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Kaizen, Quality Management Method

Kaizen, quality management method presentation, free google slides theme and powerpoint template.

The Kaizen method is a philosophy of continuous improvement that has gained popularity in the business world. The concept is simple yet powerful: small, incremental changes lead to significant progress over time. Slidesgo wasn't built in one day—it's been a journey of small steps until we got to the top! We have prepared this template, with some Japanese inspiration, to make it easy for you to explain the Kaizen method and, possibly, propose it in your own business. It includes a calligraphic font for the titles and completely editable slides.

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“Without continual growth and progress, such words as improvement, achievement, and success have no meaning.”

– Benjamin Franklin

During the 1980s, facing stiff and unrelenting competition from Japanese manufacturers, American manufacturers tried to leverage lean methodologies and tools to transform their productivity and quality. Unfortunately, many of their efforts failed miserably. They would bring in consultants or tiger teams to lean out processes only to see people revert back to wasteful methods. They were missing the heart and engine of lean, which is kaizen.

What is Kaizen?

Kaizen is the philosophy that every person in an organization , from the CEO to the janitor, has a DUTY to improve what they do, eliminate waste on a daily basis, continually learn, reflect, change and experiment . And, the overall efficiency and effectiveness of an organization are predicated on the emergence and compounded impact of thousands of small improvements and changes driven by every individual in an organization. While western thinking typically seeks out big step-function innovations, eastern thinking focuses on the sum of the parts of many little improvements. It is hard for western management teams to comprehend the fact that over the past 50 years there have been over 1,000,000 systemic improvements to the Toyota production system.

In Japanese, kai means “change” and zen means “good”, which translated into English means “continuous improvement.” While Toyota pioneered many of the core lean improvement tools, they also perfected kaizen, which embodies the cultural and philosophical underpinnings of lean.

Kaizen methodology – PDCA

Kaizen expands beyond the idea of the individual pursuing continuous improvement; there is also the methodology of kaizen, which at its most basic level is applying the scientific method to processes. The prerequisite of kaizen is that you have standardized processes, with the thought being if a process is in flux and changing, then you can’t truly understand cause and effect in a controlled way. So, first, standardize your processes and get them up to level 4 in the process maturity levels.

Once you have standardized processes, then the first step in kaizen is to observe and identify waste. Once you identify waste, then the next step is a reflection to truly understand the waste and diagnose the root cause of it. The third step is the beginning of the Deming Cycle, which is a simple process improvement framework of Plan, Do, Check, and Act (PDCA). Plan involves designing an improvement to a process. Do is implementing the plan. Check involves measuring the impact of the plan on the efficiency and effectiveness of the process. And, Act, is deciding what permanent changes will be adopted and standardized in the process.

In Toyota’s thinking, there are two types of kaizen (improvement). The first is what we refer to as Kaizen with a capital K. This is the big win. In the west, this is what companies typically seek. In Toyota, people prefer kaizen with a small k, which are the small day-to-day efforts that improve a process. In the east, Plan, Do, Study, Act is a daily ritual.

Kaizen can happen informally as part of someone’s daily job or through a simple suggestion box. Or, kaizen can happen more formally through a planned and intense kaizen workshop, where a team comes together for a few days to problem-solve a process. A kaizen workshop involves understanding the needs of the customer, mapping out the current state of a process, identifying waste in the process and root causes of the waste, mapping out a future state of the process, and building an implementation plan to pilot changes, evaluate their impact, and ultimately make permanent changes to standardize within the process.

Why is kaizen important?

It is hard to believe the amount of waste in most processes until you go through a Kaizen exercise on a process and see the waste firsthand. Whether or not you adopt the formal methodologies of kaizen, the underpinning philosophy of kaizen can be useful. The philosophy of continuous improvement and that everyone should be proactive in identifying waste, creating solutions, implementing positive change, learning, and experimenting is essential to continuously improve organizational performance . The era of command and control management is extinct, and survival is predicated on nurturing and encouraging the empowerment and duty of every individual to drive positive continuous change.

How do you embrace kaizen?

There is no easy answer to how to embrace kaizen within an organization. It took Toyota many decades to perfect the kaizen cultural norms of continuous reflection, idea generation, controlled experimentation , standardization, and sharing. Kaizen is not about the tools but instead is about the deep seeded culture of an organization. Whereas Toyota team members look at waste and issues as an opportunity for the team and organization to improve, westerners often look at waste and issues as somebody’s problem, mistake, and a reason to potentially fire them. Western thinking is often about breakthrough innovation and step function improvements, while Toyota has implemented over 1 million small and large improvements to its production processes through Kaizen. Western thinking often obsesses on getting the results; while kaizen thinking is that the right process will produce the right results. There aren’t any quick tips or tricks to embracing kaizen since it is a long road that requires considerable commitment, dedication, resources, and thoughtfulness.

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Explore the evolution of Kaizen, a transformative strategy originating in the 1980s that has revolutionized the success of renowned Japanese companies like Toyota. Beyond a conventional management concept, Kaizen is a dynamic and contemporary approach to achieving continuous improvement, fostering a culture that adapts to the demands of the modern business landscape. Key Insights: 1. Adaptable Evolution: Kaizen has evolved into a dynamic strategy that remains a cornerstone for continuous improvement, adaptable to the fast-paced modern business world. 2. Inclusive Empowerment: Kaizen involves all levels of an organization, empowering everyone to contribute to the pursuit of perfection and fostering a culture of innovation. 3. Daily Improvement Culture: Beyond a management concept, Kaizen is a lifestyle that encourages a culture of perpetual improvement, seizing daily opportunities for organizational enhancement. 4. Collaborative Problem Solving: Kaizen excels in solving cross-functional challenges, fostering collaboration and innovation across departments. 5. Customer-Centric Excellence: Kaizen is inherently customer-driven, focusing on quality, cost, and scheduling to keep organizations competitive and responsive. 6. Process-Focused Thinking: Kaizen places a significant emphasis on process-oriented thinking, inspiring continuous improvement by delving into core organizational processes. This Kaizen PPT training presentation is crafted for today's business leaders, managers, supervisors, facilitators, and continuous improvement steering committees. It serves as a comprehensive guide to kick-start and implement Kaizen activities in work areas, ensuring organizations can drive meaningful change and achieve enduring success in the contemporary business landscape.

NOTE: This training package includes:

1. Kaizen PPT training presentation (PowerPoint format, in 16:9 widescreen)

2. Kaizen poster (PDF format, in color and monochrome, printable in A3 size)

Learning Objectives

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.

Learn problem-solving tools and techniques for effective Kaizen implementation, emphasizing the crucial role of management.

Contents

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

You may also be interested in the following Kaizen-related training presentations (sold separately):

Six Steps of Kaizen

Kaizen Event Guide

Office Kaizen

5S Techniques

5S for the Office

5S Implementation Guidebook

5S Audit Checklist for Manufacturing

Kaizen PowerPoint Training-Digital Download

The concept of continuous improvement is foundational to many Lean manufacturing methodologies. In this PowerPoint presentation, you’ll learn how to incorporate Kaizen into daily operations and become familiar with its principles. Available as a Microsoft PowerPoint, you’ll be able to change slides as you need to create your own presentation technique.

The 42 slides may be presented in a workshop format or used for individual training.

Table of Contents:

Definition of Kaizen
Kaizen Principles
Benefits and History
The Six Steps to Accomplishing Kaizen
Kaizen Tools (Gemba, Kaizen Blitz, PDCA Cycle)
Sustaining Kaizen for the Future

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Kaizen: A Complete Guide to Continuous Improvement

April 3, 2022
February 18, 2024
Lean Basics

What is continuous improvement (Kaizen)?

An example of why kaizen is so important, one percent better everyday, 1. create an environment where everyone feels comfortable sharing ideas, 2. involve cross-functional teams in all improvements , 3. avoid any small losses due to waste, 4. let go of assumptions or the status quo, 5. use an iterative approach to avoid perfectionism, 6. think small to avoid paralysis, 7. avoid always going for the obvious solution.

8. Remove any obstacles
9. Measure your progress

10. Recognize that you will never be done

What are some tools you can use to implement continuous improvement, examples of continuous improvement (kaizen) in work and life.

Kaizen is a compound of two Japanese terms, kai meaning “change” and zen meaning “good”. This term defines the idea of continuous improvement which is the basis of Lean thinking.

Overall, Kaizen, or continuous improvement, is the idea that small, iterative changes to a process can compound to have massive benefits in the long-term.

The key word here is iterative. There is a reason why it is called CONTINUOUS improvement.

Whenever there is a goal you want to achieve, whether that be in your work or in your personal life, it is vital that you focus on small changes and continuously implement these improvements over a long period of time to drive massive results.

This idea of Kaizen was originally developed within the framework of Lean manufacturing, but you can also apply the idea of continuous improvement in every area of your life such as your work, personal goals, and relationships.

By the end of this article, you will have a clear understanding of Kaizen, such as:

Why it is so important
The key elements to succeeding at it
Tools you can use to help implement it
Examples of it in all areas of life

Why is Kaizen important?

So what’s all the fuss about continuous improvement? Why can’t we just make one big change all at once and call it done?

It’s definitely less exciting to make small, iterative improvements than it is to make one massive change all in one sitting, but continuous improvement is by far a more sustainable approach to any problem or goal.

For example, let’s say you have a goal of losing weight:

Unfortunately, many people who have this goal fall into the trap of taking drastic measures to lose weight quickly.

They may significantly cut their daily caloric intake and increase their workout regime. Not only is this an EXTREMELY unhealthy approach to fitness, but it also is very unsustainable.

After a short time of following this approach, someone may find that they are losing weight as they hoped, but they may also find themselves binge eating due to how much they are restricting themselves, injured due to the quick increase in workout intensity, or just generally burnt out.

Therefore, they will not be able to achieve sustainable results with this approach.

On the other hand, someone could take the continuous improvement approach to weight loss. This would consist of implementing small changes one at a time and building on them slowly.

For example, you could start by going for daily walks then, once you are comfortable with that change, you could try strength training a few times a week and then you can try decreasing your daily caloric intake slightly.

As you continue to build on these changes slowly, you will be able to get a better idea of what is working for you and what isn’t.

Taking this slower approach to a change will allow you to develop a sustainable, enjoyable lifestyle rather than an unsustainable, massive change that makes you miserable.

James Clear also emphasizes this principle of continuous improvement in his bestselling book, Atomic Habits . In this book, Clear promotes the idea of making small improvements everyday in order to achieve massive long-term gains.

“If you get one percent better each day for one year, you’ll end up thirty-seven times better by the time you’re done.” James Clear

A one percent change may not seem notable or even noticeable on a day-to-day basis, but that is the key to why it is so effective.

Making a one percent change to your daily habits will not feel like a large burden in the moment which will allow you to easily implement it in your routine. Then, as you continue to make these very small changes everyday, they will compound into a large change over time.

The same goes for getting one percent worse at something. If you slowly implement bad habits in your life, they may not have a drastic impact on your life immediately, but they will have massive detrimental results in the long-term.

Therefore, it is key that we focus on making small, sustainable, positive changes everyday to drive continuous improvement in any facet of our lives.

What are the keys to succeed with Kaizen?

Now that you understand why the idea of Kaizen, or continuous improvement, is so important, let’s take a look at the top 10 ideas you need to keep in mind in order to succeed at it.

One of the most important aspects of continuous improvement, especially within a company or organization, is making sure that everyone from all levels is involved in making improvements. To achieve this, organizations will need to create an environment where everyone feels as though they have a voice in making changes.

In practice, Kaizen is more than just an action plan to make improvements; it is a way of thinking that needs to spread to everyone in an organization in order to be most effective. It is not helpful if senior leadership or manager-level employees are engaging in discussions of continuous improvement if they are not engaging the frontline workers.

Organizations can create this environment by:

Training all employees on the concept of Kaizen
Hosting focused Kaizen events where all personnel involved in a particular process can voice their thoughts on potential improvements

Beyond the manufacturing or corporate environment, this idea of creating a space where everyone feels comfortable voicing an opinion is also vital when it comes to improving personal relationships. If all parties do not have a voice in a relationship, this will create conflict since someone may feel disrespected.

This first point is then closely related to the next key for success in continuous improvement…

Once an environment exists where everyone feels comfortable sharing their thoughts, it is important that a cross-functional team is involved in making all improvements.

This ensures that you are capturing ALL thoughts and perspectives before making a change. Therefore, you will avoid making changes that only benefit certain groups involved in a process.

This will result in increased efficiency and productivity in the long-term, as well as increased satisfaction from all involved groups.

When you are trying to decide on what to improve in a process at work or in your daily life, you should consider if you have any sources of waste in the current process.

The primary focus of Lean thinking is reducing waste in order to improve efficiency and productivity. Therefore, there are 8 identified forms of waste in Lean. These 8 wastes are:

Overproduction
Non-utilized talent
Transportation
Excess Processing

You can get a full overview of the 8 wastes of Lean and examples of each in both a manufacturing environment and daily life in my article here .

When you look into any process, I guarantee you will find at least one of these forms of waste. This can be an easy starting point for continuous improvement.

In order to continuously improve, you must be able to think outside of the status quo. If you continue to do things a certain way because “that’s how they have always been done”, you’re not allowing yourself the opportunity to see areas for improvement. This will leave you in a place of stagnation.

“If you always do what you’ve always done, you’ll always get what you’ve always got.” Henry Ford

In Kaizen, we are always striving for better results so we must be willing to try new ideas and methods.

In Lean thinking, continuous improvement is one of the five principles of Lean , but this is also sometimes referred to as “strive for perfection”.

This name can be a bit misleading though…

If you approach Kaizen with a mindset of perfectionism, you will likely never get started because you are looking for the perfect solution.

Therefore, you should treat continuous improvement as an iterative process where you slowly improve a process step-by-step. That is why it’s called CONTINUOUS improvement after all.

This also leads into the next point…

In order to avoid perfectionism in a process, it is key to think small. This means that you should create small, intermediate goals that you work towards on your way to achieving a larger goal.

Therefore, you will avoid feeling paralyzed by overwhelm from having such a large mountain to climb to reach your goal.

For example, if your goal is to write a book, you can break this down into very small steps. These could include:

Determine a topic
Complete your research
Determine what sub-sections or chapters you want to include
Write an outline
Begin writing the content one chapter at a time

It is also key to avoid tackling the obvious solution every time you want to improve a process. The obvious solution is likely very surface level and won’t achieve the maximum potential.

Therefore, it is vital that you do research at the beginning of the improvement process. Root cause analysis can be a very useful tool for this.

In Lean, some root cause analysis tools include Ishikawa or fishbone diagrams, the 5 Why technique, Pareto charts, fault tree analyses, and failure mode and effects analyses (FMEA).

These tools will give you a better idea of all the root causes of the problem you are trying to solve or improve. Therefore, you will have a much clearer path to follow when approaching continuous improvement.

8. Remove any obstacles

When implementing continuous improvement in either a manufacturing environment or daily life, it is also key that you remove any obstacles that prevent the improvement cycle from happening.

In a manufacturing environment, this includes removing any obstacles that prevent employees from engaging with new improvement ideas. You can achieve this by implementing clear processes for giving suggestions such as:

hosting Kaizen events,
creating suggestion boxes,
or completing daily Gemba walks.

For personal goals, this would likely mean removing any distractions from your life that prevent you from carrying through with the improvement. You can achieve this by:

building solid habits,
time blocking your schedule so that you have dedicated time to work towards your goals,
or communicating your goals to those around you so that they can support you.

9. Measure your progress

Once you have started to improve your process or work towards a goal, you MUST be sure to measure your progress. This will allow you to see how you are doing in relation to your target state as well as areas for improvement.

If you are working towards a goal with others, such as in a manufacturing environment, you must also ensure that everyone involved in the process is aware of where the progress stands. That way, they can continue to offer valid feedback and suggestions to further improve.

The final point you must remember if you want to succeed at continuous improvement is that you will never be done. Again, it is called CONTINUOUS for a reason.

As you implement changes to improve a particular process, you will undoubtedly uncover new areas that you can work to improve.

You will also begin to recognize other areas of the company or other areas of your life that need improvement.

As you continue to practice Kaizen, it will get easier since you, and those around you, will adapt to the new mindset of thinking towards improvement.

You can use the concept of Kaizen or continuous improvement in any area of life. Some examples include:

Manufacturing

Apple on books on desk with colored pencils and wooden alphabet blocks

Relationships

Entrepreneurship

Kaizen, or continuous improvement, can allow you to achieve massive long-term goals or solutions by slowly implementing positive changes. When you develop the ability to think with a mindset of continuous improvement, there is no end to the goals you can achieve.

If you are able to practice the ideas of continuous improvement outlined in this article, I guarantee that you will see drastic benefits in both your work and your personal life.

Are there any areas in your life where you think you could benefit from the Kaizen approach? I’d love to hear from you in the comments below!

Lindsay Jordan

Hi there! My name is Lindsay Jordan, and I am a full-time Chemical Process Engineer. That means I work with the principles of Lean methodology everyday. My goal is to help you develop the skills to use Lean methodology to improve every aspect of your daily life both in your career and at home!

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What is Kaizen? Process, Examples, Principles

Most businesses experience failure at different levels and for different reasons. With the Kaizen program and methods, an organization can rise above these failures and become more productive in its activities.

Kaizen involves process changes that can be gradual but will eventually cause big organizational changes. The principles of Kaizen, if implemented properly, will inevitably result in notable improvement within the organization.

This article will expose you to what Kaizen means, Kaizen examples, Kaizen events, and principles you can implement to cause the required changes and potential improvements in your organization.

What is Kaizen?

Kaizen comes from the Japanese words for good and change, change for the better, or improvement. From the philosophical perspective, Kaizen promotes a mindset where small incremental changes ultimately create a notable impact over time.

As a methodology, Kaizen improves certain areas in an organization by engaging top management and front-line employees to make notable daily changes, conscious that small incremental improvements can yield big results.

Kaizen vs. traditional process improvement

Japanese manufacturers first endorsed Kaizen as a vital and foundational business philosophy after World War II.

In the business world, Kaizen refers to a mindset where continuous improvement is experienced in the organization through notable gradual improvements.

The Kaizen theory has been proven relevant across various fields and can apply to real-life situations. This theory is considered the major building block of lean manufacturing and lean production in the manufacturing process.

Difference between Kaizen and Lean Management and Six Sigma

Positive elements such as teamwork, personal discipline, improved morale, quality circles, and suggestions for improvement are necessary for successful Kaizen implementation. They make up the Kaizen framework.

Companies use Kaizen blitz or events as a short-term approach to reducing waste and production costs.

Compared to other Kaizen activities, which focus on fundamental changes over a long period, a Kaizen event is a starting point for continuous improvement designed to deliver the desired results in a particular focus area through many small changes.

What are the Main Principles and Elements of Kaizen?

Since management usually expects immediate results from work done or regarding the execution of projects, implementing the Kaizen theory is almost impossible.

If you want to maximize the advantages of Kaizen, you must understand the principles and elements surrounding it and how to apply them.

1. Management Commitment

A major reason Kaizen's implementation fails is primarily the lack of support and other notable actions from leaders in the organization.

The top management of an organization is vested with the most important responsibility of ensuring that the Kaizen approach is implemented, followed by every manager and then the rank-and-file employees.

When the top management in an organization displays a long-term commitment to continuous improvement, the managers will inevitably follow through on the Kaizen initiative, and the employees will personally cultivate a Kaizen mindset.

2. Employee Empowerment

Employees naturally get acquainted with the best possible ways to improve how the job is done. Organizational leaders should create a work-friendly environment where employees can feel empowered to contribute and bring up suggestions concerning the work.

Creating a work-friendly environment ensures that various suggestions for improvements can come from the different levels and ranks within the organization.

Leaders will boost their morale and confidence by encouraging workers to add value to the organization through their suggestions and contribution.

This strategy gives every individual in the organization a sense of responsibility and ownership of continuous improvement efforts, which will inevitably result in successfully implementing the Kaizen philosophy.

3. Gemba Walk

The achievement of operational efficiency started when the actual task was stated to be executed and not from the discussion in a conference room.

A Gemba Walk is derived from the term Gembutsu or Gemba, which means “the real place” normally performed by a manager to review or learn how a particular process works or functions and acquire in-depth information about workers and the work's continuous improvement.

Gemba Walk checklists serve as a useful guide for observing the relevant questions to be asked to determine the source of the problem and the next steps to take regarding finding solutions to these problems.

4. 5S Principles

One of the biggest challenges that have affected continuous improvement is assuming new ideas or ways of doing things will fail and holding on to old practices and methods of carrying out work.

The 5S Principles aim to improve workplace efficiency and effectiveness by successfully developing new ideas and methods to eliminate waste in the organization’s activities.

Organizations should not hold on to the mindset that a principle, method, or idea that worked previously means it will continue its work because that is not always the case.

Here are the 5S principles:

Safety & Security
Waste elimination
Increased efficiency
Low implementation cost for high-impact performance
Development of a collaborative mindset among co-workers

Why Do Manufacturing Businesses Use Kaizen?

1. eliminates waste.

The Kaizen approach is very popular in the world of manufacturing businesses because of its notable principle of waste elimination and incremental improvements. These principles are useful to factory floors for a range of products.

Kaizen helps manufacturing businesses cut their production costs and increase their operating income .

2. Increase Competitive Advantage

Manufacturing businesses use Kaizen to boost their competitive advantage. The purpose of all Kaizen continuous improvement and changes is to produce high-quality products faster to gain a competitive advantage over their competitors.

What is the Kaizen Process?

The Kaizen method is a step-by-step process; the journey of Kaizen’s implementation can only move forward when the right questions are being asked.

The accurate knowledge and clear understanding of the main elements and core principles set the organization for success.

Here are key guide questions you can begin with that show clearly how the Kaizen activities are performed and the process works.

To implement Kaizen, you will have to follow this process.

1. Identify the Problem’s Root Cause

In a situation where an ongoing change-resistant procedure is inadequate or bad, it will be wrong to keep investing resources to solve the wrong problem.

The wise approach is for the leader to drop their assumptions and preconceived notion about who or what they think is wrong. They should ensure proper findings into the issue by implementing Gemba Walk and root cause analysis.

Avoid assuming that new methods will work. You can discover the solution by finding out the root cause of the problem.

As a leader, it is wise to place yourself in a position where you can easily identify quality gaps by communicating personally with workers and observing their work first-hand.

While observing your employee's work, avoid criticizing, finding faults, and apportioning blame on workers. Instead, carefully take note of everything happening without much interference.

You can not get this real-life example of a typical day in operation and the experiences and knowledge acquired through observation from reports.

2. Address the Problem’s Root Cause

With the five why analysis, problem-solving comes easily if these principles are followed accurately.

This analysis helps to determine the root cause of a problem. It can serve as an effective technique in formulating solutions that prevent the recurrence of the identified problem.

This technique is equipped with creative suggestions for workers and supported by relevant information from where work happens. Managers can use it to implement low-cost but high-value improvements that sync with the quality objective of the organization.

3. Ensure Consistent Implementation of Changes

An organization's senior management consultant shows commitment to continuous improvement when it immediately takes action on the small incremental changes and follows through with significant long-term initiatives.

The notable changes should begin with you by personally making adjustments to how you work and carefully taking note of its significant effect on the quality of your output.

Kaizen is relevant to every organization member and not just exclusive to a particular set of people, such as team members alone. It should occur everywhere within the organization, not just on the shop floor.

You can save quality time and money from manual monitoring across various sites and levels of the organization by centralizing Kaizen management.

4. Impact of Continuous Improvement Efforts

While implementing Kaizen principles, most people are impatient . They may give up because they do not instantly see or feel notable differences their seemingly small actions make in the company.

The A3 or 8D reports are ideal documents that managers or leaders in an organization can share with employees because they measure the effectiveness, monitor the performance of implemented changes, and communicate the impact of Kaizen’s principles.

You should note the most impactful solution to know the specific actions the company needs to start, continue or stop taking.

5. How Else Can We Keep Improving?

The journey of continuous improvement is not marked by perfection but by a strong desire for personal and organizational growth.

If you can achieve 50% of your improvement goals, you are doing great; you need to celebrate your wins but never stop there; you must keep improving.

Do not leave issues that arise in the workplace to linger for a long time before you take significant action.

You should be proactive about solving problems in the workplace because Kaizen is an unending process. With these actions, you guarantee continuous improvement in the workplace.

How is 5S Used in the Kaizen System?

The 5S in the Kaizen system shows the concept of continuous improvements and notable actions taken to reduce waste.

1. Sort or Seiri

The first S, which stands for Sort, or Seiri, emphasizes the strong desire to eliminate any unnecessary object or entity clustering the work environment. It serves as a distraction or hindrance to workplace activities and constant improvement.

2. Set in Order or Seition

The second S is focused on effectively organizing useful objects in their rightful place. This action helps increase efficiency, improve productivity and minimize wastage of space and time.

Everything needed to accomplish given workplace tasks is properly arranged in the right place, at the right time, and in the right order.

3. Shine or Seiso

The third S emphasizes the cleanliness of the shop floor and how important it is to keep work items in their rightful place to ensure efficiency and organization.

4. Standardize or Seiketsu

The fourth S emphasizes the importance of recognizing and maintaining the processes that have been developed and proven effective.

Following this principle implies that every team member must respect and comply with the laid-down systems and processes in the workspace.

5. Sustain or Shitsuke

The final S focuses on ensuring that the organization experiences continuous improvement . Sustain, or Shitsuke, ensures that personal discipline is maintained around existing processes and vital knowledge is protected.

Examples of How Manufacturers Use the Kaizen Method

Different industries implement the Kaizen method to boost productivity and help the company do better.

Some examples of how certain manufacturing companies apply Kaizen in their activities include:

Toyota can be considered one of the most popular manufacturing companies that use the Kaizen method, which is part of the Toyota way and supports all the processes and systems.

This car manufacturing company has been implementing Kaizen for many decades. The Kaizen concept is firmly integrated into ‘The Toyota Way,’ the organization’s doctrine that supports all its systems and various processes.

One notable way Toyota implements Kaizen is its use of Nemawashi, which is regarded as the beginning of the decision-making process.

The Japanese term Nemawashi translates to ‘laying the groundwork.’ Vital information is passed to every team member before making formal decisions. This process is designed to empower people and engage team members in the work process.

According to the information on Toyal’s website, the company uses the Kaizen principle to underpin the aim of forever thinking about the next, learning from the past, and improving the Toyota production system.

Nestle, a Swiss food and beverage company, is another notable organization for implementing Kaizen.

This manufacturing company uses techniques such as value stream mapping that display how the movement of materials and information should run to create the most efficient production line.

3. Lockheed Martin

Another notable manufacturer that takes advantage of the benefits of the Kaizen method is Lockheed Martin.

Lockheed Martin is a worldwide manufacturer of defense systems and military aircraft. With the Kaizen principle, Lockheed Martin has successfully cut its manufacturing cost by more than a third over just five years and cut its delivery time for products almost in half.

Benefits of Kaizen

1. increased customer satisfaction.

Waste reduction and increased productivity will naturally minimize any lags in customers’ deliveries or responses to their concerns.

2. Happier, More Engaged, and More Productive Workforce

Connecting all teams within the work environment in a joint effort to create continuous improvement means the employees are happier, more engaged, and more productive.

The emphasis on respecting every team member’s viewpoints and having a clear understanding of all elements of the factory floor generates goodwill.

3. The Razor-Sharp Focus on Cutting Waste

When you implement the Kaizen method, the natural result is a reduction in waste of all forms. Waste reduction can be in the form of the better use of leftover materials or improved use of labor systems and workflow.

Continuous Improvement in Your Workplace and Production Process

The Kaizen method is a great fit for big mass-production manufacturing businesses. SMEs can adopt its principles and mindset to improve their business culture and output quality.

Every employee in the business has to buy into the Kaizen method for it to be successful. Since SMEs tend to have a closer relationship with their workers than large production companies, they find it easier to implement Kaizen.

Accepting and implementing Kaizen as an effective way of improving work quality sets the organization for operational excellence. Small incremental changes or improvements yield notable results over time.

You can begin your Kaizen journey with these principles to get the desired result from implementing the Kaizen method.

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Process Improvement: a Kaizen Event with Google Slides

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What you'll learn

You will learn a step-by-step approach to navigate a Kaizen Event.

You will learn to analyze data to show improvement using analytical skills and quantitative measures.

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About this Guided Project

During this project, we will be working together to create a Kaizen Event for a warehouse worker and walk through the steps together to improve their daily workflow. By the end of this project, you will learn how to Create a Google Slides presentation and define Kaizen, create a process map, create a 5W and 2H root cause analysis, implement the improvements, and create an impact analysis of the Kaizen event.

Note: This course works best for learners who are based in the North America region. We’re currently working on providing the same experience in other regions.

Learn step-by-step

In a video that plays in a split-screen with your work area, your instructor will walk you through these steps:

Introduction to Kaizen

Create a Process Map

Root Cause Analysis

Root Cause Analysis Challenge Task Instructions

Root Cause Analysis Challenge Task Solution

Implement the Improvements

Impact Analysis of the Kaizen Event

Implement Improvement Scenario Instructions

Implement Improvement Scenario Solution

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The Kaizen method: our ultimate guide

Get to know how kaizen is used in businesses worldwide to drive strategic value from daily work and how you can implement it in your organization..

Meaning ‘continuous improvement’ in Japanese, Kaizen is a business philosophy that focuses on improving processes and operations and involving employees from all levels of an organization.

Kaizen focuses on the power of small, gradual, positive changes in the workplace. A business can improve employee and customer satisfaction through Kaizen, reduce waste, and boost productivity.

In this guide, we will explain how Kaizen is used in business to give you an idea of whether or not this philosophy might be helpful to you.

Jump to the section you want

Read on or click below to jump to the part of Kaizen you want to learn about:

What is Kaizen?

The five elements of Kaizen

Employees and kaizen ideas.

The benefits of Kaizen
The challenges of Kaizen

Standard work and Kaizen

Value stream mapping and kaizen.

How to implement Kaizen

Putting in place plans for continuous improvement

Examples of implementing Kaizen
Kaizen books to read

What is the Kaizen method?

Introduced in Masaaki Imai’s Kaizen: The Key to Japan’s Competitive Success, Kaizen is often applied by manufacturers; the most well-known example is Toyota.

It is also popular among the tech and healthcare industries and service improvement. It has even been adapted for life coaching and personal development.

Imai writes:

" the method of the Kaizen strategy is that not a day should go by without some kind of improvement being made somewhere in the company".

Kaizen involves its principles being a fully integrated part of a company’s culture.

More of a methodology than a business model, the Kaizen approach can work well alongside lots of other management tools and strategies.

Changes made through Kaizen may seem small to those seeking more obvious instant gratification, but they aim to contribute towards tremendous change in the long run.

With these principles in place in your organization’s culture, you can fully benefit from the Kaizen approach to making changes:

A problem or area that could be improved is identified, and a goal is set
Employees explore new ideas and possible solutions
The goal is broken down into achievable or sub-objectives
To make sure that no one’s tasks overlap and that no one is stretched too thinly, tasks are assigned to tackle each sub-objective
Changes are implemented, and the results monitored
If your changes provide the desired results, they are adopted permanently.

One of the methods used alongside Kaizen and by Lean practitioners in general to identify problems is the 5s framework.

This framework prioritizes standardization to see areas in need of improvement better. The 5Ses and their English translations are:

Seiri (sort) - remove unnecessary things from the workplace
Seiton (set in order) - organize what remains for ease of use
Seiso (shine) - keep your workspace clean and tidy
Seiketsu (standardize) - systemize how to keep things clean/running smoothly
Shitsuke (sustain) - keep up this practice until it becomes an ingrained habit

This system is tailored towards Lean production but can easily be interpreted and adapted for many organizations and personal use.

5S floor markings in a manufacturing site

Manufacturing 5s floor markings are essential to efficiently organizing a manufacturing process and improving safety.

5s floor markings are used to standardize the layout of the workplace, visually communicate company values and goals, remind people about standard operating procedures, and provide guidance to employees in a consistent format.

Floor markings are one of the ways that 5s is implemented in a manufacturing setting.

Markings can be created through painting or tape, making it easy for employees to quickly identify what needs to be done, where tools should be stored, where hazardous materials are located, etc.

They also guide how processes should be performed safely and correctly.

Floor markings can also help indicate vehicle routes, workstations, assembly lines, safe walking paths etc. This cuts down on confusion related to processes which save time and help improve safety.

Manufacturing 5s floor marking helps streamline workflow by making different areas easier to identify from color-coding and visual cues such as arrows or shapes.

This improves efficiency since people working in the area know quickly where they need to go or what steps they must take without relying on human memory or guesswork.

Additionally, using symbols makes it easier for people with language barriers or disabilities to understand instructions without having to ask questions or search elsewhere for clarification.

This leads to improved safety and production times and higher overall customer satisfaction.

What are Kaizen ideas?

The idea that everyone should strive to make minor, incremental improvements in their work environment by suggesting ideas and initiating changes means you need a suggestion system where employees can submit ideas for improvement, which are then evaluated and implemented as needed.

Employee ideas are a key component of kaizen because it encourages people to think critically about their tasks and identify areas for improvement.

By having open communication channels where people can freely express their thoughts and concerns, organizations can better understand employees' needs and how best to address them.

With this feedback, you can make well-informed decisions about improving processes and creating an efficient working environment.

The benefits of employee ideas

The benefits of having employee ideas drive kaizen beyond improved efficiency; it also creates a culture of ownership among employees.

When workers feel like they are part of the decision-making process, they will feel a greater sense of accountability for their work and be more likely to go above and beyond to ensure its success.

Furthermore, when employees create solutions, they will become more engaged with their job and have increased job satisfaction.

Moreover, employee input is invaluable when executing kaizen since they often know firsthand which processes would benefit most from improvements or adjustments.

They may be able to recognize problems quicker than management due to their proximity to the work or identify creative solutions that wouldn’t be considered otherwise.

Additionally, they may be able to provide insights into potential obstacles that could arise from implementing specific changes before those changes occur - preventing avoidable disturbances in processes down the road.

Examples of how employee suggestions work with Kaizen

Here's an example of how employee ideas can drive kaizen:

Imagine that you work in a manufacturing plant and you've noticed a bottleneck in the production process causing delays. You come up with an idea for eliminating this bottleneck by reorganizing the layout of the production line.

You bring your idea to your supervisor, who is responsible for driving kaizen efforts in your department. Your supervisor likes your idea and suggests that you form a kaizen team to explore the idea further. The team meets regularly to brainstorm and identify possible solutions to the bottleneck issue.

As the team works on the problem, they gather data and analyze the results of their efforts. They also involve other employees in the process, seeking their input and feedback.

Eventually, the team came up with a solution that involved reorganizing the layout of the production line. They present their solution to upper management, who review and approve the proposal.

The solution is implemented, and the production process is streamlined, resulting in increased efficiency and reduced delays.

As you can see, employee input is one of the critical aspects of Kaizen.

This is based on the idea that employees are often in the best position to identify problems with the processes they go through every day.

This suggests that they should also be the best people to come up with the solution, with help and creative input from others.

What are the benefits of Kaizen?

One of the fundamentals of Kaizen is looking to eliminate waste - in this context, waste can mean wasted resources and wasted time, and energy.

An example would be improving a process to eliminate wasting valuable time.

This, combined with the fact that problems are solved in-house, is one of the reasons why Kaizen is seen as helpful for saving money and lowering costs.

Other benefits of Kaizen include:

Simplified processes

Due to the breaking down and even distribution of tasks, objectives are easier to approach, and the permanent changes resulting from improvements often focus on simplification and efficiency.

Small changes make a big impact

It can be hard to implement significant changes company-wide - there is often at least some resistance, and it can take a long time to roll out across all departments.

Because Kaizen focuses on small changes, which are easier to accept and set in motion, many small yet impactful improvements can happen with minimal disruption.

Greater customer satisfaction

As a direct result of all of the above, the customer experience is improved.

Mistakes are less frequent, the quality of work is higher and more streamlined, and communication is encouraged throughout all departments.

All of these things positively impact the customer experience and the end product.

What are the challenges that come with Kaizen?

Some challenges of implementing a Kaizen approach include:

Resistance to change

Some employees may resist changing how they work, even if the changes are meant to improve efficiency and productivity. It's essential to communicate the benefits of the changes and involve employees in identifying areas for improvement.

Lack of resources

Implementing kaizen requires time and resources, such as training and equipment. A lack of resources can make implementing and sustaining kaizen efforts challenging.

Difficulty identifying areas for improvement

Identifying areas for improvement can be challenging, particularly if you're unsure where to start. It's essential to involve employees in identifying areas for improvement and using data and metrics to help identify areas of inefficiency.

Difficulty measuring progress

Measuring the impact of a minor, incremental improvements can be challenging. Establishing clear metrics and tracking progress over time is critical to ensure your kaizen efforts pay off.

Maintaining momentum

It's essential to keep up the momentum of kaizen efforts over time. This can be challenging if you don't have a clear plan in place or if you don't have the support of leadership and employees.

Kaizen and standard work are closely related concepts in continuous improvement.

What is standard work?

Standard work is a documented process that outlines the most efficient and effective way to perform a task. It serves as a baseline against which performance can be measured and improvements can be made.

Standard work typically focuses on the following elements of a task:

The steps involved in completing the task Standard work specifies the steps required to complete a task most efficiently and effectively as possible. This includes both the physical and mental steps involved in the process.

The sequence of steps Standard work also specifies the order in which the steps should be completed. This helps to ensure that the task is completed logically and efficiently.

The expected time to complete the task Standard work specifies the expected time it should take to complete a task, based on the most efficient and effective way of performing it. This helps identify areas where improvements can be made to reduce the time required to complete the task.

The resources required to complete the task Standard work specifies the resources (e.g. tools, materials, equipment) needed to complete a task. This helps to ensure that the necessary resources are available when needed.

The expected level of quality Standard work specifies the expected level of quality that should be achieved when performing a task. This helps to ensure that the task is completed to the required level of quality every time.

By focusing on these aspects of a task, standard work helps to ensure consistency and quality in the way work is performed and can serve as a baseline against which performance can be measured and improvements can be made.

How the two relate

Standard work and kaizen are often used as part of a continuous improvement strategy. An organization can identify areas where improvements can be made through kaizen by establishing a standard way of working.

For example, if an organization has established a standard way of performing a task, but there are still delays or inefficiencies in the process, a kaizen team could be formed to identify and eliminate the root causes of these issues.

Value stream mapping is a Lean manufacturing tool that helps identify and eliminate waste in a manufacturing process. It creates a visual representation of the flow of materials and information as a product or service moves through the production process, from raw materials to the finished product.

To use value stream mapping as part of a Kaizen manufacturing process, you would follow these steps:

Identify the product or service and the steps involved in its production.

Map out the current state of the production process, including all of the activities, information flows, and decision points.

Identify and classify the types of waste present in the production process, such as overproduction, waiting, defects, excess inventory, unnecessary motion, and unnecessary processing.

Identify opportunities for improvement and create a plan to eliminate or reduce the waste identified in step 3.

Implement the improvement plan and track the results.

Continuously review and improve the production process to ensure that it remains efficient and effective.

Value stream mapping is an effective tool for identifying and eliminating waste in a manufacturing process.

It helps you understand how the process currently works and where improvements can be made.

You can increase efficiency, reduce costs, and improve customer satisfaction by continuously reviewing and improving the production process.

How do you go about implementing Kaizen in your business?

To introduce Kaizen to your organization, you might need to arrange what is known as a Kaizen event .

A Kaizen event involves identifying and focusing on a particular element of your organization that is in need of improvement.

This could be anything from a process that currently takes up too much time, where mistakes often occur; a task that could be made easier with the help of new tools; or something that regularly doesn’t meet client expectations.

Over a set period, usually a few days, employees work together to implement the Kaizen approach to this problem, and the 6-step process mentioned above is carried out.

When putting together a team of employees to tackle the issue, it is important to include employees who encounter the issue directly and employees from other departments who may provide fresh perspectives.

Running a successful Kaizen event takes a lot of preparation but can be incredibly rewarding.

Through Kaizen events, organizations and employees can better understand Kaizen and its principles and, as a result, can apply Kaizen to all areas of their performance.

When discussing Kaizen's advantages and disadvantages, it is worth mentioning that such events can help generate company-wide enthusiasm. Still, there is also the risk of this enthusiasm being short-lived.

The nature of Kaizen means that it doesn’t lend itself to sudden, dramatic innovation, meaning that some people can find the structure limiting. Others may struggle with not being able to see instantaneous results.

Keeping a log of ideas to address through Kaizen should ensure that you always have something to work towards, no matter how small.

This is also useful when changes cannot be done immediately - for example, immediately implementing any changes may create waste, as this would go against the fundamentals of Kaizen.

Some examples of implementing Kaizen

Below are some examples of the results of implementing Kaizen in different industries.

The reduction of wait times for patients in healthcare industries
The streamlining of onboarding processes
Sustainably managing excess inventory in manufacturing
Improved functionality in public sectors thanks to Kaizen training

More specifically, in manufacturing, life sciences, and automotives:

Standardizing and automating work processes to reduce variability and improve quality
Implementing Lean manufacturing techniques in the production of pharmaceuticals and medical devices, and streamline laboratory processes to increase efficiency
Implementing just-in-time (JIT) production to reduce inventory
Implementing visual management techniques, such as 5S, to improve organization and reduce waste
Using tools such as value stream mapping and total productive maintenance (TPM) to identify and eliminate waste in the production process
Implementing error-proofing techniques, such as poka-yoke, to reduce defects

Kaizen books you should read

If you’re looking to get started with kaizen, several books on the subject can help guide you. 1. Kaizen: The Key To Japan’s Competitive Success

One excellent book on the subject is Kaizen: The Key To Japan’s Competitive Success, written by Masaaki Imai.

This book explains the principles of kaizen and how companies use it as an approach to business management.

It looks at every aspect of kaizen, from its implementation in organizations to its application in daily life.

2. Lean Thinking: Banish Waste And Create Wealth In Your Corporation

Another excellent read for Kaizen is Lean Thinking: Banish Waste And Create Wealth In Your Corporation, co-authored by James Womack and Daniel Jones.

This book provides a comprehensive overview of lean manufacturing principles and how they apply to modern business practices, such as decreasing waste and increasing efficiency through streamlined processes and workflows.

3. Workplace Management

Thirdly, Taiichi Ohno's Workplace Management puts forth one of the most detailed approaches to workplace organization ever published.

Written by Toyota's original production system creator, this book delves into Ohno's profoundly influential model, which he called “the Toyota Production System," or TPS for short - now widely known as "lean manufacturing."

Through this system, Ohno was able to revolutionize not just production but also industries worldwide through his emphasis on process flow efficiency, technology utilization standardization, safety reductions in materials cost reductions in inventory turnover time, increased customer satisfaction, etc.

In addition to these, there are other important textbooks written about Kaizen, such as:

Implementing Lean Six Sigma Throughout The Supply Chain by Vishal Garg et. al.
Quality Improvement Using Six Sigma: An Overview for Executives by Dr. Jeffrey L Hendler et. al

How i-nexus can help you with continuous improvement

If you want to learn more about continuous improvement and want help driving strategic value from your operational and transformation work, i-nexus software could be the key.

If the Kaizen methodology speaks to you, why not look to combine it with Hoshin Kanri ? The Hoshin Kanri framework can help you align your resources with your goals for more efficient execution of tactics and success in your objectives.

To learn more about Hoshin Kanri and how i-nexus solutions can help you, contact us and book a demo today.

L earn more about operational excellence

Take the next steps in your journey by exploring our operational excellence resource hub or any of the below:

K ey to strategy execution eBook : Read how companies like Danaher and HP have mastered strategy execution and what you can learn from them.
What does it mean to be Business Agile?: Leap into the future of strategic planning and execution with this fascinating insight.
How AI and Machine-Assisted Learning will help strategy execution : As Artificial Intelligence becomes a mainstay in our lives, read how AI and machine-assisted learning will evolve to support your strategy execution.

About the author

Sam Ancliff is the Demand and Lead Generation Manager at i-nexus.

In his role, his drive is to provide leaders with the tools and insights they need to make next-level decisions in their businesses and organizations.

If you’d like to talk more about strategy, contact Sam at [email protected] or connect with him on LinkedIn for the latest insights.

Daily management and operational basics in Continuous Improvement

Core improvement tools & techniques: Operational basics & daily management

What is a Kaizen Event and how can you prepare for one?

4 tips to successfully facilitating your Kaizen event

Nov 13, 2022

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NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg Learning Objectives 1. Understand the key concepts of Kaizen 2. Gain knowledge on the management and practices of Kaizen 3. Learn how to implement Kaizen activities to eliminate waste and improve the organization’s performance 4. Learn the tools and techniques for problem solving 5. Understand the critical role of management in Kaizen implementation 2 © Operational Excellence Consulting. All rights reserved.

Outline 1 Introduction to Kaizen 2 Kaizen and Waste 3 Key Concepts of Kaizen 4 Kaizen Management 5 Kaizen Practices 6 Kaizen Implementation 7 Kaizen Story 8 Developing “Kaizen Eyes” 9 Role of Management 10 Critical Success Factors 3 © Operational Excellence Consulting. All rights reserved.

What is Kaizen? § Kaizen means improvement. Improvements without spending much money, involving everyone from managers to employees, and using much common sense. § The aspect of Kaizen is that it is on-going and never- ending improvement process 5 © Operational Excellence Consulting. All rights reserved.

What Kaizen IS NOT § A cost cutting program § Fixing people’s jobs without them § Only for manufacturing companies § Automation or implementing an IT system § Working harder § Just a housekeeping exercise, e.g. 5S § Another one of those “extracurricular activities” 6 © Operational Excellence Consulting. All rights reserved.

Kaizen & Lean Goals: highest quality, lowest cost, shortest lead times Jidoka Just-In-Time • Continuous flow • Takt time • Pull system • Flexible workforce Involvement Kaizen is the foundation for all Lean improvements • Separate man & machine work •Abnormality Identification • Poka yoke • Visual Control Heijunka Standardized Work Kaizen Stability 7 © Operational Excellence Consulting. All rights reserved.

Kaizen is a Continuous Process Kaizen A P D Standardize Act Plan Kaizen C Check Do Standardize Kaizen Kaizen (改 Continuous Improvement 善) = 改善 Standardize 8 © Operational Excellence Consulting. All rights reserved.

Kaizen versus Innovation Kaizen Innovation Un-dramatic Dramatic Low Cost High Cost Low Risk High Risk Human Effort Technology No Brainer More Thought 9 © Operational Excellence Consulting. All rights reserved.

3 Criteria of Kaizen ideas ideas ideas ideas 1. Does the idea reduce waste, improve quality or increase safety? ideas ideas ideas ideas ideas ideas 2. Does it address the root cause? 3. Is it standardized? IDEAS KAIZEN 10 © Operational Excellence Consulting. All rights reserved.

Benefits of Kaizen § Empowers employees, enriches the work experience and brings out the best in every person § Promotes personal growth of employees and the company § Improves quality, safety, cost structures, delivery, environments, throughput and customer service/satisfaction § Provides guidance from employees, and serves as a barometer for leadership 12 © Operational Excellence Consulting. All rights reserved.

Methods to Increase Productivity Current 1 Man 1 Machine 100 Units 1 Hour More Workers Quantitative Approach More Machines How to Increase Productivity? Work Longer Work Harder Qualitative Approach Future 1 Man 1 Machine 120 Units 1 Hour TPS Goal Eliminate Waste & Simplify 13 © Operational Excellence Consulting. All rights reserved.

Definition of Waste “Waste is anything other than the minimum amount of equipment, materials, parts, space, and worker’s time which are absolutely essential to add value to the product.” Shoichiro Toyoda President, Toyota © Operational Excellence Consulting. All rights reserved.

Value Defined Value-Added Activities § Transforms or shapes material or information § Customer wants it § Done right the first time Non-Value Add: Incidental Waste § No value created but required by current thinking § No value created but required by process limitations § No value created but required by current technology § No value created but required by government/business regulations Non-Value Add: Pure Waste § Consume resources but creates no value for the customer § Could be stopped and it would be invisible to the customer 16 © Operational Excellence Consulting. All rights reserved.

Cost Reduction Principle Higher profit is achieved by increasing sales price Higher profit is achieved by reducing cost (waste) while maintaining sales price PROFIT 2 PROFIT 1 PROFIT 1 PROFIT 2 SALES PRICE 2 SALES PRICE 1 SALES PRICE 1 SALES PRICE 2 COST 2 COST 1 COST 1 COST 2 Future Future Present Present Cost Reduction Principle Cost Plus Principle 18 © Operational Excellence Consulting. All rights reserved.

Eight Types of Waste Over-production Producing more than what the customer needs Waiting Intellect Employees waiting for another process or a machine/tool Not using employees full intellectual contribution Over-processing Adding excess value when the customer does not require it Motion Extra physical/mental motion that doesn’t add value Waste Defects Reprocessing, or correcting work Transportation Moving product from one place to another Inventory Building and storing extra products the customer has not ordered 19 19 © Operational Excellence Consulting. All rights reserved. © Operational Excellence Consulting. All rights reserved.

Kaizen & Management Maintenance Improvement § Follow current Standard Operating Procedures (SOP) § Upgrade existing Standard Operating Procedures (SOP) § SDCA § PDCA 21 © Operational Excellence Consulting. All rights reserved.

“Where there is no standard, there can be no improvement. For these reasons, standards are the basis for both maintenance and improvement.” Masaaki Imai © Operational Excellence Consulting. All rights reserved.

Cross-functional Management Kaizen Management Maintenance Management Kaizen Maintenance Policy deployment Routine (daily) management Line organization Quality Cross-functional management Cost Delivery Small-group activities Individual suggestions Source: Kaizen by Masaaki Imai 24 © Operational Excellence Consulting. All rights reserved.

Kaizen – The Practice Management- Oriented Kaizen Group-Oriented Kaizen Individual- Oriented Kaizen Tools Basic Tools Basic Tools Common sense Advanced Tools Advanced Tools Basic Tools Professional skills Involves Managers & Professionals Group members Everybody Target Focus on systems & procedures Within the same workshop Within one’s own work area Cycle (Period) Lasts for the duration of the project Requires 4-5 months to complete Anytime 25 © Operational Excellence Consulting. All rights reserved.

Gemba House Input Process Output Man A P D Quality Machines C Materials Cost A S D Methods Delivery C Measurements Operational + Materials Standards 5S = Housekeeping Discipline NVA = Muda + Mura + Muri 26 © Operational Excellence Consulting. All rights reserved.

Kaizen Circle Roles & Responsibilities Role Responsibilities Attend meetings. Contribute ideas. Choose and analyze problem. Recommend and implement solutions. Make presentations. Circle Member Attend training. Guide team members through problem-solving process. Attend circle meetings. Complete and submit KCA meeting records. Facilitator Attend training. Provide technical and administrative advice as required. Attend circle meetings. Help coordinate presentations to management. Advisor Develop and conduct training. Attend circle meetings if requested. Provide problem-solving training if requested. Collect meeting records and report to management. Circle Trainer Encourage circle formation and involvement. Periodically check circle progress and offers suggestions. Approve recommendations. Attend presentations. Manager 28 © Operational Excellence Consulting. All rights reserved.

Kaizen Event Process 1. Set the Scene 5. Report & Celebrate 2. Understand Current Process 3. Develop Future State Design 4. Implement Solutions 29 29 © Operational Excellence Consulting. All rights reserved. © Operational Excellence Consulting. All rights reserved.

Kaizen 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. 30 © Operational Excellence Consulting. All rights reserved.

Kaizen Example – Office Stationery All stationery items are clearly visible and easy to retrieve. On the left, there are forms for re-ordering supplies. On the right is a map of the items and their locations, forms for comments/suggestions, and contact information. 31 © Operational Excellence Consulting. All rights reserved.

Kaizen Summary Sheet – Example 1 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 33 © Operational Excellence Consulting. All rights reserved.

The 5W & 1H of Kaizen Who? What? Where? 1. 2. 3. 4. 5. 6. Who does it? Who is doing it? Who should be doing it? Who else can do it? Who else should do it? Who is doing 3-Mu’s? 1. 2. 3. 4. 5. 6. What to do? What is being done? What should be done? What else can be done? What else should be done? What 3-Mu’s are being done? Where to do it? Where is it done? Where should it be done? Where else can it be done? Where else should it be done? Where are 3-Mus’ being done? How? 1. 2. 3. 4. 5. 6. When? Why? 1. 2. 3. 4. When to do it? When is it done? When should it be done? What other time can it be done? What other time should it be done? Are there any time 3-Mu’s? 1. 2. 3. 4. 5. 6. Why does he do it? Why do it? Why do it there? When do it then? Why do it that way? Are there 3-Mu’s in the way of thinking? 1. 2. 3. 4. How to do it? How is it done? How should it be done? Can this method be used in other areas? Is there any other way to do it? Are there any 3-Mu’s in the method? 5. 5. 6. 6. Source: Masaaki Imai 34 © Operational Excellence Consulting. All rights reserved.

About Operational Excellence Consulting § Operational Excellence Consulting is a management training and consulting firm that takes a human-centered approach to helping organizations in the public and private sectors to work smarter and grow faster. § The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. § OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg 35 © Operational Excellence Consulting. All rights reserved.

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Presenting kaizen pdca cycle principles powerpoint presentation slides. This is a complete PowerPoint presentation on Kaizen and PDCA Cycle. It includes Kaizen templates describing the meaning of Kaizen,process of improvement,eliminating waste,and Plan-Do-Check-Act steps for implementing Kaizen in your organization. Kaizen is a lean manufacturing tool useful for improving productivity,quality,and customer satisfaction. Use the ready-made PowerPoint templates on Kaizen and get started.

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How to Implement Kaizen: 19 Kaizen PPT Templates to Guide You
Implementing Kaizen: Step by Step Guide. The system for implementing Kaizen is called the PDCA Cycle, an iterative model of change comprising four stages - Plan, Do, Check, and Act. It is a continuous activity that has to be repeated again and again. This model is also known as the Deming cycle, Shewhart cycle, and plan-do-study-act (PDSA ...
[Updated 2023] Continuously Improve With Top 20 Kaizen Templates In
Template 1: Kaizen Action Plan Data Collection and Analysis Techniques Powerpoint Presentation Slides Enhance your business improvement concepts with this ready-to-use PPT Template. This comprehensive PPT covers the PDCA cycle, problem identification, analysis techniques, waste types, and more, providing a valuable resource for showcasing ...
Kaizen, Quality Management Method
Free Google Slides theme and PowerPoint template. The Kaizen method is a philosophy of continuous improvement that has gained popularity in the business world. The concept is simple yet powerful: small, incremental changes lead to significant progress over time. Slidesgo wasn't built in one day—it's been a journey of small steps until we got ...
Kaizen (Continual Improvement)
4. Kaizen, Japanese for "improvement" or "change for the best", refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, and business management. It has been applied in healthcare,[7] psychotherapy,[8] life-coaching, government, banking, and other industries. Imai (1986) acknowledged, that Kaizen starts with detection of needs and ...
PPT
Presentation Transcript. Introduction to Kaizen Answering the how, when, and why…. What is Kaizen? • Kai = Change; Zen = Good • Kaizen = Good Change, Change for the Better, Continuous Improvement • Small, incremental changes; break apart and put back together better • Focus on small, quick changes for long-term success • Elimination ...
Kaizen: Meaning, Process, Method, & Principles
Kaizen is a Japanese term which means "good change", "change for the better", or "improvement.". As a philosophy, kaizen promotes a mindset where small incremental changes create an impact over time. As a methodology, kaizen enhances specific areas in a company by involving top management and rank-and-file employees to initiate ...
Kaizen by McKinsey Alum
KAIZEN "Without continual growth and progress, such words as improvement, achievement, and success have no meaning." - Benjamin Franklin . During the 1980s, facing stiff and unrelenting competition from Japanese manufacturers, American manufacturers tried to leverage lean methodologies and tools to transform their productivity and quality. . Unfortunately, many of their efforts failed
PPT: Kaizen Training Presentation
This Kaizen PPT training presentation is crafted for today's business leaders, managers, supervisors, facilitators, and continuous improvement steering committees. It serves as a comprehensive guide to kick-start and implement Kaizen activities in work areas, ensuring organizations can drive meaningful change and achieve enduring success in the ...
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Kaizen is a compound of two Japanese terms, kai meaning "change" and zen meaning "good". This term defines the idea of continuous improvement which is the basis of Lean thinking. Overall, Kaizen, or continuous improvement, is the idea that small, iterative changes to a process can compound to have massive benefits in the long-term.
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This process is designed to empower people and engage team members in the work process. According to the information on Toyal's website, the company uses the Kaizen principle to underpin the aim of forever thinking about the next, learning from the past, and improving the Toyota production system. 2. Nestle.
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About this Guided Project. During this project, we will be working together to create a Kaizen Event for a warehouse worker and walk through the steps together to improve their daily workflow. By the end of this project, you will learn how to Create a Google Slides presentation and define Kaizen, create a process map, create a 5W and 2H root ...
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NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: https://www.oeconsulting.com.sg Learning Objectives 1. Understand the key concepts of Kaizen 2. Gain knowledge on the management and practices of Kaizen 3. Learn how to implement Kaizen activities to eliminate waste and improve the organization's performance 4.
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Apr 3, 2016 •. 63 likes • 47,621 views. Chirag Tewari. 5s and kaizen. Education. 1 of 28. Download Now. Download to read offline. 5s and kaizen - Download as a PDF or view online for free.
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Example Kaizen Presentation Powerpoint Presentation Slides
Slide 1: This slide shows Example Kaizen Presentation.State the name of your company and begin. Slide 2: This slide shows your company Agenda.Add them here and use it accordingly. Slide 3: This slide states the Meaning of KAIZEN. Slide 4: This slide shows Kaizen 5S Framework - Good Housekeeping which includes the following points- Short (Organization), Set in order (Orderliness), Shine ...
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Presenting kaizen pdca cycle principles power point presentation slides. This is a complete PowerPoint presentation on Kaizen and PDCA Cycle. It includes Kai...
Kaizen pdca cycle principles powerpoint presentation slides
This is a complete PowerPoint presentation on Kaizen and PDCA Cycle. It includes Kaizen templates describing the meaning of Kaizen,process of improvement,eliminating waste,and Plan-Do-Check-Act steps for implementing Kaizen in your organization. Kaizen is a lean manufacturing tool useful for improving productivity,quality,and customer satisfaction.
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Jun 10, 2013 • Download as PPTX, PDF •. 153 likes • 144,461 views. Orange Slides. A small presentation of the Japanese Philosophy KAIZEN. Education Business Technology. 1 of 11. Download now. Kaizen Seminar Presentation - Download as a PDF or view online for free.
Kaizen PowerPoint Templates
Download pre-designed Kaizen PPT templates and slide designs for presentations. Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Download awesome Kaizen slide designs and PPT templates that you can use in presentations on total quality management and continuous improvement slide designs.

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Kaizen: A Complete Guide to Continuous Improvement

What is continuous improvement (Kaizen)?

10. Recognize that you will never be done

Why is Kaizen important?

What are the keys to succeed with Kaizen?

8. Remove any obstacles

9. Measure your progress

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What is Kaizen? Process, Examples, Principles

What is Kaizen?

What are the Main Principles and Elements of Kaizen?

1. Management Commitment

2. Employee Empowerment

3. Gemba Walk

4. 5S Principles

Why Do Manufacturing Businesses Use Kaizen?

2. Increase Competitive Advantage

What is the Kaizen Process?

1. Identify the Problem’s Root Cause

2. Address the Problem’s Root Cause

3. Ensure Consistent Implementation of Changes

4. Impact of Continuous Improvement Efforts

5. How Else Can We Keep Improving?

How is 5S Used in the Kaizen System?

1. Sort or Seiri

2. Set in Order or Seition

3. Shine or Seiso

4. Standardize or Seiketsu

5. Sustain or Shitsuke

Examples of How Manufacturers Use the Kaizen Method

3. Lockheed Martin

Benefits of Kaizen

2. Happier, More Engaged, and More Productive Workforce

3. The Razor-Sharp Focus on Cutting Waste

Continuous Improvement in Your Workplace and Production Process

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Process Improvement: a Kaizen Event with Google Slides

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