Kaizen and kanban

describes kaizen and kanban tool

1. Welcome to our presentation ON KAIZEN & KANBAN

2. PRESENTED BY GROUP:08 MEMBERS 1. RASEL AL MASUD 2. RANJIT BISWAS 3. MD. RABIUL HASAN 4. Dipok kumar Singha 5 . Dipon Roy REG. NO. 2012334006 2012334031 2012334059 2012334067 2011334049

3. CONTENT What is KAIZEN KAIZEN Philosophy KAIZEN Umbrella Selected KAIZEN toolkit What is kANBAN Types of KANBAN KANBAN RULES FUNCTIONS OF KANBAN Implementing KANBAN KANBAN Visual Signals Benefits of KANBAN Case study of Kaizen Case study of Kanban conclusion 1

4. KAIZEN Kaizen is a Japanese philosophy for process improvement that can be traced to the meaning of the Japanese words ‘ Kai ’ and ‘ Zen ’, which translate roughly into ‘ to break apart and investigate ’ and ‘to improve upon the existing situation ’. The aim is to achieve continuous improvement in costs, quality, f lexibility, productivity and also that improvements result in lower costs.[ Garcia et al. (2009 )] 2

5. PHILOSOPHY OF KAIZEN Waste is the enemy Everyone should be involved Built on a cheap strategy Can be applied anywhere Focuses attention where value is created Innovation of work . Improvement should be done gradually and continuously Everyone is encouraged to come up with small improvement suggestions on a regular basis. In companies as Toyota and Canon, a total of 60 to 70 suggestions per employee per year are written down and implemented. [ Prošić S. (2011) ] 3

6. The Kaizen Umbrella According to Masaaki Imai, who introduced kaizen to the international audience with his seminal book, Kaizen: The Key to Japan’s Competitive Success, kaizenis an umbrella concept for a large number of Japanese business practices.[ Ohno et al.] 4

7. Figure: the KAIZEN umbrella.[ Ohno et al .] 5

8. Selected KAIZEN toolkit Quality control circle: QCC is a small group of workers who collectively find a problem, discuss alternative remedies, and propose a solution. QCCs voluntarily perform improvement activities within the workplace, as part of a company-wide program of mutual education, quality control , self-development and productivity improvement. [ Ohno et al.] 6

9. Selected KAIZEN toolkit Total Quality Management TQM represents a number of management practices, philosophies and methods to improve the way an organization does business, makes its products, and interacts with its employees and customers. It consists of organization-wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high-quality products and services to customers. [http.] 7

10. Selected KAIZEN toolkit Just-In-Time (JIT) System: Just-in-time (JIT) is an inventory strategy companies employ to increase efficiency and decrease waste by receiving goods only as they are needed in the production process, thereby reducing inventory costs. This method requires producers to forecast demand accurately . [ http :// www.investopedia.com/terms/j/jit.asp ] 8

11. Selected KAIZEN toolkit Suggestion System A Suggestion System is the method by which the ideas and suggestions of employees are communicated upwards through the management hierarchy to achieve cost savings or improve product quality , workplace efficiency, customer service, or working conditions . Examples range from simply placing suggestion boxes in common areas, to implementing formal programs with committees reviewing ideas and rewards given for successful adoption of those ideas. [ Ohno et al.] 9

12. Selected KAIZEN toolkit Jidoka ( autonomation ): Jidoka is a control process held, one of the basic solution improving assurance of the quality production; defects of the processed part are automatically found by the machine , which immediately stops its working mode.[ Karkoszka T. and Honorowicz J.( 2009)] 10

13. KANBAN WORD ORIGIN & MEANING Kanban is a Japanese word that means “signboard”. T he word KANBAN means a sign board of a store or shop. Kanban is a Lean and just-in-time (JIT) technique, which was created to control inventory levels and the production and supply of components. 11

14. TYPES There are two types of Kanbans : Production kanban (p- kanban ): signals the need to produce parts. Conveyance kanban (c- kanban ): signals the need to deliver parts to the next work center.[ Stevenson, W. J. 2004 ] TYPES 12

15. KANBAN RULES The pre-conditions for operating KANBAN are: Do not send defective products to subsequent process. The subsequent process comes to withdraw only what is needed. Produce only the exact quantity withdrawn by the subsequent process. Equalize production. KANBAN is a means to fine tuning. Stabilize and rationalize the process. [ Jain K.C. and Aggarwal L.N. ] KANBAN RULES 13

16. FUNCTIONS OF KANBAN KANBAN has two functions: To contain information that serve as a work order. To move with the actual material . [[Jain K.C. and Aggarwal L.N.] 14

17. Implementing Kanban The seven steps to implementing kanban : 1. Collect data 2. Calculate the kanban size 3. Design the kanban 4. Train everyone 5. Start the kanban (implementation) 6. Audit the kanban 7. Improve the kanban 15

18. Kanban Visual Signals There are a numerous ways for setting up kanban Visual signals. One may use one of the common types of visual signals. Kanban cards Kanban Boards Two-Card Systems Faxbans Electronic kanban 16

19. Benefits of KANBAN KANBAN forces people to look at production processes in a different way: 1. Reduces Inventory 2. Improve Flow 3. Prevents Overproduction, which is the mother of all wastes 4. Places control at the operations level 5. Improves responsiveness to changes in demand 6. Minimizes risk of having obsolete inventory 7. Reduces Throughput Time KANBAN also drives the manufacturing process to constantly improve, which is necessary in for any company to stay Lean, Fit & Competitive. 17

20. Case study of KAIZEN Figure: Cost improvement for a work cell in Boeing Commercial Airplane Company, IRC Division, U.S. [ MODARRESS B. et al.(2005 ] 18

21. Case study of KANBAN For case study, here Papalexi M., Bamford D. and Dehe B.’s(2015) research work is considered. The pharmaceutical products are classified into ABC categories The category A includes the expensive products, category B the products with a medium value and category C characterises the cheaper ones. They used two-bin kanban system in ABC pharmaceutical products.. After the pilot implementation of KANBAN system for all products, it will store 56.8% fewer products and reduce the cost by 71.8 %. [ Papalexi M . et al. (2015)] 19

22. Conclusion: The kaizen and Kanban system were both coined by the Japanese who were trying to find an ideal way of developing their growth . By applying kaizen and Kanban knowledge, any organization can ensure the rapid rate of improvement. 20

23. References Garcia et al. (2009), ‘’ The impact of Kaizen Events on improving the performance of automotive components’ first-tier suppliers’’, Int. J. Automotive Technology and Management, Vol. 9, No. 4, pp -362-376 https://en.wikipedia.org/wiki/Total_quality_management (accessed on 17 December 2016) Jain K.C. and Aggarwal L.N., ‘’ PRODUCTION PLANNING AND CONTROL AND INDUSTRIAL MANAGEMENT’’, Khanna publishers. Karkoszka T. and Honorowicz J.(2009), “Kaizen philosophy a manner of continuous improvement of processes and products”, Journal of achievement and manufacturing engineering, Vol. 35, Issue 2, pp - 197-203 MODARRESS B. et al.(2005), “Kaizen costing for lean manufacturing: a case study”, International Journal of Production Research, Vol. 43, No. 9, pp-1751–1760 Ohno et al., ‘’Introducing KAIZEN in Africa(preliminary draft): Ch.1: Introduction’’, available at http://www.grips.ac.jp/forum/afgrowth/support_ethiopia/document/Jun09PMhosono_Ch.1.pdf (accessed on 19 December 2016 ) Papalexi M.et al.(2015),” A case study of kanban implementation within thepharmaceutical supply chain”, International Journal of Logistics Research and Applications, available at http://dabamirror.sci-hub.io/de7dcca26fe0d6eb06ee6577b7235517/papalexi2015.pdf Pdf ‘’KAIZEN DEFINITION & PRINCIPLES IN BRIEF A CONCEPT & TOOL FOR EMPLOYEES INVOLVEMENT’’, available at http://www.michailolidis.gr/pdf/KAIZEN08.pdf (accessed on 12 December 2016) Prošić S. (2011) ‘’KAIZEN MANAGEMENT PHILOSOPHY’’, International Symposium Engineering Management And Competitiveness 2011 (EMC2011) June 24-25, 2011, Zrenjanin , Serbia Stevenson, W. J. 2004.Operations Management,10th ed. McGraw-Hill/Irwin, New York, New York 21