HOUSE � KEEPING : 5S

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					        WHAT IS KAIZEN

• KAIZEN IS ORIGINALLY A JAPANESE
  MANAGEMENT CONCEPT FOR
  ‘INCREMENTAL CHANGE’.

• KAIZEN LITERALLY MEANS ‘CHANGE
  (KAI) TO BECOME GOOD (ZEN)’.
                      KAIZEN

 Kaizen (continuous improvement) is a programme,
  a philosophy, and a strategy to improve the quality
  of goods and services of an organization.
 Everything deteriorates with use. Maintenance
  programmes check the inevitable decline, but do
  not improve process.
 Kaizen involves process changes; renewal of a
  process can result in a major improvement in
  performance.
                    KAIZEN

 Team work and competence in problem-solving are
  the foundation for Kaizen.
 By adopting a structured methodology, the
  organization ensures effective problem solving &
  decision making.
 By eliminating various root causes of problems in
  the process, variation decreases, thus increasing
  the quality of output.
             Kaizen Implementation
 The basis of the successful culture change lies in
understanding that customer satisfaction data drive
action.
 Key issues can be identified through the
accumulation of performance data and these data can
be used as an itinerary for instigating change.
 Continuous improvement must be supported by
statistical / quantitative evaluation.
 In this way, continuous improvement – Kaizen –
becomes an integral part of the business operations.
 All employees need to be trained to support this
idea.
                  Kaizen process

 Focus           : Customers.
 Strategy       : Continuous small steps.
 Approach        : Start with what you have.
 Methodology    : Change what you have & learn.
 Process         : Simultaneous process.
 Value-addition : Eliminate non-value added
                   processes.
 Human resource : People involved in the operation.
 Technology     : Less technology required.
                       The Kaizen Umbrella




• Customer orientation,           • Kanban,

• TQC,                            • Quality improvement,

• Robotics,                       • Just-in-time,

• Suggestion system,              • Zero defects,

• Automation,                     • Small group activities,

• Discipline in work place,       • Cooperative labour
                                  management relations,
• TPM.
                                  • Productivity improvement,
                                  • New-product improvement.
                        Quality Culture

 Values are building blocks of culture; organizational values
constitute the culture of the organizations, the set of beliefs that
people share about what sort of behaviour is correct & incorrect.


A Quality (TQM) culture can be created, if the management of
an organization starts learning the values of people.


A Quality culture is reflected through :
        Belief in Quality / Strategy for Quality / Leadership-
       driven / Customer satisfaction / People involvement /
       Empowerment.
    Changes required to implement Quality Culture

    From Traditional Culture                    To TQM Culture
•    Hierarchy style,                    •   Participative style,
•    Top-down information flow,          •   Top, upward & lateral flow,
•    Inward quality focus,               •   Customer-driven quality focus,
•    Functional focus,                   •   Process focus,
•    Short-term planning,                •   A vision for the future,
•    Sporadic improvement,               •   Continual improvement,
•    Manage & Delegate,                  •   Lead & Coach,
•    Counsel,                            •   Ownership & Participation,
•    Direct,                             •   Empower,
•    Firefighting with few individuals   •   Team initiatives, group focusing
     / groups,                               on continual improvement,
•    Enforcement.                        •   Mutual trust.

				
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