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  • Kaizen: Dr. Muhamad Ma'Mun Sukri, M.P.H

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    The document discusses the concept of Kaizen, which is a Japanese philosophy of continuous improvement. It defines Kaizen as "change for better" and explains that it focuses on making many small incremental changes to processes. The document outlines the key principles of Kaizen, including that it uses the Plan-Do-Study-Act (PDSA) model and aims for continuous, step-by-step improvement involving everyone. Examples are given of applying Kaizen in industries and healthcare to significantly reduce costs, errors and waste while improving productivity, throughput and quality.

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    The document discusses the concept of Kaizen, which is a Japanese philosophy of continuous improvement. It defines Kaizen as "change for better" and explains that it focuses on making many small incremental changes to processes. The document outlines the key principles of Kaizen, including that it uses the Plan-Do-Study-Act (PDSA) model and aims for continuous, step-by-step improvement involving everyone. Examples are given of applying Kaizen in industries and healthcare to significantly reduce costs, errors and waste while improving productivity, throughput and quality.

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    63 views22 pages

    Kaizen: Dr. Muhamad Ma'Mun Sukri, M.P.H

    Uploaded by

    KundSt
    The document discusses the concept of Kaizen, which is a Japanese philosophy of continuous improvement. It defines Kaizen as "change for better" and explains that it focuses on making many small incremental changes to processes. The document outlines the key principles of Kaizen, including that it uses the Plan-Do-Study-Act (PDSA) model and aims for continuous, step-by-step improvement involving everyone. Examples are given of applying Kaizen in industries and healthcare to significantly reduce costs, errors and waste while improving productivity, throughput and quality.

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    of 22

    KAIZEN

    dr. MUHAMAD MA’MUN SUKRI,


    M.P.H.
    BAGAIMANA BELAJAR KAIZEN
    • Kaizen is very nonlinear subject
    • Meloncat atau melewati satu topik ke topik
    yang lainnya adalah hal yang biasa tergantung
    interest dan level pengalaman individu
    terhadap kaizen
    BAB. I
    APA ITU KAIZEN
    • The word KAIZEN in translated from Japanese
    in a number ways, most simply as “change for
    the better”

    • Breaking down the word: KAI means “change”


    ZEN means “good”
    KAIZEN
    KAIZEN
    • Ada yang mengatakan sesungguhnya kata
    kaizen berasal dari China
    • Di jepang pertama kali diperkenalkan oleh
    toyota
    KAIZEN
    • Di barat Kaizen diperkenalkan oleh Masaaki
    Imai pada tahun 1986 dalam bukunya “
    KAIZEN: The Key to Japan’s Competitive
    Succes”
    • Imai menulis dengan sederhana, KAIZEN
    means improvement” dan “Kaizen is
    everybody’s business”
    WHAT IS KAIZEN
    • Kaizen does not mean change, it means
    “change for better”
    • Kaizen start with small changes, often smallest
    posible
    • Kaizen follows Plan-Do-Study-Act (PDSA) and
    scientific method.
    • Not punish people  continuous
    improvement
    What is kaizen
    • Kaizen is one of two pillars of the lean
    management system
    • Kaizen is verry different than the old, mostly
    failed, suggestion box model faster, more
    tranparent, more collaborative
    • People real defferentiator or advantage for an
    organization
    What is Kaizen
    • Kaizen is about changing the way things are. If
    you assume that things are all right the way
    they are, you can do Kaizen. So change
    something ( TaiiChi Ohno, the creator Toyota
    production System)
    Kaizen, PDSA, and Scientific Method
    for Improvement
    • Interative learning
    • A succesfull change leads to a new starting
    point for continuous improvement
    • Improvement
    • Problem solving model based on the scientific
    method
    PDSA
    • Plan: initiating a change by understanding the
    current situation and root cause of problem,
    starting hypothesis
    • Do: Carrying out a small-scale test, or pilot, of
    the change
    • Study: testing the change and its hypothesis:
    gathering data, observing the changes and
    outcomes
    PDSA
    • Act (or Adjust): Based on thos results, deciding
    to accept, adopt, and spread the change, or
    making adjusment (or tryingsomething
    defferent)
    Type of Kazen
    • Three level Kaizen:
    • 1. large project
    • 2. mid-sized project
    • 3. smaller project, daily lean
    Large project
    • Project sedikit tapi nilai besar
    • Large issue
    • Mayor improvement
    • High cost
    • High risk
    • Top management
    • Tool  PDSA, Simple thingking
    Large project
    • Building
    • Tower baru
    • Penerapan Elecctronic medical record
    • Alat canggih
    • dll
    mid-sized project
    • Departemen
    • Medium issues
    • Team
    • Tool: PDSA, VSM, kanban, RCA dll
    Smaller project
    • Daily lean
    • Project/Problem banyak tapi kecil kecil
    • Small issue
    • Individual
    • Tool: kartu ide visual
    intermezo
    • intermezo
    LEAN PADA INDUSTRI
    (validated industry
    average), 5 thn
    DIRECT LABOR/PRODUCTIFITY IMPROVE 45-75 %
    COST REDUCED 25-55 %
    THROUGPUT/FLOW INCREASED 60-90 %
    QUALITY (DEFECT/SCRAP) REDUCED 50-90 %
    INVENTORY REDUCED 60-90 %
    SPACE REDUCED 35-50 %
    LEAD TIME REDUCED 50-90 %
    LEAN DI RUMAH SAKIT
    MENINGKATKAN REVENUE PD DEPT BEDAH
    $808.000 PERTAHUN (OHIO HEALTH)
    MENURUNKAN LOS 29% DAN MENGHINDARI BIAYA
    KONSTRUKSI $1,25 MILLION PD EMERGENCY ROOM
    ( SOUTH DACOTA)
    SAVED $7.5 MILLION IN PATIENT CARE
    (MINNESOTA)
    RS PELNI  EFISIENSI 29 % DALAM 1 THN (WWCR
    DG DIR)
    LEAN DI RUMAH SAKIT
    REDUCED TURNAROUND TIME LABORATORIUM KLINIK
    60% (NEBRASKA)
    REDUCED CYCLE TIME CSSD 70% (KINGDOM GENERAL
    HOSPITAL, ONTARIO)
    MENURUNKAN ANGKA KEMATIAN DI ICU YG
    BERHUBUNGAN DG CENTRAL LINE ASSOSIATED BLOOD
    STREAM INFECTION 95% (ALLEGHRNY HOSPITAL,
    PENNSYLVANIA)
    MENURUNKAN WAITING TIME BEDAH ORTOPEDI
    (WINCOSIN)
    VIRGINIA MASON MEDICAL
    CENTER
    category Change (2 thn)
    inventory Down 53%
    productivity Up 36%
    Floor space Down 41%
    Lead time Down 64 %
    People distance Down 44%
    Product distance Down 72 %
    Setup time Down 82%

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