Japan International Cooperation Agency
Project on
Dissemination of
Quality/Productivity Improvement
(KAIZEN) Practice
For Small and Medium Enterprises
In the Hashemite Kingdom of Jordan
The subject of an address
Features, Methods, tools and Techniques
of KAIZEN
1
Background of presenter, Sachinori Furuya
1961
Entered Matsushita Electric Industrial Co. (now, Panasonic Co.)
TV Division, TV Dept. as Engineer of design, development & planning
1979 Transferred to Brazil Panasonic as General of manager of Engineering
Dept.
1986 Transferred to Philippine Panasonic as Director and Philippine
Matsushita Communication Ind. Co. as Director in charge of
manufacturing and engineering
1991 Panasonic Co. , TV Division as Councilor of High Definition TV Project
1998 Retired from Panasonic Co. and joint Japan Super Ind. Co. in Thailand
as Factory director for supervision of parts production operation
At present Unico International Co. as Kaizen Advisor
Others
Lecturer of Graduate School of Doshisha Univ.
Member of Osaka Management Association
Member of Japan Risk Management Institute
Publications: “Company Policy and Comprehensive Policy Science”, etc.
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1. The basic way of thinking that is supporting KAIZEN (1)
①What is KAIZEN
・KAIZEN is an activity which improves something to better result.
The activity includes not only small improvement without significant investment, but
also the major reforms/restructuring projects.
・KAIZEN is a source of competitiveness.
The company which maintains the competitiveness for long time has the
characteristics that the employees continue KAIZEN activity. The implementation of
continuous and organizational KAIZEN is a key of the prosperity in the company.
・KAIZEN methods vary depending on the conditions of the company which practice
KAIZEN.
a. The scale of the company
b. The field of industry and the kind of products produced in the company
c. The activity in whole the company or in the limited department
d. The limited subjects applied or everything
e. The company has already experienced KAIZEN or not. The level of the results has
been high or not.
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1. The basic way of thinking that is supporting KAIZEN (2)
②How to promote KAIZEN activity
systematically
・Requirements for the systematic promotion
a. Knowledge and capability to practice
KAIZEN.
b. KAIZEN in all the departments.
c. Establishment of the groundwork for
KAIZEN.
KAIZEN in line
with management
KAIZEN without
order
Fig. 1-1 The object is notified
in a organization
Each subject is selected in line with the
policy of organization. Then, KAIZEN is
performed in one direction by all
members.
・Subjects of KAIZEN should be in line with
the direction set by the management
The policy of top management is detailed
to each section. The objectives are selected
for KAIZEN activity.
・Establishment of the system for the actions
The organization of promotion, the rules,
the commendation system, etc. for KAIZEN
activity are established.
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1. The basic way of thinking that is supporting KAIZEN (3)
・Groundwork for KAIZEN
It is necessary that importance of
KAIZEN, fundamental capability for
the improvement, importance of
the standardization are understood
by all members of KAIZEN activity.
The system is established to
promote KAIZEN activity.
Fig. 1-2 The groundwork for KAIZEN
・Continuous education & training
The basic knowledge is required to
utilize or promote KAIZEN activity
and it is necessary to the system for
the organizational education.
It is necessary to make the system for
organizational education or training in addition
to individual capability in order to advance
KAIZEN activity.
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1. The basic way of thinking that is supporting KAIZEN (4)
③P-D-C-A and continuous KAIZEN
・ KAIZEN is to rotate the P-D-C-A cycle
The basis of KAIZEN is a cycle to take
necessary actions after the observation of
actual conditions.
・Continuous KAIZEN by high level of P
The target of actions is gradually made
high due to implementation of P-D-C-A
cycle and the output level of KAIZEN can
finally becomes high.
Fig. 1-4 Total uplift by the application of
continuous P-D-C-A cycle
Fig. 1-3 The fundamental QC principle
of management : P-D-C-A and KAIZEN
In order to make the result of KAIZEN
high level, it is necessary to implement PD-C-A cycle with high-target repeatedly.
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2. Focus of improvement under the KAIZEN
Points for the actions
Examples of the actions
Expected results
Unreasonable
volume, quantity of
things, space, time
“MURI” in Japanese
Improvements from too much or too
little volume of things, areas, volume
& quantity to proper situation
Removal of unsafe part,
better quality
Useless materials,
works, spaces, time,
volume & quantity
“MUDA” in Japanese
Reductions of excess work, time,
transportation, information,
documents, processes, facilities,
energy, etc.
Reduction of cost &
areas for inventory,
better productivity
Uneven things,
time, volume &
quantity
“MURA” in Japanese
Improvement for working standard
and even things, materials with
equality, etc.
Revision of working
standard, even level of
quality and productivity
Table 2-1 Above 3 points are usually used for the practical KAIZEN approaches.
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3. The summary of actions and the merits of KAIZEN
Target
Strengthening & improvement
・Small scale investment, small risk
Object
Improvement in company wide
・Steady investment for improvement
Period
Long time & continuous activity
Process
Trial & error to the present
system, and accumulation of
small improvements
・Accumulation and expansion of
empirical know-how
Approach
Inductive method (analytic
approach)
Participation
Improvement by mainly
working person
・Enhanced capabilities built in
the organization
・Improvement of existing system and
strong encouragement
Table 3-2 The merits of
Japanese-style KAIZEN
Table 3-1 The characteristics of Japanese-style
KAIZEN activity
In order to implement KAIZEN, it is necessary to select the proper method suitable to
the company or the workplace. And, it is necessary to select the fundamental knowledge,
usable tools and system consisted of the groundwork for activity to get good results.
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4. An image map to implement KAIZEN activity
Management
Philosophy
Fundamental Knowledge, tools, system
supporting KAIZEN activity
〈QC, IE, VA/VE, target management, etc. 〉
Long term
improvement
of profit
Methods for KAIZEN
Management policy
& Target,
Annual Plan
Corporate
culture
・Suggestion system for improvement
・ＱＣＣ (Quality Control Circle)
・５Ｓ (Five S)
・ＴＱＭ (Total Quality Management)
・ＴＰＭ (Total Productive Maintenance)
・ＪＩＴ (Just in Time - Kanban system)
The most proper and effective focus areas of
KAIZEN
〈S-Q-C-D-P-M, basic items for management〉
Improvement
of company
reliability
Improvement
of welfare for
employees
Fig. 4-1 An Image map to implement KAIZEN activity
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5. Introduction of KAIZEN system in outline (1)
System
name
Suggestion
System
for
Improvement
The special features of the activity
This method was started in USA as
“Suggestion System”. “Suggestion
System for Improvement” was
started in Japan since around 1950.
This system was first put into practice
mainly in a manufacturing section,
and gradually expanded into office
work sections. It was widely
developed as the type of
improvement by all the workers in
the workplace in stead of USA type
improvements which are attached
importance to an individual idea.
Supporting Participation Grade
tools etc.
IE, QC,
All sections, Ａ
VA/VE,
especially
Small group Manufactactivity,
uring &
Standardiproduction
zation,
engineering
Education &
sections
training
Workers &
supervisors
Table 5-1 KAIZEN system (1)
・The grade of difficulty: A is relatively easy, C is difficult, B is in-between.
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5. Introduction of KAIZEN system in outline (2)
System
name
5S
Activity
The special features of the activity
5S is one of KAIZEN activities by using
5 processes, namely, SEIRI, SEITON,
SEISO, SEIKETSU and SHITSUKE in
workplace. For the first, it was applied
to whole the factory by means of
improvements for productivity,
delivery, quality and safety, and it was
gradually extended in office work
sections to get same effects. The 5
Japanese words composed of the
actions spread out worldwide. They
mean typically rearrangement, tidiness,
cleaning, cleanliness and discipline.
Supporting Participation Grade
tools etc.
IE, QC,
Mainly all
Ｂ
Standardsections
ization,
supporting
ManageManufacturment by
ing & office
objectives,
work,
Small group
Activity, Workers &
Education &
supervisors
training
Table 5-2 KAIZEN system (2)
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5. Introduction of KAIZEN system in outline (3)
System
name
The special features of the activity
Targets for quality improvement are
decided and the actions are set to
TQM
realize the targets company-wide.
The typical actions are:
communication of targets to
Total
Quality workplace concerned, education &
training to supervisors, to extend
Manage- consciousness of quality & cost,
manufacturing with quality control,
ment
cooperation with all sections
concerned, to complete the quality
targets together with suppliers and to
keep high quality when changing to
new model smoothly.
Table 5-3 KAIZEN system (3)
Supporting Participation Grade
tools etc.
QC, VA/VE, All sections, Ｃ
Documenta- QC section
tion,
takes the
Small group lead.
activity,
Training &
encourege- Workers &
ment
supervisors
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5. Introduction of KAIZEN system in outline (4)
System
name
QCC
Quality
Control
Circle
The special features of the activity
QCC is an organization to take actions
for improving production processes
and quality etc. by workers in each
workplace. That is so-called “Small
group activity” organized as “informal
party.
To study quality improvements, “QC 7
tools” are used. The results of the
activity are mainly quality and
productivity improvements, but lately,
many other sections are aiming at
improvements of any work. A part of
the activities is similar to “Suggestion
system for improvement”.
Supporting Participation Grade
tools etc.
QC,
Mainly
Ｂ
Small group Manufacturactivity,
ing section,
Training &
but, all
Encoursections
agement,
can be
Standardizaapplied.
tion,
Documenta- Workers &
tion,
supervisors
IE, VA/VE
Table 5-4 KAIZEN system (4)
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5. Introduction of KAIZEN system in outline (5)
System
name
TPM
Total
Productive
Maintenance
The special features of the activity
Preventive maintenance “PM” was
introduced in USA in 1950s for the first.
Maintenance activity for facilities was
introduced by changes from Back
maintenance “BM” to → “PM” →
Complete maintenance (CM) in Japan.
Then TPM was introduced in Japan as
an independent activity by “Small
group activity” in workplace in 1970s.
The results expected good effects were
expanded in controls of productivity,
quality, cost, delivery, safety and
human resources. A part of this
activity is similar to 5S activity.
Supporting Participation Grade
tools etc.
Ｃ
5S, QC,
ManufactIE, IT,
uring,
Small group
but, prod.
activity,
engineering
Manageand
ment by
purchasing
objectives, sections
Sandardizarequired
tion,
cooperation.
Training &
encourage- Workers &
ment
supervisors
Table 5-5 KAIZEN system (5)
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5. Introduction of KAIZEN system in outline (6)
System
name The special features of the activity
JIT
Just In
Time
(Kanban
system)
JIT means a way of thinking that
necessary quantity of a necessary
model should be made in necessary
period of time. In order to reduce the
inventory of the products in process as
possible, mixed different models are
sent on the production line one model
by one model. The lead time of total
process is reduced as possible so that
the company can get the
competitiveness in the market.
“Kanban (signboard) system” is a
definite method of JIT.
Supporting Participation Grade
tools etc.
IE, QC,
Mainly
IT, 5S,
manufactManageuring, but
ment by
included
objectives,
related
Standardisections.
za-tion,
Cost
Workers &
managesupervisors
ment
Ｃ
Table 5-6 KAIZEN system (6)
15
6. Knowledge and tools supporting KAIZEN activity (1)
QC
Quality
Control
IE
Industrial
Engineering
VA/VE
Value Analysis
Value
Engineering
Standardization
Table 6-1
The QC tools are concretely used to utilize the statistical method for analysis or
for removing of scattering product quality, and also used for the incoming
inspection of raw materials from suppliers. QCC activity is usually supported by
QC 7 tools. To make the process standard for production of which quality is
important, the QC process chart is needed.
The IE Analysis method is practically used for the improvement of workplace.
For example, the process analysis is used as a tool to implement an order of
SEITON(tidiness) of 5S. In short, IE, QC, VA/VE is used to find problems and also
used as the fundamental skills for the improvement.
The purpose is to make the value maximum when the product value is defined
as Value = Function/Cost. To realize the maximum value, design change,
revision of specification, process and layout improvement, and improvement
required to suppliers. VA Is a skill for the stage of manufacturing and VE is for
the stage of engineering.
This is an action to make standards of software and hardware and helps on
everything in the management. When a working standard is revised , then, the
improved process is applied to other process with good results, it becomes a
new standard. In case that various kinds of parts are unified as a standard to
reduce to a variety, the numbers of tools used can be reduced, the stock area of
parts is reduced and the cost can be reduced because of the mass production.
16
6. Knowledge and tools supporting KAIZEN activity (2)
Management
by Objectives
Various skills are included in the management by objectives. For example. Top
management or manager can easily give direction by looking at so-called the
visible control board shown the progress of project or actual operation.
Cost
Management
After the product specification was revised or the working process was changed
by KAIZEN, the results should be numerically clear by the cost accounting.
IT
Information
Technology
Safety
Management
IT is helpful on the improvement of management efficiency and additional
values to many matters. It is necessary to use carefully and not to put
confidence in IT.
The basic knowledge of safety operations, standard inspection of safety, control
and arrangements for safety wears, etc. are useful on KAIZEN.
Education and
Training
It is necessary that employees attend the small group activity and that they
learn the basic knowledge about the working process, safety, discipline, etc. ,
and that manager gives helpful comments to KAIZEN activity.
Documentation
To utilize commonly as information source, all sorts of standard, know-how,
data, working instruction, etc. in writing are accumulated and stored. This is the
source for the development and the property of the company.
Table 6-2
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7. Common features of workplace in the company
of bad management
・There are common symptoms for the
company of bad management.
・Employees do not greet each other, they are
also cheerless, the attendance ratio is always
low, defects of products are increasing, tools
are scattered around workplace and
materials are piled disorderly in the company.
・Troubles caused by products and problems of
product delivery remain unchanged, human
relations become bad, and KAIZEN activity is
not practiced.
Fig. 7-1
KAIZEN is like a mirror reflecting workplace
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Ｙｏｕ ｃａｎ ｇｅｔ ｓｏｍｔｈｉｎｇ by ｔａｋｉｎｇ ａｃｔｉｏｎｓ ｏｆ
“ＫＡＩＺＥＮ” ｉｎ ｔｈｅ ｃｏｍｐａｎｙ．
Ｆｉｎｄ ｔｈｅ ｆａｃｔ
ａｒｏｕｎｄ ｙｏｕｒ
ｗｏｒｋｐｌａｃｅ．
Ｉｄｅｎｔｉｆｙ something
ｏｆ ｎｅｗ ｍｅａｎｉｎｇ
ｉｎ ｔｈｅ ｆａｃｔ．
Aｃｔ ｆｏｒ ｔｈｅ
ｉｍｐｒｏｖｅｍｅｎｔ of
ｔｈｅ ｗｏｒｋｐｌａｃｅ．
Ｔｕｒｎ ｔｈｅ ＫＡＩＺＥＮ Ｃｙｃｌｅ
Tａｋｅ ａｃｔｉｏｎｓ
ｂｙ ｙｏｕｒｓｅｌｆ ａｇａｉｎ．
Cｈａｎｇｅ ｙｏｕｒ
ｃｏｎｃｅｐｔ ｏｆ ｖａｌｕｅｓ．
Sａｔｉｓｆｉｅｄ ｗｉｔｈ
ｔｈｅ ｇｏｏｄ ｒｅｓｕｌｔ．
Ｔｈａｎｋ ｙｏｕ ｖｅｒｙ ｍｕｃｈ ｆｏｒ ｙｏｕｒ ａｔｔｅｎｔｉｏｎ．
Ｄｅｃｅｍｂｅｒ ｉｎ ２０１０
Ｐｒｓｅｎｔｅｒ：Ｓ． Ｆｕｒｕｙａ
19