dei processi aziendali, cosicché "la conoscenza, seguendo questo processo progressivo, cresce e matura da individuale a organizzativa".

"...Process cycle time reduction to increase Productivity, Quality and Efficiency of G-435cc diesel engine assembly line at Greaves cotton Ltd...'

The project was successful as the required target was achieved.
Some of the achievements are listed below:-
1]2nd shift was successfully eliminated.
2]Productivity improved by 16%.
3]Monthly saving of Rs.46, 500 (as second shift is eliminated).
4]Cycle time reduced by 13 sec.

Tematem niniejszej pracy stała się japońska koncepcja Kaizen, jej analiza na podstawie wybranych przykładów z badań własnych. Celem pracy było przywołanie filozofii pod kątem teoretycznym, ale również praktycznym opierając się na przytoczeniu kilku przykładów. Praca naukowa w swojej treści obejmuje analizę oraz znalezienie odpowiedzi na kilka kluczowych pytań: Czym jest koncepcja Kaizen? Co oznacza japońska filozofia pracy " dążenia do doskonałości " przedsiębiorstwa? Jaki rodzaj Kaizen wyróżniamy? Czym jest zarządzanie jakością oraz zarządzanie procesem? Czy filozofia opierająca się na " uszczuplaniu " firmy jest skuteczna? Czym różni się od Lean Management? Czy Kaizen może być wykorzystywany jako koncepcja ułatwiająca rozwój osobisty? Postaram się odpowiedzieć na wyżej wymienione pytania w oparciu o badania ilościowe. Na początku ukazano metodologię badań w świetle teorii, w oparciu o dostępną literaturę przedmiotu. Określono cel i przedmiot badań, problem badawczy oraz hipotezy badawcze, metodę, technikę i narzędzia badawcze oraz miejsce i czas badań własnych. Następnie przytoczono ogólną teorię koncepcji Kaizen, opierając się na dostępnej literatury. W związku z tym przywołano definicję koncepcji, wymieniono jej rodzaje, przedstawiono ogólnie genezę tego zjawiska oraz uwzględniono przyszłość tejże koncepcji prognozowaną przez naukowców – w oparciu o dostępne wyniki badań własnych przeprowadzonych w wybranych firmach międzynarodowych.

Pozycja autorstwa dra Marka Krasińskiego stanowi odpowiedź na pytania praktyki gospodarczej o sposoby skutecznego i trwałego wprowadzania lean management w polskich przedsiębiorstwach. Publikacja zawiera uporządkowany opis popularnych japońskich koncepcji, metod i technik zarządzania oraz wyniki badań empirycznych, które prowadzone były w japońskich firmach działających w Polsce. W wyniku postępowania badawczego autor zidentyfikował dwanaście głównych uwarunkowań kulturowych,  istotnych dla japońskich rozwiązań, oraz zaproponował skuteczne sposoby postępowania przy wprowadzaniu tych rozwiązań w przedsiębiorstwach polskich.
Książka jest przeznaczona przede wszystkim dla praktyków zarządzania, menedżerów i przedsiębiorców wprowadzających lub chcących wprowadzić w swoich organizacjach lean management, a także dla studentów zarządzania, słuchaczy studiów podyplomowych oraz wszystkich, którzy chcą pogłębić wiedzę z zakresu japońskich koncepcji, metod i technik zarządzania.

This paper aims to present Jidoka (autonomation, intelligent automation, automation with a human touch) as one of the logistics process improvement concepts with reference to processes supporting the production process. Firstly, the author focuses on the connection between the basic process and logistic process in the production phase. Later the author addresses the issue of transportation and work-in-progress store. Then the author analyses the concept of production management, which is Jidoka, and its impact on improving the efficiency in the use of resources in goods manufacturing. After presenting several tools of Jidoka the author evaluates the role of Jidoka in shaping the logistics processes.

Kaizen es una de las metodologías más usadas para gestionar la mejora continua en las empresas maquiladoras localizadas en Ciudad Juárez, Chihuahua, México; sin embargo, frecuentemente se implementa sin obtener los resultados esperados. En este artículo se presentan los resultados de una encuesta aplicada a responsables de ejecutar esta metodología en empresas, donde se aplicó un análisis factorial por el método de componentes principales a 56 preguntas y se obtuvieron los principales factores claves de éxito realizando una rotación varimax.

My thesis states that the Bible is a Quality Control Manual for holiness and sanctification. This is written for all the people out there that are part of an organization that is quality certified or has a process in place for quality and continuous improvement or those that understand the concept of corporate quality.

Nel caso del turismo la qualità non rappresenta solamente un elemento costituente dell’offerta di prodotto o del sistema di produzione ma assume una forte valenza commerciale, permettendo di completare e rafforzare la strategia di marketing dell’impresa

Garments industry is playing the pioneering role in improving Bangladesh economic condition. It was started in late 1970’s and now the leading foreign currency earner for Bangladesh. It is no dubiousness to say that, the Bangladesh garment industry is ameliorating garment’s service quality and innovative design features to exist in the global competitive market. Global competition in the garment’s market is changing day to day. Leading garment manufacturer from all over the world are adopting new innovative features and techniques to sustain global fierce competitive market. However, the point is, Bangladeshi garment manufacturers are not lingered. They are also emphasizing on better service quality by adding latest design features and using the latest technologies to the garments. The sole purpose of this paper is to identify the root causes of sewing defects of an apparel industry in Bangladesh and continuous improvement in reducing the defects through Kaizen (Continuous Improvement) system. In short, productivity improvement of the apparel industry. Our studied garment manufacturing company is “ABONTI Color Tex. Ltd.” Pareto Analysis is used to identify the top defect items. Cause-Effect Analysis helped to identify the root causes of sewing defects. Then, Kaizen is used for continuous improvement of the minimization of sewing defects.

Continuous quality improvement (CQI) is both a management philosophy and a management method. It offers an approach, a set of tools, and a way of thinking about how to transform clinical  ow and operations to achieve better results for patients and teams [1]. The evolution of CQI in health care may be traced to the pioneering work of Florence Nightingale in 1850s. Nightingale used empiric observations and robust statistical methods to link unsanitary conditions with the high number of preventable deaths during the Crimean War [2]. In the 1960s, an approach known as Kaizen (literally “change good” or “improvement”) was introduced in Japan [3].

El Kaizen representa una filosofía desarrollada originalmente en Japón, cuyo propósito es que no debe pasar un día sin que se haya hecho algún mejoramiento en algún lugar de la planta de producción, y que además estos cambios se conviertan en hábitos orientados en el beneficio de la empresa y colaboradores del área (Imai, 1986).
Hoy en día, las empresas necesitan cumplir con los estándares de calidad para lograr entrar a competir en un mercado cada vez más exigente; para esto se debe buscar la mejora continua, la satisfacción de los clientes y la estandarización y control de los procesos. (Giugni 2011)
La mejora continua es no sólo necesaria, sino además una obligación permanente del ser humano para consigo mismo y la sociedad. La mejora continua hace a la cultura, ética y disciplina de toda sociedad que piense avanzar y participar en los avances y adelantos de la humanidad. (Lefcovich 2007)
El kaizen ideado por empresas japonesas se ha diseminado en empresas de otras naciones vía círculos de calidad, sistemas de producción just in time, mantenimiento productivo total, tablas de costes, sistema de sugerencias, y métodos rápidos de preparación de máquinas-herramientas; logrando sorprendentes e importantes resultados.
De lo que se trata es de adecuar las diferentes herramientas, instrumentos y métodos que utiliza el kaizen, a las características de cada empresa y cultura. Es en éste particular aspecto donde el desarrollo de la organización cobra como técnica y disciplina un incuestionable y de gran valor, permitiendo evaluar las características socio-culturales propias de cada empresa, ajustando los diversos sistemas productivos a las características de las mismas, como así también facilitando el reacomodamiento y cambio psico social por parte de los integrantes de la organización.
Este trabajo forma parte de la investigación doctoral de la MenC. Ing. Midiala Oropesa Vento, la cual cursa el Doctorado en Ciencias de la Ingeniería de la Universidad Autónoma de Ciudad Juárez, Estado de Chihuahua, México. En el se presenta un estudio minucioso del arte acerca de los beneficios reportados con la implementación del kaizen en la industria, así como los factores que facilitan o entorpecen su permanencia y sostenibilidad en el tiempo, en las empresas que lo utilizan.

For any Company's economy, the industry cost, production time, total quality management and waste reduction have great impact. The investments consumed by the company by eradicating non value added production work and time are very important. Focusing on these points Lean Manufacturing tools, a Japanese strategy, is implemented in this work. An apparel industry was studied and the bottleneck areas were identified through Value Stream Mapping (VSM). The bottleneck areas were identified and eliminated by implementing line balancing and parallel working section. The implementation of kaizen resulted in reduction of cycle time by 48.7%.

KAİZEN Kaizen'in özü basit ve açıktır: Kaizen "iyileştirme" demektir. Kaizen yöneticilerden işçilere herkesi içeren sürekli iyileştirmedir. Kaizen felsefesi işyerinde olsun, sosyal ilişkilerde veya aile yaşantısında olsun, yaşam tarzının sürekli iyileştirilmesi gerektiğini söyler. Japonların savaş sonrası "ekonomik mucizesi" ne Japonlara özgü birçok yönetim uygulaması (Toplam Kalite Kontrol, öneri sistemi, otomasyon vb.) sebep gösterilmiştir. Ancak tüm bu uygulamaların özü bir tek faaliyetle ifade edilebilir: Kaizen! Kaizen artık dünya çapında tanınan "Japonlara Özgü" çok sayıda uygulamayı bir araya getiren şemsiye kavramıdır. Toplam Kalite Kontrol kavramı Japon şirketlerinin prosese öncelik veren bir düşünce tarzı oluşturmasına ve organizasyon hiyerarşisinin her düzeyindekilerin katılımıyla sürekli iyileştirmeyi sağlayan stratejiler geliştirmesine yardımcı olmuştur. Şirketin herhangi bir biriminde herhangi bir gelişmenin olmadığı tek bir gün bile geçmemelidir. İYİLEŞTİRMEDE DOĞU VE BATI YAKLAŞIMLARI YENİLİK VE KAİZEN İlerleme konusunda iki karşıt görüş hakimdir: Kademeli ilerleme yaklaşımı ve tek büyük adımda ilerleme yaklaşımı. Japon şirketleri genellikle kademeli yaklaşımı, Batılı şirketler ise tek büyük adımda ilerleme yaklaşımını tercih ederler. Tek büyük adımda ilerleme yaklaşımını "Buluş" terimi ile özetleyebiliriz. KAIZEN BULUŞ JAPONYA Güçlü Zayıf BATI Zayıf Güçlü Batı yaklaşımı: Üretim belirli standartlara göre sürerken, öte yandan araştırmacılar laboratuarlarda Ar-Ge çalışmalarını sürdürmektedir. Üretim yapanlarla araştırma yapanlar farklı insanlardır.Çalışma bitince, yapılan buluş uygulamaya konur ve gelişme düzeyinde bir sıçrama sağlanır. Artık yeni buluşa kadar üretim, yeni standartlarda sürecektir. Kaizen yaklaşımı: Belli bir zaman içinde çok sayıda küçük iyileştirme, geliştirme yapılabilirse, bunların toplam etkisiyle, klasik gelişme hızına yakın ve bazen ondan da hızlı bir gelişme trendi yakalanabilir. Batı dünyasının buluşlara, teknolojik atılımlara dayanan gelişme anlayışı ile Japonların küçük ama sık adımlara dayanan Kaizen anlayışlarının grafik karşılaştırması şöyledir. Japonlar Kaizen'i batının geliştirme anlayışının alternatifi olarak değil, tamamlayıcısı olarak kullanmışlardır. Çağdaş bir yönetim tarzı olan Toplam Kalite Yönetiminde kaizen felsefesi ve yenilik (buluş) yaklaşımı bir arada ele alınmakta ve değerlendirilmektedir. Şekilde görüldüğü gibi bu ikili değerlendirme ve uygulama şirketlerin yoğun rekabet ortamında küçük adımlarla ilerlemelerini sağlarken, Ar-Ge sonucu sağlanan gelişmeler de işletmelerin hızlı rekabet üstünlüğü elde etmelerini sağlayacaktır.

The main aim of this dissertation is to critically analyze the main operations management approaches and the level of success they have in their application within the Bulgarian software industry. The interest of the author is to find out whether the application of said theoretical practices and models leads to continuous improvement in the operational effectiveness of software development companies and if their implementation can be further developed within the national framework.

Continuous improvement is part of the evolution of the solutions to the problems of business resource planning. However, the problem with business effectiveness is not only about rational planning and usage of resources, but about the implementation of innovative processes for value maximization.

This paper discusses the different issues that spurred an on-going debate between Japan’s kaizen and the US’ quantum leap improvement (QLI). It begins by presenting the definition and concept of kaizen, its framework as well as the benefits gained in practicing it. Similarly, QLI’s definition and concept are also discussed and the underlying imperatives for it. A discussion explaining the nature of QLIs is also presented via the S-curve. Five of the most compelling arguments that have been raised in the “kaizen versus QLI” debate are presented and analyzed. These include issues like focus of the improvement, pace of change, financial requirements, responsibility of the improvement task, and the “thriving versus surviving” question. The paper then proposes a new concept developed by the author. It is called quantum kaizen---a hybrid of kaizen and QLI that aims to address the aforementioned arguments. In principle, quantum kaizen proposes a new way of thinking through the improvement process by eliminating the apparent weaknesses of kaizen and QLIs. That is, the concept capitalizes on their strengths to create a synergistic improvement strategy that is quantum kaizen. In operationalizing this new strategy, the use of the scenario planning and the kaizen blitz approaches are recommended and briefly discussed as well in this paper. The main part of the paper closes with a conclusion of the study’s discussions, findings, and recommendations.