1. Kaizen overview.pptx dfhjjhfrdsaasgjjijcx

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1. June , 2023 Kaizen Overview

2. 1) change

3. contents 1) Change 2) Definition of kaizen 3) Kaizen pillars 4) Basess of kaizen knowledge

4. Definition Dictionary meanings of change 1. The act, process, or result of altering or modifying. 2. The replacing of one thing for another; substitution 3. A transformation or transition from one state, condition, or phase to another.

5. Change Cont’d….. change is the situation in which individuals, groups ,organizations and countries make adjustments to the matters they face.

6. Example: 6 Attitude

7. Those who cannot change their minds cannot change anything.” George Bernard Shaw

8. Change Cont’d….. As per the psychologist Kurt Lewin in any change processes there are two opposing forces, 1) change catalysts Those who are facilitate changes . 2) change blockers Those who are blocks of change and resistant.

9. Change Cont’d….. Unless you change the process why would you expect the results to change? The president of Texas instrument Defense services and electronic group Not a day should go by with out some kind of improvement being made.

10. Promise For Change ①　 Do not say it cannot be done.

11. Say, yeeeeesssssssssssss !!!!!!!!!

12. Cont’d ②　 Do not fear a failure.

13. Change Cont’d….. 13 3) Do not deny opinion s of others . Respect others opinion.

14. Run away from change traps!!!!!!!!!!

15. Ethiopian development agendas are To eliminate poverty, backwardness and unemployment Improve quality and productivity To meet these goals or agendas there need to be commitment ,active participation of all citizens and effective functioning and integration of all sectors.

16. 改 善 ( Kai ): Change, reform, ለውጥ ( Zen ): Good, right, virtue ለመልካም KAIZEN means “ Change for the Better .” What is kaizen cont’d…. 2) Definition of kaizen

17. KAIZEN - CONTINUOUS IMPROVEMENT “ A never ending journey!!!”

18. “ The KAIZEN philosophy assumes that–be it our working life , our social life , our home life, our way of life -deserves to be constantly improved” Masaaki Imai What is kaizen cont’d….

19. “It is a unifying thread running through the philosophy , the systems , and problem solving tools developed in Japan over the last 30 years”. Masaaki Imai

20. 3) kaizen pillars 20 As a philosophy Kaizen tools Kaizen systems

21. THE FIRST PILLAR KAIZEN AS A PHILOSOPHY

22. KAIZEN is a philosophy of continuous undertaking by an organization to improve its activities and processes with the goal to always improve quality and services so that the organisation can meet full customer satisfaction . KAIZEN AS A PHILOSOPHY cont’d…..

23. KAIZEN can be built in and run with an integrated and company-wide approach through the collaboration of all the levels of the organisation that are top management, middle managers and front-line employees . KAIZEN AS A PHILOSOPHY cont’d…..

24. Commitment , genuine participation and motivation of all the three actors are critical factors. KAIZEN normally places the foremost importance in improvements at the front-line workplaces as the foundation of all the improvement efforts. KAIZEN AS A PHILOSOPHY cont’d…..

25. KAIZEN encompasses all the areas that are related to quality , productivity, cost, delivery, safety and morale whose simultaneous improvements are essential in achieving customer satisfaction and success of the organisation. KAIZEN AS A PHILOSOPHY cont’d…..

26. ማቀድ መተግበር ማረጋገጥ ማስተካከል

27. Once a new improvement becomes a new standard, the next cycle is set up to seek further improvement. KAIZEN is a continuous challenge towards ever higher-level improvement, cycle by cycle, without an end. KAIZEN AS A PHILOSOPHY cont’d…..

28. Kaizen thinking versus traditional thinking Price Price Profit Cost Traditional Thinking Cost + Profit = Price Kaizen Thinking Price - Cost = Profit Profit Price Price 28 Cost

29. Characteristics of KAIZEN Continuity Participatory approach Accumulation of small improvements Improvement without a large amount of investment 29

30. 2. “Participatory approach” 30 Promotion organization Division 1 Division 2 Division 3 QCC 1 QCC 2 QCC 3 QCC QCC QCC QCC Cross functional organization Cross functional organization

31. 3.“Accumulation of small improvements” KAIZEN does not aim to attain significant result , but accumulation of small improvement leading to significan t result. 31

32. 4. “Improvement without a large amount of money” Waste elimination may not require investment or little investment. Introduction of 5S for a starter of KAIZEN may need only a little investment. 32

33. Prerequisites of KAIZEN 33 K = nowledge of KAIZEN concept and KAIZEN technology A = ttitude with positive thinking I = I nvolvement or participation from top management to workers Z = ealous support for KAIZEN E= ducation on KAIZEN and KAIZEN technology N = ever-ending KAIZEN activity

34. 1. “ K nowledge of KAIZEN concept and KAIZEN technology” KAIZEN culture is promoted by dissemination of KAIZEN concept and technologies . KAIZEN concept is not so difficult to understand. KAIZEN technologies include easy to difficult techniques. KAIZEN should be started by use of easy technologies such as 5S and QC7 tools. 34

35. 2. “ A ttitude with positive thinking ” KAIZEN concept and technologies can build positive attitude. KAIZEN culture is promoted by people and organization with positive attitude to KAIZEN. 35

36. 3. “ I nvolvement or participation from top management to workers ” The top management who focuses interest on KAIZEN is crucial success factor. Participation from workers related to KAIZEN is essential for success and continuity. Because major problems often hides between divisions or sections, formation of cross-functional organization is necessary for KAIZEN. 36

37. 4. “ Z ealous support for KAIZEN ” KAIZEN can be promoted with paying zealous attention to it. It looks like support for soccer which is the source of power for the team. 37

38. 5. “ E ducation on KAIZEN and KAIZEN technology ” KAIZEN is implemented by human resource . Education of KAIZEN concept and technologies is crucial matter. KAIZEN aims to achieve good performance through the development of human resource. 38

39. 6. “ N ever-ending KAIZEN activity ” KAIZEN, implementation is far more important than theory. Don’t end KAIZEN if you aim to make great improvement after small success in KAIZEN. 39

40. THE SECOND PILLAR KAIZEN SYSTEMS

41. KAIZEN systems Toyota Production System Total Productive Maintenance Company Wide Quality Control Total Quality Management System QCCs Suggestion System

42. THE THIRD PILLAR KAIZEN TOOLS

43. 3 Kaizen tools These are kaizen implementation methods and technical tools. By basing on kaizen philosophy and through following kaizen systems , these tools can bring continuous improvement. For example, 5s 7 Mudas /wastes Qc 7 Tools JIT (just in time production ) Basics of Industrial Engineering(IE) Any other analytical tools

44. 4. KAIZEN knowledge bases ( i ) Conceptual Foundation , (ii) KAIZEN Self organization and ( iii)Self-Practicing through Company-wide Movement. (iv) Methods and ( v) Analytical Tools .

45. Two phases of KAIZEN Activities and Corresponding Monitoring/Assessment

46. The first phase is for the self-organising process of KAIZEN.

47. Focus on KAIZEN at the workplace KAIZEN at the workplace is the foundation of improvement efforts at KAIZEN-practicing companies.

48. KAIZEN at the workplace is the key to the entry to the self-practicing phase in which the endless revolving activities of KAIZEN should develop.

49. A success in KAIZEN results in higher morale at the workplace, this makes continued development at the company.

50. Building on the success in the model workplaces and their QCCs’ activities, the company shall expand KAIZEN activities in the company-wide scale.

51. The company will organise QCCs in the relevant workplaces across the company by replicating the two model QCCs

52. It is efficient and enough to achieve your goal

53. 54 Three Golden Rules Rule Number 1: Do it right the first time and every time. Rule Number 2: There is always a better way of doing things. Rule Number 3 : Don't forget Rule Number 1 & 2.

54. How Far Can You Go?