Chapter 4 Kaizen Concepts and System

MODULE TQM (Operation Management)
CHAPTER 4
KAIZEN: CONCEPTS AND SYSTEM
Objectives:
1. Define Kaizen as a philosophy

2. Describe the different concepts of kaizen
3. Explain the system under kaizen
4. Apply the philosophy of kaizen in everyday activities
Kaizen
-is a philosophy that calls for people and their organizations to experience ongoing improvement
at every level.
-kaizen seeks to construct effective and efficient processes and quality outputs.
-Kaizen at the workplace means continuing improvement.

Kaizen Concepts
-Kaizen is a Japanese word meaning continuous improvement. It is made up of two characters
which are “ kai ”, meaning “change” and “ zen ”, which meaning “good”. It is used to describe a
company culture where everyone, from the CEO to the front desk clerk, regularly evaluates his
work and thinks of ways to improve it.
-Kaizen originated in Japan as a result of Worlds War II. Ironically, it evolved in part from American
business leaders like Dr. W. Edwards Deming who came to help restore the country. It was first
introduced by a 1951 training film created by the American Economic and Scientific Section (ESS).
Toyota has been known as the initial company that has started Kaizen. The application that
Toyota used called “Toyota Production System”, where all line personnel are expected to
discontinue their moving production line in the case of any irregularity, and suggestions for
improvement are awarded reward. They succeeded eradicating all the wastes. Kaizen is used for
placing the terms as productivity, total quality control (TQC), zero defects(ZD), and just-in-
time(JIT).
2 types of Kaizen
• Gemba Kaizen (actual workplace)- is an action-oriented approach and refers to

improvement activities that are carried out in actual workplace.
• Teian Kaizen (plan)- represents a theory based approach and refers to strategic
improvements that are prejudiced by top management.
Kaizen and Management
2 major components of Management
-Maintenance function is to maintain current technological, managerial, and operating
standards.
-The management must first establish policies, rules, directives and standard operating
procedures (SOPs)
-Improvement function is aimed at improving current standards.

-management works constantly towards modifying the existing standards, ones they have been
mastered, and establishing higher ones.
A manager needs to work closely with the senior management, human resource professionals
to develop perfect implementation strategies. A manager has to act as a bridge between the
senior management and the entire workplace.
1. The role of a manager is to act as a facilitator at the workplace. It is the duty of a manager
to assist employees in implementing TQM. It is also his responsibility to choose and
assign right individuals who can work as line managers and take charge of the whole
project.
2. A manager must communicate the benefits of total quality management to all other
members of the organization. Call employees on a common platform and address the
benefits and importance of TQM. Make them understand how successful implementation
of TQM programs would give way to high quality products.
Process Vs Result
 Process-oriented thinking - mostly centers on how processes are carried out through the
assessment of performance indicators generated by measuring or observing the process
flow.
 Result-oriented thinking - basically disregards how processes flow and work. Instead,
process result/outcomes are obtained, monitored and evaluated systematically.
Table 2 The Features of Process and Result criteria

PDCA/ADSCA Cycles
cycles that involve processes for improvement and for maintenance: Plan-Do-Check-Act (PDCA)
and Standardize-Do-Check-Act (SDCA). When improving processes the following are the phases:
• Plan-Do-Check-Act (PDCA)
1. Planning Phase - is the most vital phase of total quality management. In this phase
employees have to come up with their problems and queries which need to be addressed.
2. Doing Phase - employees develop a solution for the problems defined in planning phase.
Strategies are devised and implemented to overcome the challenges faced by employees.
3. Checking Phase - is the stage where people actually do a comparison analysis of before
and after data to confirm the effectiveness of the processes and measure the results.
Standard is the best, safest and easiest way, to achieve and maintain a defined quality level.
Standards should be:
1. Be simple, clear and conspicuous
2. Be the best, easiest, safest way - should only have one at a time
3. Preserve know – how
4. Be guide-lines that enable performance
5. Measurement of tasks delegated

6. Assure quality, cost, delivery, and safety
7. Show relationship between cause and effect
With Standards:
1. Management becomes possible

2. There is a basis for training
3. There is a basis for audit or diagnosis
4. Problems are prevented from recurring and control variability

Putting Quality First
About performance in terms of three dimension (QCD)
QUALITY
- The most essential criteria of customers.
COST
- Manufacturer’s viewpoint as the overall cost of making and selling a product.
DELIVERY
-Bringing the necessary quantity of product in the right place at the right time.
SPEAK WITH DATA
LIFEBLOOD OF KAIZEN
- A Problem solving process or correcting the problem in a process
The next process is the customer
-means that all works think that next process is the customers.
Types of customer
• Internal customers
• External customers
JIT production system (Just in Time)
Elements of JIT
1. Make stable and level master production schedule (MPS)
2. Decrease or eliminates setup times.

3. Trim down lot sizes
4. Shrink lead times
5. Preventive maintenance
6. Flexible work force

7. Obligue supplier quality assurance and execute a zero defect quality program
Reason for a move from batch mode to just in time
1. Batch production system is the most inefficient way to make products.

2. Difficult to meet customers requirements.
3. The batch system derives from the agricultural mentality.
4. This kind of system is based on market projection is good when there is demand.
5. End up with large inventory of unsold products and overload capacity.
Total Productive Maintenance

System of maintaining and improving the integrity of production and quality system through
machines.
-is attributed to nippondenso, a company that created parts for Toyota.
And was awarded by Japanese Institute of Plant Engineer (JIPE)
To increase the Overall Equipment Effectiveness (OEE)
-one of the main objectives of TPM is to increase the productivity.

-modern Japanese concept 1951
Seiichi Nakajima
-The father of TPM, because of his numerous contribution to TPM
-is attributed to nippondenso, a company that created parts for Toyota.
And was awarded by Japanese Institute of Plant Engineer (JIPE)

To increase the Overall Equipment Effectiveness (OEE)
OEE has three factors
 PERFORMANCE
-Running and reduced speed and minor tops.
 AVAILABILITY
-breakdown and predict change over
 QUALITY
-startup rejects and running rejects,.
Eight pillars of TPM

(techniques for improving equipment reliability)
1. Focused improvement
2. Autonomous maintenance
3. Planned maintenance
4. Quality maintenance
5. Cost deployment
6. Early equipment management

7. Training and education
8. Safety health environment
TYPES OF MAINTENANCE
 Breakdown maintenance
-means that people waits until equipmetfails and repair it.

 PREVENTIVE MAINTENANCE
-it is a daily maintenance
a. PERIODIC MAINTENANCE (TIME BASED MAINTENANCE (TBM)
b. PREDICTIVE MAINTENANCE (THE LIMIT OF THEIR SERVICE LIFE
 CORRECTIVE MAINTENANCE
-it improves equipment
 MAINTENANCE PREVENTION
-it indicates the design of new equipments
Policy Development
- people follow policies, good or bad.

- it needs to state the level of defects or errors that is acceptable.
- the policy also needs to state the relationship between the company and the customer.
- ones the policy is written, management needs to determine how to explain it to employees.
Suggestion System
- is regarded as individual-oriented kaizen

- encourages all workers to talk about their suggestions orally with supervisors and put them into
action right away, even before submitting suggestion form.
- is an integral part of an established management system that aims at involving employees in
Kaizen
Three Stages of the suggestion system
1. Encouragement - in the first stage, management should make every effort to help the
workers provide suggestions, no matter how primitive, for the betterment of workers job
and the workshop.
2. Education - in the second stage, management should stress employee so that employees
can provide better suggestion.
3. Efficiency - only in the third stag, after the workers are both interested and educated,
should management be concerned with the economic impact of the suggestions
Benefits of a suggestion system
 Here are the benefits of a suggestion system, namely:
1. Important ones own work and the working environment

2. Engages and empowers employees
3. Creates ownership and trust
4. Improves motivation and morale
5. Improves costumer satisfaction
6. Improves profitability
For a suggestion system to be successful and effective, the following factors have to be
considered:
1. Formation of a suggestion committee to plan and manage the suggestions system
2. Defining the suggestion process, including a feedback system
3. Promoting the suggestion system
4. Evaluation system
5. Award system
6. Sustaining the suggestions system
Most suggestions remain to be suggestions because of:

1. Delay in approving ideas
2. Complex approval process (committees)
3. Backlog of suggestions needing approval or implementation
4. Less that 90% of ideas implemented
5. Inappropriate kaizen suggestions

6. Allowing anonymous suggestions
7. Unfair rewards
8. Motivating by clash only
9. Lack of promotion and support of the kaizen suggestion program
10. Lack of timely implementation
For further discussion please refer to the link provided: What is KAizen
https://www.youtube.com/watch?v=xpELPDY82ds
For further discussion please refer to the link provided What is TPM
https://www.youtube.com/watch?v=hNiekUD2ZwQ
Reference:
Total Quality Management (OBE)
Prof. Angelita Ong Camilar-Serrano,DBA(candidate

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MODULE TQM (Operation Management)

1. Define Kaizen as a philosophy

-Kaizen at the workplace means continuing improvement.

• Gemba Kaizen (actual workplace)- is an action-oriented approach and refers to

-Improvement function is aimed at improving current standards.

Table 2 The Features of Process and Result criteria

5. Measurement of tasks delegated

1. Management becomes possible

4. Problems are prevented from recurring and control variability

2. Decrease or eliminates setup times.

6. Flexible work force

1. Batch production system is the most inefficient way to make products.

Total Productive Maintenance

-one of the main objectives of TPM is to increase the productivity.

And was awarded by Japanese Institute of Plant Engineer (JIPE)

Eight pillars of TPM

6. Early equipment management

-means that people waits until equipmetfails and repair it.

- people follow policies, good or bad.

- is regarded as individual-oriented kaizen

1. Important ones own work and the working environment

Most suggestions remain to be suggestions because of:

5. Inappropriate kaizen suggestions

10. Lack of timely implementation

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