By

Sunil Pandey
Q1808A17
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Kaizen…….Change for the better
A system of continuous improvement in
quality, technology, processes,
company culture, productivity and
safety.

It makes the work environment more

efficient and effective through its five
founding elements:
• Team work
• Personal Discipline
• Improved Morale
• Quality Circles
• Suggestions for Improvement
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 FATHER OF KAIZEN
• Massaaki lmai

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Kaizen by New Delhi Traffic Police for
better Traffic Compliance

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 Hierarchy of Kaizen Involvement
TOP MANAGEMENT MIDDLE SUPERVISORS WORKERS
MANAGEMENT
Be determined to Deploy and implement Use Kaizen in functional Engage in Kaizen through
introduce Kaizen as a Kaizen goals as directed areas. the suggestion system and
corporate strategy by the top management small group activities.
through policy
deployment and cross-
functional management.

Provide support and Use Kaizen in functional Formulate plans for Practice discipline in
direction for Kaizen by capabilities. Kaizen and provide workshop.
allocating resources. guidance to workers.

Establish policy for Establish, maintain and Improve communication Engage in continuous self
Kaizen and cross- upgrade standards. with workers and sustain development to become
functional goals. high morale. better problem-solvers.

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Source: Total Quality Management by Poornima M. Charantimath
 Five-S approach
This approach is based on 5 Japanese principles on
work place management, which help in increasing
efficiency.

• Seiri (Sort): here things are organized or put into groups

by following certain rules; easier location and grouping
based on usage and need.

• Seiton (Stabilize/Neatness): keeping things back in their

place after usage in a sequence. Decide where they are to
be kept and how, this helps in easy location and retrieval.

• Seiso (Cleanup/Shine): clean everything thoroughly-

overall cleaning (plant, work space), specific cleaning
(machines, tools) and detailed cleaning (corners,
crevices), aids in identifying defects and removing them.

• Seiketsu (Standardize): frame-work of standards or rules

for everyone to ensure easier and better understanding.

• Shitsuke (Discipline): identifying wrong practices,

correcting them and making correct practices a habit.
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 Kaizen Principles
 Get stop all old assumptions.

 Don't look for excuses, look for ways to make things

happen.

 Say "NO" to the status quo.

 Don't worry about being perfect - even if you only get

it half right “ start NOW.

 It does not cost money to do KAIZEN.

 If something is wrong "Fix it NOW.

 Good ideas flow when the going gets tough.

 Ask "WHY" five times - get to the root cause.

 Never stop doing KAIZEN.

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Kaizen Cycle

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 Benefits of Kaizen
• It is a process oriented approach, hence has lasting impact as
improvements are made where faults are identified.

• There is a high level of employee involvement which enhances their

morale and motivation.

• It helps to improve quality, there by enhancing customer satisfaction.

• It helps to improve productivity resulting in low cost of operation.

• It helps to reduce the rate of accidents thus improving work safety.

• It provide waste reduction in areas such as inventory, waiting time,

transportation and others which in turn aids in better utilization of
space and resources. 9
Challenges faced by Kaizen
• Kaizen is a top-down approach.

• It requires lot of effort especially by executives at the top-most

level.

• It is a people oriented approach. So employee support is necessary

for successful implementation of Kaizen.

• It requires a long term discipline and commitment. So everyone

should be patient about the results.

• It should be a continuous process or else the expected results

would not be obtained.

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 IMPLICATION OF KAIZEN

• Toyota is well-known as one of the leaders in using Kaizen.

• In 1999 at one U.S. plant, 7,000 Toyota employees submitted over

75,000 suggestions, of which 99% were implemented.

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 WHY TOYOTA USE KAIZEN
• To remain competitive

• To improve customer service and make them happy

• To work smarter, not harder

• To improve productivity and quality

• To become world class

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 Kaizen In India
• Difficult to implement because of the “no-
problem” attitude among Indians.

• Indians don’t give importance to customers,

but the attitude is changing slowly.

• They fail to implement QFD.

• But changes are happening.

• Companies like Milton Plastics, Jollyboard, Taj Group of Hotels have

successfully implemented Kaizen.

• Jollyboard has been able to reduce its workforce by half, increase its
production by 40%, revenues by 20% after they started practising Kaizen.

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 Kaizen In India
• The Kaizen Institute was formed in India in 2000 with offices at
Delhi, Pune, and Ahmadabad
• Kaizen has 30 consultants on board and has catered to over 250
clients including: -
• Gujarat government
• Reliance Industries
• Zydus Cadila
• ABB Limited
• Bharat Heavy Electrical Limited
• Asian Paints

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 Kaizen in Taj Group of Hotels

Problem:
Breakages in the main kitchen of Hotel Taj, Mumbai were high, due to incorrect
flow of cutlery and crockery during washing.

Solution:
Kaizen team was set up. The system of one piece at a time into the dishwasher was
implemented. The layout of the dishwashing area was changed to facilitate single-
piece flow.

Result:
The breakage of crockery came down by 28 per cent. Savings from the stoppage of
breakages are at Rs 6 lakh per annum.

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 Kaizen implemented in Lovely B
School

Problem 1:
Few years back, when we joined newly, there used to be a long queue in the mess,
during lunch and dinner times. The waiting time is around 15 minutes causing great
inconvenience to the students. This is due to the presence of single queue
Solution:
The actions were taken. Now two queues were started.
Result:
The waiting time reduced drastically to 2minutes. Everyone is happy about it.

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 Problem 2:

• Few years back, there used to be a power cut in irregular timings,

especially in the timings when the students were present in their
hostel. It caused a great problem for the students who has to work in
their laptops.

Solution:
• They shifted the timings. Now the power cut is from 10.30 am to
1.30 pm. At this time, the students will not be in hostel and the
problem is eliminated.

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 Is kaizen is limited only to the
manufacturing industry ?

• Not at all. This is a misconception. Kaizen is equally applicable to

the service industry, retail industry. It has relevance in one’s
personal life to, you know it very well. There is simply no end to it.

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