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Chapter-4

Chapter 4 discusses the Kaizen philosophy, which emphasizes continuous improvement in organizations at all levels. It outlines two types of Kaizen: Gemba Kaizen, focused on actual workplace improvements, and Teian Kaizen, which involves strategic planning by management. The chapter also covers the importance of process-oriented thinking, the PDCA cycle for quality management, and various maintenance types to enhance overall equipment effectiveness.

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3 views

Chapter-4

Chapter 4 discusses the Kaizen philosophy, which emphasizes continuous improvement in organizations at all levels. It outlines two types of Kaizen: Gemba Kaizen, focused on actual workplace improvements, and Teian Kaizen, which involves strategic planning by management. The chapter also covers the importance of process-oriented thinking, the PDCA cycle for quality management, and various maintenance types to enhance overall equipment effectiveness.

Uploaded by

Lai La
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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CHAPTER 4

KAIZEN : CONCEPTS AND


SYSTEM
Kaizen
 is a philosophy that calls for people and their organizations to experience ongoing
improvement at every level.
 kaizen seeks to construct effective and efficient processes and quality outputs.
 Kaizen at the workplace means continuing improvement.

Kaizen Concepts
Kaizen is a Japanese word meaning continuous improvement. It is made up of two
characters which are “ kai ”, meaning “change” and “ zen ”, which meaning “good”. It
is used to describe a company culture where everyone, from the CEO to the front
desk clerk, regularly evaluates his work and thinks of ways to improve it .
2 Types of Kaizen
• Gemba Kaizen (actual workplace)- is an action-oriented approach and refers
to improvement activities that are carried out in actual workplace.
• Teian Kaizen (plan)- represents a theory based approach and refers to
strategic improvements that are prejudiced by top management.
Kaizen and Management (2 major components of Management)
• Maintenance function is to maintain current technological, managerial,
and operating standards.
- The management must first establish policies, rules, directives and standard
operating procedures (SOPs)
• Improvement function is aimed at improving current standards.
- management works constantly towards modifying the existing standards,
ones they have been mastered, and establishing higher ones.
Process Vs. Result

• Process-oriented thinking - mostly center on how processes


are carried out through the assessment of performance
indicators generated by measuring or observing the process
flow.
• Result-oriented thinking - basically disregards how processes
flow and work. Instead, process result/outcomes are obtained,
monitored and evaluated systematically.
PDCA/ADSCA Cycles
cycles that involve processes for improvement and for maintenance: Plan-Do-Check-Act
(PDCA) and Standardize-Do-Check-Act (SDCA). When improving processes the following
are the phases:

• Plan-Do-Check-Act (PDCA)
1. Planning Phase - is the most vital phase of total quality management. In this phase
employees have to come up with their problems and queries which need to be
addressed.
2. Doing Phase - employees develop a solution for the problems defined in
planning phase. Strategies are devised and implemented to overcome the challenges
faced by employees.
3. Checking Phase - is the stage where people actually do a comparison analysis of
before and after data to confirm the effectiveness of the processes and measure the
results.
4. Acting Phase - in these phase employees document their result and prepare
themeselves to address other problems.
Putting Quality First
About performance in terms of three dimension (QCD)

QUALITY
• The most essential criteria of customers.

COST
• Manufacturer’s viewpoint as the overall cost of making and selling a product.

DELIVERY
• Bringing the necessary quantity of product in the right place at the right time.
LIFEBLOOD OF KAIZEN
• A Problem solving process or correcting the problem in a process

The next process is the customer


• means that all works think that next process is the customers.

Types of customer
• Internal customers
• External customers
To increase the Overall Equipment Effectiveness (OEE)

OEE has three factors:

PERFORMANCE
• Running and reduced speed and minor tops.

AVAILABILITY
• breakdown and predict change over

QUALITY
• startup rejects and running rejects
TYPES OF MAINTENANCE
BREAKDOWN MAINTENANCE
• means that people waits until equipment fails and repair it.

PREVENTIVE MAINTENANCE
• it is a daily maintenance

A. PERIODIC MAINTENANCE (TIME BASED MAINTENANCE (TBM)


B. PREDICTIVE MAINTENANCE (THE LIMIT OF THEIR SERVICE LIFE

CORRECTIVE MAINTENANCE
• it improves equipment

MAINTENANCE PREVENTION
• it indicates the design of new equipments
Three Stages of the Suggestion System

• Encouragement - in the first stage, management should make every effort to help
the workers provide suggestions, no matter how primitive, for the betterment of
workers job and the workshop

• Education - in the second stage, management should stress employee so that


employees can provide better suggestion.

• Efficiency - only in the third stage, after the workers are both interested and
educated, should management be concerned with the economic impact of the
suggestions
END OF
CHAPTER
4
Thanks!
CREDITS: This presentation template was created by
Slidesgo, including icons by Flaticon, and
infographics & images by Freepik.

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