1. By S.Pragash Date : 20 th Oct 2013

2. Kaizen is a Japanese word for the philosophy that defines management’s role in continuously encouraging and implementing small improvements involving everyone. It is a method of continuous improvement in small increments that makes processes more efficient, effective, under control, and adaptable. Improvements are usually accomplished at little or no expense without sophisticated techniques or expensive equipment What is Kaizen????

3. Kaizen focuses on simplification by breaking down complex processes into their subprocesses and then improving them. The kaizen improvement focuses on the use of: 1. Value-added and non-value-added work activities. 2. Muda, which refers to the seven classes of waste—overproduction, delay, transportation, processing, inventory, wasted motion, and defective parts. 3. Principles of motion study. 4. Principles of materials handling. 5. Documentation of standard operating procedures.and conflict resolution.

4. 6. The five S’s for workplace organization, which are five Japanese words that mean proper arrangement (seiko), orderliness (seiton), personal cleanliness (seiketso), cleanup (seiso), and discipline (shitsuke). Various authors have translated them slightly differently. The National Institute for Standards and Technology (NIST) through the Manufacturing Extension Partnership uses sort, set in order, shine, standardize, and sustain. 7. Visual management by means of (visual) displays that everyone in the plant can use for better communications. 8. Just-in-time principles to produce only the right units in the right quantities, at the right time, and with the right resources. 9. Poka-yoke to prevent or detect errors. 10. Team dynamics, which include problem solving, communication skills, What is Kaizen????

5. Kaizen relies heavily on a culture that encourages suggestions by operators who continually try to incrementally improve their job or process. An example of a kaizen - type improvement would be the change in color of a welding booth from black to white to improve operator visibility. This change results in a small improvement in weld quality and a substantial improvement in operator satisfaction. What is Kaizen????

6. PDCA The basic plan–do–study–act (PDSA) cycle, sometimes known as the plan– do–check–act (PDCA) cycle, was developed by Shewhart and is an effective improvement technique. It is sometimes called the Shewhart cycle or the Deming cycle. The four steps in the cycle are exactly as stated. First, plan carefully what is to be done. Next, carry out the plan (do it). Third, study the results—did the plan work as intended or were the results unexpected? Finally, act on the results by identifying what worked as planned and what did not. Using the knowledge learned, develop an improved plan and repeat the cycle

7. PDSA

8. 8 Some Kaizen History l First made popular by Toyota as part of their production system (TPS or Lean Manufacturing) in the 1970s l “Discovered” and described in books in the West starting in the 1980s l Popular in American Auto and Aerospace industries in the 1990s (“Kaizen Blitz”) l Key tool in Lean Production today

9. 9 Kaizen’s Basic Goal l Discover and Eliminate all Waste in a process l Waste (“Muda”) – anything that the customer does not pay for l Some waste is necessary or required by law (personnel files, financial records, meetings, maintenance)

10. Formal definition of Kaizen???? KAI ZEN To modify, to changeThink, make good, make better = KAIZEN Make it easier by studying it, and making the improvement through elimination of waste. The word Kaizen means "continuous improvement" Kaizen Ongoing improvement involves everyone Top management Managers Workers A culture of supporting quality improvement more important than the use of any specific tools Kaizen The unifying thread running through The philosophy The systems The problem-solving tools developed of Japanese quality movement

11. Kaizen (Continuous Improvement) l KAIZEN – Make people’s jobs easier by taking them apart, studying them, and making improvements. Also known as: The Deliberate Application of Common Sense

12. Kaizen Great attention paid to customer requirements and needs Efficient stock control methods help reduce costs and improve cash-flow Flexible working practices and empowerment – help increase efficiency, reduce costs and improve motivation Leadership seen as vital. Ability to communicate a clear vision, take people along with the vision and to think about where the company needs to be in 5, 10, 15 and 20 years time Fundamental principles – often characterised as ‘lean production’ – reducing waste, zero defects, high quality control measures at all stages Punctuality in all aspects – delivery, supply, manufacture, etc.

13. Why use Kaizen?? To solve problems (without already knowing the solution) To eliminate waste (Muda) Transportation, Inventory, Motion, Waiting, Over- production, Over-processing, Defects Create ownership and empowerment Support lean thinking

14. Kaizen as a reason of Japanese businesses success In business Kaizen encompasses many of the components of Japanese businesses that have been seen as a part of their success. Quality circles, automation, waste categories, suggestion systems, just-in-time delivery, Kanban and 5S are all included within the Kaizen system of running a business.

15. The Process The quick and easy kaizen process works as follows: 1. The employee identifies a problem, waste, or an opportunity for improvement and writes it down. 2. The employee develops an improvement idea and discusses it with his or her supervisor. 3. The supervisor reviews the idea within 24 hours and encourages immediate action. 4. The employee implements the idea. If a larger improvement idea is approved, the employee should take leadership to implement the idea. 5. The idea is written up on a simple form in less than three minutes. 6. Supervisor posts the form to share with and stimulate others and recognizes the accomplishment.

16. 5S 1.Standardize 2.Sort 3.Straighten 4.Sweep 5.Self-discipline

17. Why use Kaizen??

18. 18

19. Waste Categories and 9 Wastes To Be Eliminated 1. Work-in-process. Stocking items not immediately needed 2. Quality. Producing defective products. 3. Facilities. Having idle machinery and breakdowns, taking too long for setup. 4. Expenses. Overinvesting for required output. 5. Indirect labor. Excess personnel due to bad indirect labor system. 6. Talent. Employing people for jobs that can be mechanized or assigned to less skilled people. 7. Motion. Not working according to the best work standards. 8. Product Design. Producing products with more functions than necessary. 9. New-product run-up. Making a slow start in stabilizing the production of a new product.

20. Three Key Characteristics 1.Permanent method changes. Change the method. Once the change is made, you can’t go back to the old way of doing things. 2.Continuous flow of small ideas. The smaller ideas, the better. Kaizen is small ideas. 3.Immediate local implementation. Be realistic. Kaizen is done within realist or practical constraints.

21. Benefits of Kaizen Kaizen Management Sistem empowers employees, enriches the work experience and brings out the best in every person. Serves as a barometer of leadership. Kaizen helps eliminate or reduce wastes and improves quality, safety, cost structures, delivery, environments, product and customer service.

22. 22 A short burst of intense activity & effort (can range in hours to days) Emphasis on action over analysis Focused on improving the Value Stream and achieving flow Flow for materials and information Driven to resolving a specific problem or achieving a specific goal. (Don’t bite off more than you can chew) What is a Kaizen Workshop?

23. 23 A Kaizen Workshop is Characterized by A focus on an area or process to achieve a specific goal. Includes a team that is empowered to make changes. Team make-up should include: Operators, Maintenance, Outside Eyes, and a process owner. (If possible a customer) Supported by management with Money, Time, and frequent gemba activity. Managed to resolution and a commitment to sustain.

24. 24 1)Define the opportunity Cost, Quality, Waste, Safety - Specific 2)Form & train the team They must be dedicated resources – commitment They must be trained in specifics regarding the task at hand. (ie: process knowledge, lean tools) 3)Set goals / collect baseline data Is the problem well understood – what does success look like? 4) Leader & team responsibilities Kaizen Preparation Pre Kaizen steps are performed so that the Kaizen is as effective and waste free as possible.

25. 25 How Are Kaizen Teams Formed? Team composition & training is critical to the success of the team Composition should reflect the diversity of the work center A team generally consists of 6-10 people Each member will be chosen to perform a specific role – everybody works

26. 26 Do It Again Kaizen Identify Waste Plan Counter- measures Reality Check Make Changes Celebrate Measure Results Make this the Standard Document Reality Verify Change Start Here Kaizen Cycle

27. 27 Six Basic Rules of Kaizen 1. Respect others Particularly the local operators, you are in their living room 2. Document reality If you make changes based on data, the data should be based on reality 3. Do your share Everyone has to contribute 4. Try something new Be open minded - try it instead of racking your brain for reasons why it won’t work (try-storming) 5. Ask why (the 5 why’s) Gain complete understanding, assume nothing 6. Be safe / Think safe Both in your actions and in what you implement

28. 28 © 2004 Superfactory™. All Rights Reserved. Identify VA, NVA-R, and NVA

29. 29 © 2004 Superfactory™. All Rights Reserved. Tools Flow Charts Cause and Effect Diagrams Check Sheets Histograms Pareto Charts Scatter Diagram Control Charts

30. 30 © 2004 Superfactory™. All Rights Reserved. Kaizen Blitz Total focus on a defined process to create radical improvement in a short period of time Dramatic improvements in productivity, quality, delivery, lead-time, set-up time, space utilization, work in process, workplace organization Typically five days (one week) long

31. 31 © 2004 Superfactory™. All Rights Reserved. Roadblocks Too busy to study it A good idea but the timing is premature Not in the budget Theory is different from practice Isn’t there something else for you to do? Doesn’t match corporate policy Not our business – let someone else analyze it It’s not improvement – it’s common sense I know the result even if we don’t do it Fear of accountability Isn’t there an even better way?

32. Improvement is about learning trial and error (scientific method) improvements requires change, however not all changes are an improvement Measure your progress only data can tell you whether improvements are made integrate measurement into the daily routine Improvements thru continuous cycles of changes Plan-Do-Study-Act approach changes are initiated on a small scale to test them before implementation Leadership is needed establish organizational commitment and support staff and activities Common Themes among QI Models

33. One MODEL FOR IMPROVEMENT Model consists of: three questions (aim, measure, change) to form context for improvement Plan-Do-Study-Act (PDSA) Cycle to structure tests

34. What are we trying to accomplish? How will we know that a change is an improvement? What change can we make that will result in improvement? ActPlan StudyDo Model for Improvement Model for Improvement

35. What are we trying to accomplish? How will we know that a change is an improvement? What change can we make that will result in improvement? Model for Improvement

36. What are we trying to accomplish? How will we know that a change is an improvement? What change can we make that will result in improvement? Model for Improvement

37. What are we trying to accomplish? How will we know that a change is an improvement? What change can we make that will result in improvement? Model for Improvement

38. PDSA CYCLE Plan - Plan a change Do - Try it out on a small-scale Study - Observe the results Adopt, adapt, or abandon -Refine the change as necessary

39. PRINCIPLES OF PDSA CYCLES  Short cycles of changes to accelerate rate of improvement  small scale tests (“What can you test till next Tuesday”)  collect just enough information  Create flow of ideas, then emphasize implementation  increase frequency of tests  build knowledge sequentially - use multiple cycles to adapt a change to your system  Adopt existing knowledge (‘not more research but more application of existing knowledge’)  ‘Steal shamelessly, Share senselessly’  Promote peer learning

40. Tips for PDSA Cycles - formulate question and predict results - test first in ‘safe zones’ (with team members, volunteers) - ‘Just-do-it’ mentality - collect useful just enough data, not perfect data - think a couple of cycles ahead - scale down size of test (# of patients, clinics) - be innovative to make test feasible

41. PDSA Cycles : Testing a pap Cuing Plan Use of flowsheet will improve care to known standards Improved Decision Support AP SD A P S D D S P A DATA D S P A Cycle 1A: On Mon., prescreen Fred’s Tues. pts, mark appointment sheet for those who are due for paps. Cycle 1B: Debrief staff; did it help, how long did it take? Test with Dr. Strange’s patients for a full week. Cycle 1C: Test with all patients for a full week, document feedback and time required. Cycle 1D: Implement thruout clinic and monitor the impact.

42. Smaller Scale Tests: Scale Down Timeframe Years Quarters Months Weeks Days Hours Minutes Reduce your timeframe to plan Test Cycle!

43. Analysis Tools: Flowcharts Flowchart is picture of any process, Flowcharts help visualize process Easier to understand and easier to improve. Identifies potential sources of problems and solutions

44. FLOWCHART Flowchart symbols Oval: shows beginning or ending step in a process Rectangle depicts particular step or task Arrow: shows direction of process flow Diamond: indicates a decision point

45. FLOWCHART EXAMPLE Patient arrives at front desk Receptionist asks for patient’s name & searches database for his/her file Patient in system? Receptionist asks patient to complete paperwork for new clients and return it to front desk NO Ask patient to be seated in the Waiting room YES Medical assistant takes patient into exam room ETC.

46. CAUSE-AND-EFFECT DIAGRAM Used to map variables that may influence a problem, outcome, or effect Also called: Ishikawa diagram Fishbone diagram

47. CAUSE-AND-EFFECT DIAGRAM CAUSES The four M’s Methods, Materials, Machines, Manpower The four P’s Place, Procedures, Policies, People The four S’s Surroundings, Suppliers, Systems, Skills

48. CAUSE-AND-EFFECT DIAGRAM SAMPLE Low show rate for appointments ProceduresPeople Patients Patient unaware of appointment Computer System down for routine maintenance Skeleton Equipment Environment

50. Why Measure? Separates what you think is happening from what is really happening Establishes a baseline Helps to avoid putting ineffective solutions in place To monitor improvements and prevent slippage

51. What is a good indicator? Relevance. Does the indicator relate to a condition that occurs frequently or have a great impact on the patients at your facility? Measurability. Can the indicator realistically and efficiently be measured given the facility’s finite resources? Accuracy. Is the indicator based on accepted guidelines or developed through formal group-decision making methods? Improvability. Can the performance rate associated with the indicator realistically be improved given the limitations of your clinical services and patient population?

52. References Society of Manufacturing Engineers, Lean Manufacturing 2007, Supplement to Manufacturing Engineering, 2007. Society of Manufacturing Engineers, Lean Manufacturing 2008, Supplement to Manufacturing Engineering, 2008. Garrett Brown and Dara O’Rourke, “Lean Manufacturing Comes to China: A Case Study of its Impact on Workplace Health and Safety,” International Journal of Occupational and Environmental Health (IJOEH), 13(3), JUL/SEP 2007. Intro-To-Lean