KAIZEN Management .$,=(10DQDJHPHQW *UDGXDWH6FKRRORI&RPPHUFH :DVHGD%XVLQHVV6FKRRO 3URIHVVRU 'U6HLLFKL)8-,7$ IXMLWDV#ZDVHGDMS KWWSFRQWHQWVZOVMSFRQWHQWVRSHQIXMLWDBNDL]HQLQGH[KWPO Copyright S. Fujita 1 KAIZEN Management KM 1 KM 2 KAI-ZEN KAIZEN Management Characteristics of Japanese Production Systems Continuous improvement KM 3 What is Industry ? Input KM 4 What are evaluation criteria for the output ? Output Q, C, D Industry Input Man-power Machines Materials Methods (4M’s) Products Services Industry Q: Quality C: Cost D: Delivery KAIZEN action 4 5 KM 5 KM 6 KAIZEN is a Japanese word. KAIZEN is a feedback. Input Output Output Industry KAIZEN action KAIZEN is a corrective action. 2 Copyright S. Fujita Contents 2 KAIZEN Management KM 7 KM 8 Definitions of KAIZEN 1. A selection of better means or a change of current method for achieving an objective. Definition of KAIZEN 2. An accumulation of small changes The Japan HR Association 1 KM 9 The way of packing oranges in Japan Orange Packing (1) KM 10 It is difficult to open a net and put oranges in the net at the same time. I need help. Productivity: 1 net per min. Orange Packing (2) KM 11 KM 12 A selection of better means or a change of current method for achieving an objective. Cooperation increases a work efficiency. Can you think of a better method to pack oranges? Productivity: 5 nets per min. with 2 workers Copyright S. Fujita 1 Productivity: 5 nets per min. with 1 worker 3 2 KAIZEN Management KM 13 KM 14 Chopsticks Definitions of KAIZEN 1. A selection of better means or a change of current method for achieving an objective. 2. An accumulation of small changes The Japan HR Association %HQMR Problem 1 KM 15 Many Japanese children hold their chopsticks improperly KM 16 KAIZEN 1 Parents teach the proper way of holding chopsticks … but still difficult to use KAIZEN 2 KM 17 Soft paddings (Japanese fish paste) were attached to the ends of the chopsticks KM 18 KAIZEN 3 Training chopsticks were used for teaching … for some children, balancing the chopsticks is difficult Copyright S. Fujita 4 KAIZEN Management KM 19 KM 20 Where between KAIZENisisa adivision small change to our jobs andsomething KAIZEN? better. make - I picked up a garbage and put it in a trashcan. - I wiped the windows and made them clean. - I used a mop to clean the gasoline left on the floor. KAIZEN is a continuous improvement Continuous = again and again, ongoing 4 KM 21 KM 22 KAIZEN is a small change A waitress was working at a restaurant in Tokyo A small change of a method - KAIZEN is to change a way of using the mop Any way to pick up the mop? Any way to store the mop? Any way to carry the mop? 1 KM 23 stapler Copyright S. Fujita KM 24 stapler 5 KAIZEN Management KM 25 toothbrush KM 26 Swatter KM 27 KM 28 KM 29 KM 30 tweezers Improvement by changing methods KAIZEN Steps How do we change methods? Copyright S. Fujita 6 KAIZEN Management KM 31 KAIZEN Steps - Abolition - Discontinuance - Exclusion - Removal Elimination KM 32 KAIZEN Steps Review - Abolition - Discontinuance - Exclusion - Removal - Simplification - Centralization - Synchronization - Standardization - Management for exceptions - Integration - Combination - Simplification - Centralization - Synchronization - Standardization - Management for exceptions - Integration - Combination - Alternation - Exchange - Conversion - Diversification - Separation - Alternation - Exchange - Conversion - Diversification - Separation 4 3 KM 33 KM 34 KAIZEN by “Elimination” Remove this sliding door Why are shoe box doors needed? What is the use of the sliding doors? After Before KM 35 KAIZEN by “Elimination” CDG(Paris) Toilets 1 KM 36 Frankfurt Why is the toilet cover needed? Before After 1 Copyright S. Fujita Hong Kong 䌔䌯䌫䌹䌯 7 KAIZEN Management KM 37 KAIZEN by “Elimination” No sleeves down-jacket is easy to work. Reduce KM 38 A fluorescent light bulb was removed. Before 1 After KAIZEN by “Reduction” KM 39 The number of fluorescent lights was reduced. KM 40 Parking Lot Are two bricks needed to stop a car? Before KAIZEN by “Reduction” KM 41 KM 42 Zebra Zone One brick is enough to stop a car. Before After Copyright S. Fujita 1 1 8 KAIZEN Management KAIZEN by “Reduction” KM 43 KAIZEN by “Reduction” KM 44 A brush part of the toothbrush is not necessarily long. Side lines of the zebra zone are removed. Before After 1 Before After KM 45 1 KM 46 Change toothbrushes By watching the ribbon movement, one can recognize that the air conditioner is working. Motion Picture KM 47 KM 48 KAIZEN by “Change” The hollow about the key hole smoothes the key movement. Before After 1 Copyright S. Fujita 9 KAIZEN Management KM 49 KAIZEN by “Change” KM 50 Motion Picture To oil the pan, a small teapot is more convenient than a ladle. Before After 1 KM 51 KM 52 KAIZEN by “Change” Stairways at the railway station should have signs of up and down. At JR Kurume Station Before After 1 KM 53 KM 54 Rush Hour Copyright S. Fujita 10 KAIZEN Management KM 55 KAIZEN by “Change” KM 56 Hanging Straps in JR trains The shape of the hanging strap fits the hand. Before After 1 KM 57 KM 58 Hanging strap in Hong Kong subways Suggestion System vs. KAIZEN Suggestion System The Japan HR Association to Suggestion System Suggestion System KM 59 KM 60 Suggestion System Concept Copyright S. Fujita Idea Idea Reward You suggest your ideas, and I will examine them and implement some of your ideas later. 11 KAIZEN Management KM 61 KM 62 Suggestion System KAIZEN Suggestion System Workers’ responsibility Implemented KAIZEN ideas must be submitted Management responsibility Idea generation Workers’ responsibility N IZE KA eet sh Management responsibility KAIZEN Suggestion System Difference (1) KM 63 KM 64 Suggestion System Propose improvement ideas for any activity in the company. KAIZEN Suggestion System Propose only improvement ideas which will improve your own work. KAIZEN Memo Difference (2) AOTS KAIZEN Copyright S. Fujita KM 65 1 AOTS KAIZEN KM 66 12 KAIZEN Management Reward KM 67 Award Payment for Each KAIZEN Suggestion (1999) 0 0 1-99 50 Jpn Yen 200 250 8 88 79 200-299 80 300-399 21 192 500-599 30 600-999 89 1000-2999 over 3000 150 2 100-199 400-499 100 KM 68 14 Average 321 yen Surveyed 603 companies KM 69 Implementation Survey KM 70 Different styles of change No. of Participated Companies Implementation rate Participation rate 900 800 700 1. Small change --- By individual effort, a better way of proceeding a job is considered. (Idea creation) (KAIZEN) 95 600 500 90 400 300 200 2. Medium change --- By group effort, a better way 85 (Small group activities) 80 100 0 75 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 70 3. Big change 65 (Innovation) 60 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 is proposed by following predetermined steps (or rule). --- By investments in new technology or equipment, dramatic alterations are achieved. 2 1 KM 71 KM 72 Newspaper Article 㪫㫆㫆㫃㩷㪚㪿㪸㫅㪾㪼 㪧㫉㫆㪺㪼㫊㫊 㪚㪿㪸㫅㪾㪼 Nikkei News, Nov. 22,1997 Tomato Juice Copyright S. Fujita 1 13 KAIZEN Management Hydroponics Cultivation KM 73 Tomato Juice KM 74 㪫㫆㫆㫃㩷㪚㪿㪸㫅㪾㪼 6000 tomatoes 㪧㫉㫆㪺㪼㫊㫊 㪚㪿㪸㫅㪾㪼 㪤㪸㫋㪼㫉㫀㪸㫃 㪚㪿㪸㫅㪾㪼 Input Output Industry Man-power Machines Materials Methods (4M’s) KAIZEN action 2 1 KM 75 Two Attitudes Two Attitudes Management v no In a n tio Staff Management K Breakthrough Floor people IZ A EN us at St Floor people Staff KM 76 Japanese firms qu o Non-Japanese firms Management Status quo Staff Floor people n tio va o EN n IZ In A K us at St qu o 1 1 Copyright S. Fujita Contents 14 KAIZEN Management 5S 1 5S 2 ? What is 5S KAIZEN Source: Takashi Osada “The 5S’s: Five Keys to a Total Quality Environment” APO, 1991. 5S 3 5S stands for 5 initials of the following Japanese words: 1. 2. 3. 4. 5. Sei-ri Sei-ton Sei-so Sei-ke-tsu Shi-tsu-ke 5S 5S 4 International 5S (Organization) (Neatness) (Cleaning) (Standardization) (Self-discipline) 5 Steps for improvement KAIZEN ONCSS 5S 5 Seiri = Organization 5S 6 Why is my desk getting messy? Dictionary definition: To put things in order (or organize them) according to a specific rule or principle. Industrial definition: To distinguish between necessary things and unnecessary things, and getting rid of what you do not need. Copyright S. Fujita 15 KAIZEN Management 5S 7 Do you throw these things away? Why messy? Necessary Not necessary now, but maybe in the future 5S 8 Not necessary now, but maybe in the future Unnecessary It works! It has a value! It’s still new! It’s usable! It looks nice! Every item on my desk belongs to the gray circle 5S 9 5S 10 For example: Small erasers Short pencils Notebook Tie pin The first step to assist your decision to “throw away or save” is a Red tag movement. at Japanese companies 5S 11 Red tag movement 5S 12 Red tag movement At the beginning of each month, put a red tag on every item. During the month, remove the red tag when item is used. At the end of the month, decide whether the item with the tag is necessary or not. Copyright S. Fujita 16 KAIZEN Management 5S 13 5S 14 Key Words: 1. Classification management Wooden Pallet (Necessary & unnecessary things) 2. Red tag movement For unnecessary things, find their true causes. 5S 15 5S 16 SEIRI After Necessary things Not necessary now ,but-------- Unnecessary things Red tag movement Before SEITON T. Sugiyama “The 5S Approach to Improvement” PHP, 1995 Cleaned workplace Disposal 5S 17 Seiton = Neatness Dictionary definition: Establishing a neat layout so that you can always get just as much of what you need when you need it. Industrial definition: It is a way of eliminating search. Copyright S. Fujita 5S 18 Question When you ask someone to bring a hammer, how long can you wait without getting mad? How long is your patience? 5 minutes? 2 minutes?? or 5 seconds??? 17 KAIZEN Management 5S 19 5S 20 30 Second Rule Tool Box K.P.Shrestha (Nepal) 5S 21 30 Second Rule 5S 22 Key Words: 1.Design an efficient layout. (Functional storage) 2.Eliminate search (Less search) Everything should have a name. (A place for everything and everything in its place) Reserved seats The Japan HR Association 5S 23 5S 24 Posters of Seiri After Before T. Sugiyama “The 5S Approach to Improvement” PHP, 1995 Copyright S. Fujita Malaysia, AOTS Oman 18 KAIZEN Management 5S 25 Posters of Seiton 5S 26 Seiso = Cleaning Definition: Eliminating trash, filth, and foreign matters for a cleaner workplace. Cleaning as a form of inspection. Malaysia, AOTS Oman 5S 27 5S 28 Cleanliness is a big business today. Key Words: Keep things clean + Inspection (Caring attitude) Sanitation engineers Laundry Dry cleaner Janitor Garbage collector Pollution control operator Clean-room designer One-third (1/3) or one-fourth (1/4) of the total investment amount is used for cleanliness. 5S 29 5S 30 Cleanliness Broom Dust pan Mop Mumbai (India) Churchgate station Copyright S. Fujita Oct ‘05 Marugoto 5S Tenkai Daijiten, Nikkan-kogyo Shinbun, 1992 19 KAIZEN Management 5S 31 Sei-ke-tsu 5S 32 Seiketsu = Standardization Definition: SEIRI SEITON Keeping things organized, neat, and clean, even in personal and environment aspects. SEISO 5S 33 5S 34 Charles H. Kepner Benjamin B. Tregoe What is “Problem” ? Problem is something like ----. “The New Rational Manager” Princeton Research Press, Shinkanrisha no Handanryoku (Japanese Edition), 1985 GAP Ideal State Current State 5S 35 5S 36 Key Words: 1. Define an ideal state 2. Standardize the solution (5S standardization) Documentation (ISO 9000) 1 Copyright S. Fujita Kathmandu, NEPAL 20 KAIZEN Management 5S 37 5S 38 Streets in Kathmandu After Before T. Sugiyama “The 5S Approach to Improvement” PHP, 1995 5S 39 5S 40 ATA Boiler Company (at Petropolis near Rio de Janeiro) Shitsuke = Self-discipline Definition: Doing the right things as a matter of course. . Associated to Mitsubishi Heavy Industries Ltd Morning exercise 5S 41 5S 42 ATA Boiler The Japan HR Association Copyright S. Fujita 21 KAIZEN Management 5S 43 5S 44 Typical Shitsuke Activities Key Words: 1. Wear your safety shoes 2. Exercise time 3. No smoking at workplace 1. Habit formation (Make it a habit) 2. Create a disciplined workplace Click for Exercise Posters of 5S 5S 45 5S 46 5S in Colombo Chennai, India Posters of 5S 5S 47 5S 48 Posters of 5S SEIRI SEITON SEISO Nepal Copyright S. Fujita SHITSUKE SEIKETSU Thailand Nepal 22 KAIZEN Management 5S 49 Benefits of 5S National Productivity Board, Singapore 5S 50 At SIME Tyres (Malaysia) 5S 51 Why not start 5S today? Copyright S. Fujita 23 KAIZEN Management JIT 1 JIT 2 KAIZEN in Just-In-Time Production System KAIZEN in Just-In-Time Production System Jay-eye-tea JIT Toyota Production System JIT 3 “What issue/concept will be most important to you in the 1990’s ?” Supermarket Concept & KANBAN System JIT 4 Reduction of Production Lead Time KANBAN Delivery Order Receipt Production Production Lead Time Source: Sanno College “Seisan-shi Textbook” Source: Suzuki “The New Manufacturing Challenge” JIT 5 Push System JIT 6 Just-In-Time (JIT) system The concept of producing or conveying only those units needed, just when they are needed, in just the amount needed, at all stages of production. By Toyota Motor Company Push and Pull System Pull System Copyright S. Fujita Source: Weekly Diamond ’91.11.2 24 KAIZEN Management JIT 7 JIT 8 Mistakes Fool-proof 3RND\RNH Make mistakes for counting, measuring, work sequence, setting, etc. Note: “Poka” ----- Carelessness; Absent-mind “Yoke”----- Elimination “I forgot things to do.” “I missed the monitoring.” This refers to the thoughtful use of devices which eliminates operator’s careless mistakes. “I did something which I should not do.” JIT 9 Analysis of Carelessness JIT 10 Poka-yoke Example 1 Kanebo Chemical, 1989 0% 100% Wrong operations 23% ( ) Negligence (Forgetfulness) 48% ( ) Source: “Poka-yoke activities“ Kanebo Chem.,1991 Screw driver slips Never slips and scratches the product. Source: “Poka-yoke Daizukan” Nikkan-kogyo 1987 JIT 11 Poka-yoke Example 2 JIT 12 Have you ever been to a bakery shop? Fool-proof device Non-defective Defective Bending Machine Kumasi, Ghana Source: “Poka-yoke Daizukan” Nikkan-kogyo 1987 Copyright S. Fujita 25 KAIZEN Management JIT 13 When you visit a Japanese home, you must take off your shoes. JIT 14 Something in shoes JIT 15 JIT 16 Exercise 1 Brush? Where is a brush? Inside the tank? Poka-yoke Exercises ? By unknown JIT 17 Poka-yoke Solution The brush is tied with a rope. JIT 18 Exercise 2 The worker stirs the liquid in a tank and add some additives. “Did I already add additives?” By unknown Copyright S. Fujita 26 KAIZEN Management JIT 19 JIT 20 Autonomation -LGRND Poka-yoke Solution Before stirring the liquid, put additives in cups. Autonomous Automation Jidoka refers to the ability of production equipment, including a single machine, to sense a malfunction of the machine. JIT 21 Autonomation -LGRND : Andon board (an electrical board) Automation with a human touch Stop! JIT 22 I don’t know. Jidoka Simple automation Three processes of weaving JIT 23 JIT 24 Loom with non-stop shuttle change, 1924 (Sakichi Toyoda, 57years old) Automatic loom, type G Koshibata (primitive loom) Copyright S. Fujita Back strap loom In 1929, Platt Brothers of England requested technology licensing agreement from Toyota. 27 KAIZEN Management JIT 25 Single minute exchange of die (SMED) JIT 26 Stamping Machine 13.1 tons The goal of single minute set-up movement is to reduce the set-up time to less than 10 minutes. Single minute Old style JIT 27 Question Modern style JIT 28 Demonstration 1 Make a knot, but you must hold both ends of the rope. Demonstration 2 JIT 29 JIT 30 The Trick of the Magic Copyright S. Fujita 28 KAIZEN Management Masking tape JIT 31 Paint an arrow Trash can Example (1) JIT 32 Advanced Preparation Spreadsheet Source: The Japan HR Association JIT 33 Can you put your tie within 5 seconds? JIT 34 10 minutes look too short to replace both upper and lower dies Time Savings U-shaped washer Nut and bolt JIT 35 JIT 36 Demonstration Pear-shaped holes Source: H. Hirano “Me de mite wakaru JIT Seisan Hoshiki” Nikkan-kogyo Shinbun, 1990 Example (2) Copyright S. Fujita 29 KAIZEN Management JIT 37 JIT 38 Toyota’s spirit KAIZEN in Toyota Waste Elimination A single KAIZEN effect may be small, but with continuous accumulated effort, it can produce good results. Squeeze out a last drop out of a dried towel. JIT 39 JIT 40 Seven Wastes 1. 2. 3. 4. 5. 6. 7. Waste from over-production Waste of waiting time Transportation waste Processing waste Inventory waste Waste of motion Waste from product defectives Stockless Production Copyright S. Fujita Source: “Stockless Production” Nikkan-kogyo Shinbun, 1989 30 Contents KAIZEN Management 5HIHUHQFHERRNV Many reference books are available. You may search “Amazon.com” by putting one of the following keywords: KAIZEN, 5S, JIT or Toyota. Some reference books which are recommended to have a deep understanding for KAIZEN Management are listed as follows: 1. Tozawa Bunji, Norman Bodok “The Idea Generator: Quick and Easy Kaizen” PCS Press 2001 2. Imai Masaaki “Kaizen (Ky’zen): the key to Japan’s competitive success” McGraw Pub. 1986 3. Japan Human Relations Association “The improvement engine: creativity & innovation through employee involvement: The Kaizen Teian system” Productivity Press, 1995 4. Osada Takashi “The 5S’s: five keys to a total quality environment” Asian Productivity Organization, 1995 5. Hirano Hiroyuki “Putting 5S to work: a practical step-by-step approach” PHP Institute, 1993 6. Shingo Shigeo “A revolution in manufacturing: the SMED system” Productivity Press, 1985 7. Shingo Shigeo “A study of the Toyota production system from an industrial engineering viewpoint” Productivity Press, 1989 8. Christensen Clayton “The innovator’s Dilemma” Harper Collins, 2003 9. Utterback James “Mastering the Dynamics of Innovation: How companies can seize opportunities inn the face of technological change” Harvard Business School Press, 1994 10. Sugiyama Tomoo “5S approach to improvement” PHP Institute, 1998 11. Ohno Taiichi “Toyota production system: Beyond large-scale production” Productivity Press, 1988 12. Shingo Shigeo “ “Non-stock production: The Shingo System for Continuous Improvement” Productivity Press, 1995 13. Liker Jeffrey “The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer, McGraw-Hill 2004 14. Robinson, Alan (Editor) “The continuous improvement in Operations: A systematic Approach to Waste Reduction” Productivity Press, 1991 15. Japan HR Association “KAIZEN Teian I: Development systems for Continuous Improvement through Employee Suggestions” Productivity Press 1992 16. Japan HR Association “KAIZEN Teian II: Guiding Continuous Improvement through Employee Suggestions” Productivity Press, 1992 17. Japan HR Association “The Idea Book: Improvement through TEI (Total Employee Involvement)” Productivity Press 18. Hirano, H. “JIT Factory Revolution: A Pictorial Guide to Factory Design of the Future” Productivity Press. ISBN 0-915299-44-5 19. Majima, I. “The shift to JIT: How people make the difference” Productivity Press. ISBN0-9915299-93-3 20. Monden, Y. “Toyota Production Systems” Institute of Industrial Engineers. 1983 Copyright S. Fujita 31 KAIZEN Management .$,=(1DZDUHQHVVFKHFN 1. A driving force to KAIZEN activities is a. Monetary award b. Problem consciousness c. Workers' motivation d. Management skill 2. "Innovation" (in contrast to KAIZEN) is a. A short cut approach b. A new fashion c. A good management d. A big change 3. KAIZEN is defined as a. An accumulation of small changes b. A quick way of changing your work c. A method to increase productivity d. A good manner 4. KAIZEN steps are defined as a. Change - Eliminate - Reduce b. Reduce - Change - Eliminate c. Eliminate - Reduce - Change d. Simplify - Combine - Remove 5. Approximately what percent of Japanese companies seems to adopt KAIZEN suggestion system? a. 40% b. 70% c. 90% d. 100% 6. Japanese production managers believe that the most important issue/concept for production management in 1990's is a. Reduction of production lead-time b. Integration of production and sales c. Improvement of customer service d. Marketing research 7. An original idea of JIT came from a. Drive-in theater b. Fast food restaurant c. Supermarket d. Gas station 8. KANBAN which is used in JIT production systems is a. A tool to supply products to customers b. A tool to fill up parts which are used. c. A sign for alarm d. A billboard Copyright S. Fujita 32 9. KAIZEN Management "Poka-Yoke (Fool proof) devices" are a. Protection devices from earthquake and typhoons b. Devices which increase production volume c. Devices which motivates production workers d. Devices which eliminate operator's careless mistakes 10. A purpose of minimum inventory (stockless production) is a. To find out (or visualize) problems to be improved. b. To enhance management capability for the risk. c. To make inventory control easy. d. To save inventory cost. 11. The 5S stands for a. Five times more satisfaction b. Five keys for success c. Five Japanese words with an initial S d. Five factors for a work improvement 12. The average time allowed to fetch (search, find and bring back) a hammer is a. 10 seconds b. 30 seconds c. 60 seconds d. 90 seconds 13. For a facility investment, approximately how much is used for cleanliness? a. 80% of the investment cost b. 60% of the investment cost c. 30% of the investment cost d. 10% of the investment cost 14. The essence of "Seiso (cleaning)" is a. An inspection b. Picking up a garbage c. A search d. A standardization 15. The essence of " Shitsuke (self-discipline) " is a. To set up a rule b. To let people greet to each other c. A communication d. A habit formation Copyright S. Fujita 33 KAIZEN Management .$,=(1DZDUHQHVVFKHFN [KAIZEN] 1. A driving force to KAIZEN activities is a. Monetary award b. Problem consciousness c. Workers' motivation d. Management skill 2. "Innovation" (in contrast to KAIZEN) is a. A short cut approach b. A new fashion c. A good management d. A big change 3. KAIZEN is defined as a. An accumulation of small changes b. A quick way of changing your work c. A method to increase productivity d. A good manner 4. What does KAIZEN change? a. Change - Eliminate - Reduce b. Reduce - Change - Eliminate c. Eliminate - Reduce - Change d. Simplify - Combine – Remove 5. KAIZEN steps are defined as a. Change - Eliminate - Reduce b. Reduce - Change - Eliminate c. Eliminate - Reduce - Change d. Simplify - Combine - Remove 6. For KAIZEN suggestion system, what type of ideas must be submitted? a. Ideas to change company policy b. Ideas to change your own work c. Ideas to improve profit d. Ideas to improve management style 7. Approximately what percent of Japanese companies seems to adopt KAIZEN suggestion system? a. 40% b. 70% c. 90% d. 100% Copyright S. Fujita 34 KAIZEN Management [JIT] 1. Japanese production managers believe that the most important issue/concept for production management in 1990's is a. Reduction of production lead-time b. Integration of production and sales c. Improvement of customer service d. Marketing research 2. An original idea of JIT came from a. Drive-in theater b. Fast food restaurant c. Supermarket d. Gas station 3. A factor which makes your production schedule difficult is a. A demand fluctuation b. A marketing strategy c. An employee involvement d. A bonus incentives 4. KANBAN which is used in JIT production systems is e. A tool to supply products to customers f. A tool to fill up parts which are used. g. A sign for alarm h. A billboard 5. An aim of one-piece flow is a. A high productivity b. A high flexibility c. A low defective rate d. A low cost 6. "Poka-Yoke (Fool proof) devices" are a. Protection devices from earthquake and typhoons b. Devices which increase production volume c. Devices which motivates production workers d. Devices which eliminate operator's careless mistakes 7. A purpose of minimum inventory (stockless production) is a. To find out (or visualize) problems to be improved. b. To enhance management capability for the risk. c. To make inventory control easy. d. To save inventory cost. Copyright S. Fujita 35 KAIZEN Management [5S] 1. The 5S stands for a. Five times more satisfaction b. Five keys for success c. Five Japanese words with an initial S d. Five factors for a work improvement 2. The purpose of thěRed Tag Movement” is a. To distinguish the necessary things and unnecessary things b. To clean up a workplace c. To decorate products d. To find the shortest way of achieving an objective 3. The average time allowed to fetch (search, find and bring back) a hammer is a. 10 seconds b. 30 seconds c. 60 seconds d. 90 seconds 4. For a facility investment, approximately how much is used for cleanliness? a. 80% of the investment cost b. 60% of the investment cost c. 30% of the investment cost d. 10% of the investment cost 5. The essence of "Seiso (cleaning)" is a. An inspection b. Picking up a garbage c. A search d. A standardization 6. A ̌problem̍is defined as a. Homework assignment b. Objects which you must attack c. A gap between ideal state and current state d. Something which you can buy at supermarket 7. The essence of " Shitsuke (self-discipline) " is a. To set up a rule b. To let people greet to each other c. A communication d. A habit formation 8. The value of̌fixed-position photographic approach̍ is a. Employees’ involvement b. Customer satisfaction c. Job rotation d. Quality improvement Copyright S. Fujita 36 KAIZEN Management &RQIHUHQFHPDWHULDOVIURP:HEVLWH For participants who would like to receive power point print-out materials for today’s KAIZEN Conference, please download the files from the following URLs (http://www.waseda.jp/ocw/index_e.html). (Steps) 1. Click "Course List”on the left column of the screen. 2. Choose “2007 Management and Technology 1”㧔Click “Choose” button㧕 3. Click “Referring to Related Material” at the bottom of the screen. 4. View “OCW KAIZEN Management”.㧔Click “View” button㧕 5. Then you will find a menu page of the work. (Three options) 1. When you simply like to view conference materials, click the icon named “Material View”. 2. When you like to download the conference material in your computer, click the icon named “PPT download”. Make sure to save each file in your computer. The downloaded files (zip files) need to be unpacked for opening individual file. It will take five to ten minutes for downloading. 3. When you like to see the video material, click the icon named “Video Introduction”. It takes a little time to download the entire materials. Be patient! Should you have any questions or further requests, feel free to send me an e-mail: fujitas@waseda.jp In order to read the downloaded materials, your computer must have Adobe Reader. If you do not have it, please download the free software from the following URL: http://www.adobe.com/products/acrobat/readstep2.html Seiichi FUJITA Copyright S. Fujita 37 Copyright S. Fujita Instructions: Draw sketches of “Before KAIZEN” and “After KAIZEN” Use a DARK black pen or a THICK pencil KAIZEN Management 38