1. Kaizen Basic Education
Created on February 2011
Kaizen

2. 1.What is Kaizen? Summary:
　 The general meaning of Improvement (Kaizen) is to improve a thing that is in bad condition. The term Improvement in the manufacturing industry has the meaning of bottom up activities are carried out mainly by the factory workers.
Summary:
The activities of improving the production are to equip modifications, new tools and work to ensure the safety and operational efficiency of a production error proofing all over the area and to prevent problems related to quality production.
Improvement is often described as Kaizen nowadays. When the expansion of Japanese manufacturing plants abroad, trainers were dispatched from Japan to teach the local staff. MIT researchers became the centre of the strength of Japanese manufacturing in the 1980s. Mari Hiroshi as well as overseas are one of the most important manufacturing industry in Japan. Through such result, Kaizen became the world-wide word in the world.
In order to improve current facilities, quality of the machine and productivity,
Field side’s wisdom, quality and the activity of increasing productivity are done.

3. 1. What is Kaizen? Effect Money×Time ＝
Production facilities that incorporate the wisdom, have a lead to others using the same equipment.
2. By making modifications on their own to suppress large-scale investment rather than just buying what you lack.
3. Improvement is not just working under the order of company but the characteristic of workers changing things out of their own wisdom.
4. Employers support a lot of QC-circle activities. Moreover improvement is not finished once but one after another, sustainability and continuity are important.
Multiply time with money to get the effect.
Effect
Money×Time
Value of improvement ＝
Increasing the value without paying out money but using the wisdom to.

4. systematically to achieve achievements.
2. The History of Kaizen
The management system of Toyata is the first to incorporate and utilize the wisdom of the workers systematically to achieve achievements. The productivity in the field side, changing of the work methods in order to improve the quality and the jigs are used in any country and any era have been implemented with the immediate on-site productivity without spending money and improve the quality. 
　　1. Sakichi Toyoda ・・・ ‘Automation with A Human Touch’
　　　2. Kiichiro Toyoda ・・・ Just-in-time (J.I.T)
　　　3. Taiichi Ohno ・・・ Systemization of the production of Toyata
Toyata is the first to incorporate and utilize the wisdom of the workers
systematically to achieve achievements.

5. Reference 1. History and philosophy of Toyota Production System
　 Sakichi Toyoda
(Inventor)
Kiichiro Toyoda
(Founder)
　Taiichi Ohno
(Executive Vice President )
‘Automation with A Human Touch’
“Machine stops itself when a problem occurs”
‘JUST－IN－TIME’
"What is needed, when needed, as needed!"
Introduction of ‘Toyota Production System’
　Year 1942
“Elimination of waste”
Install a device to stop the machine to stop automatically when abnormality occurs, then investigate the cause.
Passenger Type AA (mass-produced 
passenger car type A1) production
starts.　　Year 1936

6. Reference2. The Philosophy of Toyata Production
The success of the Toyota Production System is not just because of the tools of production management such as ‘Kanban’, ‘Kaizen’ etc., it is a culture or a system that can cultivate ideas and make good products day and night at the site by the carpenters.
Persist in on-the-spot decision-making TOP management
A culture or a system of cultivating ideas.
The mechanic of lighting up Kaizen desire.
Process-oriented principles. (The changing of results depends on the luck by the time.)
The use of automation.
This steady is the practice of maximum effort and because the results are influenced by the good or bad luck so do not be glad and sad by turns. (Process-oriented principles)
The Toyata Production System is a transmission of the good Japanese traditions nowadays.
　　　　　“The sincerity and humanity itself is impossible without incident. 
However, the lack of them destroys everything.”
　 Peter Drucker

7. Reference 3. The Kanban System
From the beginning until the last process, take only the required amount of the required items when required. Then, the earlier manufacturing process is to supply only the amount of production which was taken over. In this way, the Kanban method prevents over process while being a tool of putting the overall just-in-time into practice.
　　1. The origin of ‘one piece flow’ manufacturing
2. Following with the take-back process
　　3. Zero inventory
　　4. ‘Leveling work’ → Obey the cycle time
　　5. Do not make it so fast.

8. Reference 4 “Automation with A Human Touch”
1. Immediately stops the line when poor response occurs.
2. It brings confusions to customers if a product is produced without handling the real cause.
3. “Automation with a Human Touch” is not about "Automation" but to attach humans’ wisdom onto the machine so it will not shut off automatically.
4. Keep asking the question ‘Why?’ even for 5 or 10 times and is necessary to have a line of does not want something bad to occur for the second time.
Wisdom+ Automation =
Automation with humans’ wisdom

9. Reference 5. Muda (Waste) Elimination
‘Treasure things’ and ‘the thinking of do not waste’ are the origin of eliminating muda.
1. Muda of processing
2. Muda of inventory
3. Muda of overproduction
4. Muda of waiting
5. Muda of repair/rejects
6. Muda of transport

10. Reference 6.The Mind of Toyota's manufacturing
"In a company when there is no race to get each person to add their good ideas to the work they do, I think this ruins people. Your improvements make the job easier for you, and give you time to make further improvements. Unlike in the [Charlie] Chaplin movie where people are treated as parts of a machine, the ability to 'add your creative ideas and changes to your own work' is what makes it possible to do work that is worthy of humans."
　　　　　
Taiichi Ohno

11. 3. The Kaizen Philosophy Getting cold.
The world is constantly changing. Therefore, corporations as well as the people are changing, if countermeasures are not practiced, one cannot survive.
At first, explore the changes that are under the constraints.
There is an infinite ways of changing but in able to survive, change is finite. However, no one knows what is the BEST changing. Possibility for changes in BEST are hidden from the changes in non-BEST.
The valuation of whether it is BEST or not is, because the decision is made by the external world (customers), the decision itself cannot determine and be concluded.
When the evaluation of the outside world is good, then that is the good one.
Therefore, the first thing we need to do is to take action of the changes.
Results will be known if action is taken, the next action can be taken if the results is analyzed.
Countermeasure 1: Wear a coat.
Countermeasure 2: Use the heating system.
Countermeasure3: Move to a warmer place.
Select the BEST option
 to fit the constraints.
Getting cold.

12. 3. The Kaizen Philosophy Taking a serious view of the results or the process?
For everything, it is not a big achievement if something successes according to the plan in our head. Because such a thing has always already been implemented..
The probability of successful is low, the thing no one wants to do, no one implements it and therefore, there is a value of trying.
　 Then try to verify why failures occurred.
Never give up and key to success is in it.
“Our greatest weakness lies in giving up. The most certain 
way to succeed is always to try just one more time.”　　
Thomas Edison

13. 3. The Kaizen Philosophy
According to the global changes, the method of work has to correspond in accordance with the corresponding reality. At first, grope for the correspondence in the constraints.
・New technology development
・Groundbreaking material development
・Moves of competitors
・Costumer needs
・Legal regulations
Reality and constraint corresponding
Kaizen
A task is defined as a work to achieve a given objective. While Kaizen is defined as a better way to achieve the business objectives and make changes to a method.

14. 4．How to proceed Kaizen? Organization. Management. Cogitation.
1) Organization: The continuity of developing the entire Kaizen organization.
・Membership　
　　　　　　　　 ・Rules and regulations are made.
2) Management: Make an approachment and a mechanism to keep the management system on track and the activation of Kaizen activities.
　　　　　　　 ・Select and train a leader.
3) Cogitation：Explain and make the employees consent to the definition of Kaizen.
・Kaizen education
Organization is set up in order to continue the promotion system at the field level.

15. 4. How to proceed Kaizen? Promote Kaizen to employees.
1. The way of thinking：
Understand the meaning of Kaizen and urge the participation of Kaizen activities.
2. Enthusiasm：
Set a notice board and premium for those who are actively involved.
3. Education：
Educate the technology of efficiency improvement and methods.
Thinking
Education
Enthusiasm
Employees’ opinions, enthusiasm and education are necessary.

16. 4. How to proceed Kaizen? Kaizen Implementation
1. Immediate implementation. Immediate action:
　　If there is any problem, apply Kaizen on the spot.
There are Kaizen chances if problems occurred especially when
the problems only occur occasionally.
Analyze the situation on the spot and investigate the problem.
2. Do not waste time:
　　Do not conduct special meetings but instead proceed Kaizen.
Seek advice from supervisors and seniors if there is something
to consult and confirm.
3. Do not spend money:
　 The resolution of trouble cannot be handled by money.
The thinking of whether one can access alternatively cheap and
available for carrying out present item as well as commercial item.
4. Suggestion from others:
Seek suggestions from supervisors, seniors as well as
managers from other departments.
Start at once
Time　is　Money
Don’t Spend Money
Two heads are better than one

17. 5. Kaizen & Innovation Innovation
The innovation type of revolution of the world leads to a contribution in development and spend a lot of time and money on invention. Also again, there are many developed, invented and copied items, profit as well as the members who are in charge of it comes to only have a small amount and it often does not occur.
Characteristics:
1. It needs an enormous cost.
2. A long-term studies is needed.
3. Miscellanies do not occur frequently.
4. Easy to be imitated.
5. Planned implementation. (Analysis of present state, countermeasure, affirmation, evaluation)
Invention of light bulb, print technology, airplane…
Invention of internet, , Messenger…
Invention of CD, personal computer, microwave…

18. 5. Kaizen & Innovation Increasing The Productivity
Productivity can be improved by increasing the productivity which consumes a lot of time and money and it includes the members and all the field workers. Also, a good management system that is built is difficult to be imitated by other companies.
Characteristics:
1. Huge sum of money and does not take time.
2. Possibility of educating the employees.
3. Can respond to daily problems.
4. Difficult to imitate.
5. Take actions immediately.
Kaizen is a system, there is no point in learning techniques
and their own individual cultures.

19. 5. Kaizen & Innovation Comparisons
Effect
Long-term, continuous
Short-term, dramatic
Time
Fast response
Development for a long time
Change
A constant slow
Sudden & explosive
Participation
All
Some elite
Approach
Collectivism and systems approach
Individualism idea
Way
Maintenance & improvement
Scrap & build
Benefit
Function in low-growth economy
Features of high-growth economy

20. 5. Kaizen & Innovation The Type of Innovation
Ideal innovation pattern
Actual innovation pattern
Loss management
Loss management
Outbreak of innovation
Loss management
Outbreak of innovation
“The organization or the system is an organization (or a system) that is to be finished begins to degenerate.” Parkinson’s law

21. 5．Kaizen & Innovation QC Management & Facilities Management
Ideal innovation pattern
Reality innovation pattern
Loss management
Loss management
Outbreak of innovation
Loss management
Outbreak of innovation
In order to reduce loss management, QC management and facilities management are implemented to maintain and continue the status quo.

22. Kaizen is the better way to explore under restriction limits.
5. Kaizen and Innovation Kaizen
Ideal innovation pattern
Reality innovation pattern
Kaizen pattern
Kaizen
Loss management
Kaizen
Loss management
Outbreak of innovation
Kaizen
Loss management
Outbreak of innovation
Kaizen is the better way to explore under restriction limits.

23. 6. Practical Kaizen System What is Kaizen?
Kaizen is about the changing of the method of work without hassles, without
spending money and using the wisdom to make work easy, safe and fast.
Also, write down notes of Kaizen and doing recording is important.
If manifestation is being measured and communized with everyone is possible,
a new Kaizen is born.
Kaizen = Reality measures
Enforcement
Without hassles
Without spending money
Using the wisdom
Recording
Communization

24. 6. Practical Kaizen System Implementation
In order to promote Kaizen, the important thing is there must be implementation.
The traditional proposal system is going to be outdated in the future. The idea of ‘I am the proposer. You are the conductor. ’ does not work in the coming years.
Try to practice it if you have any idea. If the idea is not good, rethink and try again. Do
Plan

25. Start with the recorded and datalysed work.
6. Practical Kaizen System Of Record
1. Record the carried out Kaizen activity.
2. Content?
3. Effect?
4. The remaining challenges.
Start with the recorded and datalysed work.

26. 6. Practical Kaizen System Communization
1. Contact the other departments related to the implementation, discuss and communize the problem.
2. Provide education to the other departments.
3. Pose and review the problems.
‘Databaselized’,
education materials
Discuss with friends & superior authorities
Kaizen types
Implement
Verification of
effectiveness
Communization
Provides information to other departments
Survey about IT & other departments

27. 7. The Real Kaizen The Formula of Kaizen Value
【Standardization of the Pantograph Wear】
Overhead wires stretched diagonally in order to reduce the wear of the pantograph on the train and the contact part with overhead wires.
Pantograph
Track
Direction of movement
Aerial wiring
Track
Does not take time.
Does not need money.
Does not trouble.
V = Effect ÷(Money ×Time)

28. 7. The Real Kaizen Simple Is The Best
1. If the work goes complicated, the mistakes will increase.
2. Consider the current situation and its original purpose of the work and determine if there is no waste.
3. Consider whether there are better ways or not.
There are ways to achieve various objectives but select the best one according to the present state!

29. 7. The Real Kaizen Eliminate The Unnecessary Works
1. To discern the necessary and unnecessary works.　
2. Eliminate the unnecessary works to improve.
3. Focus on the primarily necessary work.
4. Attempt to improve the productivity and quality.
Firstly, eliminate the unnecessary work at the beginning!

30. 8. Standards of Kaizen The Know-How of Kaizen
『Stop』
　・Stop wasting
　・Stop the unnecessary
　・Stop the excessive
『Reduce』: Abolition ⇒ Reduce
『Add』　
　・Change the point of view.
　・Change the procedures and methods.
　・Replace the materials and components.
　・Change crisis into opportunity.
　・Return to the origin o basics.
Stop !
Reduce !
Add !
Learn the standards of Kaizen and practice them at the site.

31. 8. Standards of Kaizen 2 Types of Problems
Unclear
Not enough
Unsafe
Uncomfortable
No ways
Tools are hard to find
Hard to place
Hard to be seen
Hard to grip
There are only 2 problems: 『No』　and 『Hard to~』.
Therefore, there are only 2 measures: 『~tion』　and 『Easy of~』.

32. 8. Standards of Kaizen The 2 Measures
Clarification
Of sufficient
Securing
Of sound
Tools are easy to find
Easy to place
Easy to be seen
Easy to grip
The only 2 measures : 『Of~』 and 『 Easy to~』.

33. 8. Standards of Kaizen Embodiment?
Definite plan：
Make it transparent.
Change the direction.
Change the position.
Practice, take immediate action and put in habit on repeating asking the question why and find a better way to reification.

34. 8. Standards of Kaizen Visualization
Make it larger.
Make it visible.
　Make it brighter.
Visualization
Plans Kaizen in order to find the problems easily.

35. 8. Standards of Kaizen Visualization: Specific examples危険
1. Make it larger 危険
2. Make it visible
3. Make it brighter
Visualize the small problems earlier in order to avoid the occurrence of the big problems.

36. 8. Standards of Kaizen Stationarized. Regularized. Stylized.
『Issue』
Problems of irregular, etc. uneven
Must be adjusted
『Kaizen Implementation』
No adjustment needed
○-lized
It consumes excessive time to fix the irregular pieces separately.
Fixing is not needed if stationarized, regularized and stylized are done.

37. 8. Standards of Kaizen ~ized: Specific Examples
1. Stylized: Memo of phone messages
Omission is not forgotten once you have completed the necessary items prepared beforehand in stylized form.
2. Stationarized: Tool board
Decide where to place and eliminate the waste of searching.

38. 8. Standards of Kaizen ~ tion
『Issue』
Duplication, repetition and other problems
Extra effort needed
『Kaizen Implementation』
Does not require extra effort
~tion
「Diversification」
Share the duplicated collaboration part of elements and conditions in
advance. Strengthen the diversification according to the situation of
things. However, there is an incompatibility in the mere diversification
of the scattered and mixed. The basic part is to plan the
collaboration and demonstrate the unique synergy.
Identity
Sharing
Compatibility

39. 8. Standards of Kaizen Common in-: Specific Examples
1. Communization: Caliber of the guns & bullets
Decides if the diameter of a pre-caliber and the bullets are compatible.
Musket
2. Collaboration: Basic PC software
Models, manufacturer and the data can be collaborated.
PC OS

40. 8. Standards of Kaizen Centralized
『Issue』
Simultaneous occurrence of common tasks with huge organization
Wasted effort needed
『Kaizen Implementation』
Centralized
No wasted needed
The duplicate of an element will be a complicated mess.
For example, a huge waste is occurred when the size of an
organization is expanding and it collects similar data and
does the same thing as other departments. The waste of
duplication can be omitted if "unify or centralize" is done.  A B
Centralized overlap C

41. 8. Standards of Kaizen Of~ : Specific Examples
1. List of ~ : Checklist
To list multiple items, check the waste to prevent leakage.
2. Centralization:
Centralized the printing of the label, expiry date and bar code label of the product to reduce working process.

42. 9. Education of Kaizen Ability
1. Education of employees and administrators are included.
2. Kaizen leadership education and training.
3. Learn from other departments:
Lecturer from other department、other plant tour
4. Create case studies and information about Kaizen
　 (Self study regarding to DVD and server usually.)
“To send the people to battle without teaching them is to abandon them.”
　　　　　　　　　　　　　　　　　　　　　　　　　 Confucius

43. Each participants create a Kaizen education plan.
9. Education of Kaizen Ability Example of a Tabulation Plan
Items
In charge
April
May
June
July
August
September
Field education
Kaizen leader
2nd Wednesday
Kaizen leadership training
Other department
3rd Friday
Director education
20th of May
20th of July
Other plant tour
5th May
5th August
Lecture and education from other departments
All
Mid of June
Each participants create a Kaizen education plan. 　

44. 9. Education of Kaizen Ability Learn from others
Learn information from other jobs and industries.
For this, learn it with the attitude of humble and obedient.
Do not learn anything from arrogance.
It is necessary to be aware of the problems.
“The master said: “ When I walk along with two others, they may
serve me as my teachers. I will select their good qualities and
follow them, their bad qualities and avoid them.”
Confucius

45. 9. Education of Kaizen Ability ~ Education program ~
Education of entering a company
Regular education
External Education
Entering a company
External education courses
Other plant tour
Presentation
Kaizen practical course
Kaizen basic courses
Kaizen basic practises
Professional course
1) QC method
2) Measuring instruments
3) Equipment maintenance
4) IE
5) Conserve energy
6) Safety
7)PC・IT活用
Provides mental and technical education in order to improve the motivation and skills.

46. 9. Education of Kaizen Ability Valuation & Qualifications
Reference Case
Beginner
Intermediate
Advance
Instructor
Course & Test
Attend the basic course and pass the test.
Attend the intermediate course and pass the test.
Attend the advance course and pass the test.
Attend the instructor course and pass the test.
Practical
Practical suggestion
More than 100
More than 300
More than 500
More than 10 educated beginners
Valuation
Compensation:
X million ¥
Increase the staffs’ motivation by introducing a licensing system and judicialized the valuations.

47. Kaizen Collection of Cases
Created of February 2011
Kaizen

48. 1. Kaizen example: Boxing Present condition
Boxing heavy products.
Issue: Arms are tired.
Traditional thinking:
　　　　　　1. Get used to it very soon at first.
　　　　　　2. Try your best spirit!
　　　　　　3. There is no enjoyable job!
Nothing perfects come into existence from the maintenance of the status quo.

49. 1. Kaizen example: Boxing Of not in pain.
Issue: The arms are in pain.
Arms are in in pain? Why?
1. No strength. - Suggestion: Muscle-building
2. Heavy products. - Suggestion: Make them light.
3. Lifting - Suggestion: Make them do not need to be lifted.
Make them do not need to be lifted.
1. Aiming of entering it on the top of the box.
2. Aiming of exceeding the height of the box.
Why? Why? Why?
Load

50. Topic: Worry for the impact of falling.
1. Kaizen example: Boxing Kaizen approach 1
2. Drop from the top.
1. Slide into the box horizontally.
Topic: Hard to do.
Topic: Worry for the impact of falling.
The approach of Kaizen is to find the optimal way in the innumerable constraints.

51. 1. Kaizen example: Boxing
Kaizen approach 2
2. Lay a cushion on the bottom of the box.
1. Side slope into the box.
Topic: The cushions cost.
It does not cost if it can be responded immediately.
Cushion
Find the most suitable one out of the constraints!

52. 1. Kaizen example: Boxing Kaizen approach 3
Change the work order.
Assemble the boxes, after that do not place the goods into the box but assembles the products when the box is plane.
It is better to assemble the products than not taken the empty space
reasonably before keeping the boxes planed as it is.

53. 2. Kaizen example: Airborne Dust
Rationalize the work and settlement to avoid airborne dust caused by machining work.
Consider the steps of operating before implementing the operation.

54. 3. Kaizen example: Cup Noodles
Issue: Frequent damage of the noodles in the process of inserting noodles into the cups.
Damaged noodles
Remove the broken pieces of the noodles during the process of putting the noodles into the cup.

55. 4. Kaizen Example of Visualization ①
Human’s vision is the most developed among the five senses, most of the information is getting through the eyes.
Before Kaizen
After Kaizen
Forget to turn the air-conditioner off.
Attach the ribbon to the air outlet.
Cannot confirm with the eyes.
Can confirm with the eyes.

56. 5. Kaizen Example of Visualization ②
Human’s vision is the most developed among the five senses, most of the information is getting through the eyes.
Before Kaizen
After Kaizen
Forget to close the tap occurs.
Change it to lever.
Close
Open
Close
Open

57. 6. Kaizen Example of Visualization ③
Human’s vision is the most developed among the five senses, most of the information is getting through the eyes.
Before Kaizen
After Kaizen
Forget ordering occurs.
Turn the order form over once an order has made.
Order
Order form

58. 7. Kaizen Example of Visualization ④
Human’s vision is the most developed among the five senses, most of the information is getting through the eyes.
Before Kaizen
After Kaizen
The coffee has not served yet in an order of a set of lunch and a cup of coffee.
Prepare the spoon and plate beforehand for the set served with the coffee.
注文票
Order form

59. 8. Kaizen Example of Visualization ⑤
Human’s vision is the most developed among the five senses, most of the information is getting through the eyes.
Before Kaizen
After Kaizen
Cannot manage the stationary of the tools.
Implementation of the management board.

60. 9. Kaizen Example of Visualization ⑥
Human’s vision is the most developed among the five senses, most of the information is getting through the eyes.
Before Kaizen
After Kaizen
Does not know the screw is loose.
Tightening of the loose screw can be seen by eyes.

61. 10. Kaizen Example of Visualization ⑦
Human’s vision is the most developed among the five senses, most of the information is getting through the eyes.
Before Kaizen
After Kaizen
Does not know where had one return the book.
Immediately return to the book’s original position because there is a mark on it.

62. Created on the February of Year 2011
Kaizen- Present Guide 　　
Created on the February of Year 2011
Kaizen

63. 1. Practical Use of Current System
1. Information Age There is an era of gathering and absorbing the knowledge one wants efficiently. Innovation has mostly already been developed. It has become official. After that, it is important how to leverage that knowledge to cords.
Information
System
Machine
Creative choice
Componentization
Utilizing the current system!!

64. 2. Learning and Creative Choice
There are already ancestors from BC who came up with creative thoughts. Things that created by geniuses like Socrates, Plato, Buddha, etc. have already been documented in a book.
We can learn and select the thoughts which have been thought by the ancestors. We now have a duty free and creative editing to coding network simply by selecting from the choices given.
“The master said: “ If a man keeps cherishing his old knowledge, so as
continually to be acquiring new, he may be a teacher to others.””
　　　　　　　　　　　　　　　　　　　　　　　　　　　　　Confucius
“The master said: “ If a man keeps cherishing his old knowledge, so as
continually to be acquiring new, he may be a teacher to others.””
　　　　　　　　　　　　　　　　　　　　　　　　　　　　　Confucius

65. 3. Turning Knowledge Into Wisdom
Knowledge & Information
Selection
Try
Valuation
Evaluate
Enquire
Actual field
Improved Ability
Wisdom
Using the knowledge according to the field conditions.

66. 4. Kaizen’s Standard Tactics of Application of ○
Use the features, services and tools efficiently.
The wrong idea of creating anything new is Kaizen.
There is Kaizen by selecting an existing use.
It is reasonable to learn, arrange and select the
Kaizen pattern faster.

67. 5. Kaizen of Functional Utilization
Improvements carried out by using existing features. To do so, you must learn the features priorly.
Before Kaizen
After Kaizen
Lost of data when the PC runs out of battery.
Add an auto-save features.
Working with some current stuff!

68. 6. Kaizen of Auxiliary Tools
　① Time　 ② Stamp　　③ Magnet　　④ Glass
　⑤ Clip　
Using auxiliary tools to make the job easier!

69. 7. The 3 Stages of The Application of Auxiliary Tool
1. Current use:
100¥ Shop, obtaining something without delaying at the home centre.
2. Betterment:
　　To combine with the present condition and process the commercial product.
3. Production:
　　Combine and make use of the things that are already available.
Select and implement the better condition out of the constraints.

70. 8. Kaizen of Can Be Done by One Person
　 There were 2 persons in charged of the inspection of the ramp of the car in an automotive repair shop: the one on the driver’s seat and the one outside the car.
Before Kaizen
After Kaizen
Examine the ramp by 2 persons.
Place the mirrors in front of and the back side of the car and make it possible to examine the ramp alone.
Attrition!

71. Kaizen- Thinking Guide
Created on February 2011
Kaizen

72. “The more you fail, the closer you are to success.”
1. The Kaizen Spirit
1. Choose the creative choice of ‘If that is not good, take this. If this is not good, take that.’. 失敗
“The more you fail, the closer you are to success.”
　　　　　　　　　　　　　　　　　　　Thomas Engine

73. 2. There is Kaizen if ‘Atarimae’ is practiced.
1. Definition:
　The definition of ‘Atarimae’ of boss and workers is different.
So, there is a reality of superiors are surprise with the sensible content at a glance.
Failure does not occur if Atarimae is practiced the way it should be.
Will there be various problems if Atarimae is not practicing for some reason?
There is a majority that does not practice Atarimae even when a big problem
happened in the market.
It’s Atarimae!

74. ３．『一流企業はアタリマエの事を アタリマエにやっている』
３．『一流企業はアタリマエの事を 　　　　　　　アタリマエにやっている』
　アタリマエの事をしてない時に即時、Kaizenし実行できる風土がある。
なにも特殊なこ
『契約した内容』を間違えなく、遅れなく実施しているだけである。
ルール通りに実施する事である。
２． ．三 (Third class company)
駄目な会社はアタリマエの事をしてない事に気がつかない。
またに気がついてもそれをアタリマエにしない。
よってアタリマエの事ができず、つまらない間違い
、トラブルが頻発する。
１．一流 (Top company):
　アタリマエの事をしてない時に即時、Kaizenし実行できる風土がある。
なにも特殊なことをしているわけではない。
『契約した内容』を間違えなく、遅れなく実施しているだけである。
ルール通りに実施する事である。
２． ．三流企業：
駄目な会社はアタリマエの事をしてない事に気がつかない。
またに気がついてもそれをアタリマエにしない。
よってアタリマエの事ができず、つまらない間違い
、トラブルが頻発する。
１．一流企業：
　アタリマエの事をしてない時に即時、Kaizenし実行できる風土がある。
なにも特殊なことをしているわけではない。
『契約した内容』を間違えなく、遅れなく実施しているだけである。
ルール通りに実施する事である。
２． ．三流企業：
駄目な会社はアタリマエの事をしてない事に気がつかない。
またに気がついてもそれをアタリマエにしない。
よってアタリマエの事ができず、つまらない間違い
、トラブルが頻発する。
Follow the rules!!

75. 4. Changes of Proper Criteria
Innovation
　　50 years ago　　　　　　　20 years ago　　　　　　　　　　　　　　　　　Now
Long ago- Abacus Now- Personal Computer
Social environment, social affairs, innovation and everything is constantly changing. Satisfy with the current conditions and it can no longer response to the changing that have been vacant even the matter of course.
Not satisfied with the status quo, improve the case every day!

76. 5. Kaizen Report Before Kaizen After Kaizen The Kaizen Report
Did something foolish.
Improved the foolish thing.
The Kaizen Report
Manifestation of the problem.
Face up to reality
Communization of the problem.
Without facing the reality and without doing anything, theory is being widespread.

77. 8. Present Kaizen Utilization of The Internet
1. Mailing list：
A structure of delivery to multiple people simultaneously (multi-destination delivery) .
2. Video chat: 　
Real time image through voice chat and implemented transmission function webcam.
3. SNS (Social Network Service) :
The community-based subscription services defined as the promotion and supporting of the connection of people. Alternatively, it may also provided service like websites such as Facebook, Mixe, QQ etc.
4. BBS (Bulletin Board System) :
The mechanism is provided so that you can use the network environment, write articles, browse and comment.
5. Online file storage service:
The users are renting disk space on the server machine. With the allocated disk space, the user will be able to read and write freely over the internet.
6. Knowledge community:
The members answer questions of each other. It is called The Q&A Site and it resolves questions. Some of the examples are Yahoo知恵袋,技術の森 etc.
　　　　　Utilize the free IT services and plan Kaizen.

78. 8. Present Kaizen Application of Mailing List
1. Definition of mailing list:
delivery to multiple people simultaneously(broadcast) mechanism. Abbreviated as ML. As for services, they are often used to exchange information when a group is interested in a particular topic.
2. Sample reference: Yahoo Group
Yahoo is running a free mailing list.
Share information and tasks with all the members.

79. 8. Present Kaizen Utilization of Video Chat
1. Definition: Video chat
The webcam is an implementation of real time image transmission in a voice chat. Free TV conference and the image can be shared.
2. Sample reference: Skype（Member:　5.6million people　Year 2010)
Group video
Colleagues around the world not only can build close relationships with customers and clients, working can also be more efficient if group video call is being used.
Advantage of screen sharing
Content that is hard to explain in words can actually be shown. The screen of a presentation can be shared under the control over one’s side and one can be taught on the screen during a call.
Free TV conference and the image can be shared.

80. 8. Present Kaizen Utilization of SNS
1. Definition:
The promotion and supportiveness of the connections between people are defined as community-based subscription service.
2. Sample reference: Facebook
Real Name Registration:
There is a trust in close interaction with acquaintances in reality via real-name registration.
Benefits of images and video-sharing:
The group can share images and videos.
Utilization of limited group
It is okay to exchange information within a limited group.
Information sharing between people and people who are utilizing IT.

81. 8. Present Kaizen Utilization of Forum
1. Definition:
The mechanism is provided so that you can use the network environment, write articles, browse and comment.
2. Sample reference: Yahoo forum
Public information bulletin is available on IT.

82. 8. Present Kaizen Utilization of Online Storage Service
1. Definition:
Service users are lending disk space on the server machine. With the allocated disk space, users are able to read and write freely over the Internet.
2. Sample reference: Google Document
Sample reference: Baidu　文庫
One can manage and edit the data wherever if he is connected to the IT.
Instant data sharing.

83. 8. Present Kaizen Utilization of Knowledge Community
1. Definition:
　 There is a website which fellow members answer questions to solve each other’s problem . It is called the Q&A site.
2. Sample reference: 技術の森　
　　　　Sample reference: Baidu　百度　知道
Technology manufacturing site Q&A
Chinese Q&A site
Net questions and answers.

84. Manufacturing is eternal as long as people improve.
9. Current Kaizen Issues
1. Personnel training:
　　 Kaizen has been reduced by an increase in the power of temporary workers in the field. To those who work in a short period, it is not the benefits to themselves. Kaizen is in the state of no progression because there is no problem in the work remains to be said. Because the work of maintaining the status quo getting more and more, managing become more troublesome as well as the increasing of temporary workers in moving in the direction of ensuring the apparent benefits.
2. Sharing:
When there are 2 temporary agencies in the factory, the Kaizen of a different temporary agency and the process of another temporary agency are not reflected, at all. Although they are on the same line, the production methods for each temporary agency are different.
3. Strategy and Tactics:
It is impossible for Kaizen to be the strategy. This is because there are activities until the end at the field site… Currently, even overseas, the skills they are using at the field site has been improved. The continuous winning of the global competition of the field site’s Kaizen only, has become difficult from now on. The public and private sectors planned a strategy together to focus on the future of long-term manufacturing of TOP management and the implementation is an urgent.
Manufacturing is eternal as long as people improve.

85. Art of War Reference Case道
(Tao)
According to Sun Tzu, the 5 following points are the 5 factors to compare
one’s friend or foe.
Moral Ethnics (Tao) - Ways to strengthen unity and political 
rulers and the people.
Heaven (Tian) - Changes in the weather, seasons,
temperature, etc.
Terrain or Ground(Di) – Geographical features
Leadership or Commands ( Jiang) - Competence of the war leader.
Methods and Discipline (Fa) - Military regulations of the army system.
To be more specific, judge according to the following ‘Seven Stratagems’.
Which of the two sovereigns is imbued with the moral ethnics?
Which of the two generals has the most ability?
With whom lie the advantages derived from heaven?
On which side is discipline most rigorously enforced?
Which army is stronger?
On which side are officers and men more highly trained?
In which army is there the greater constancy both in reward and punishment?
Compared to the above pre-war elements, soldiers must be raised when a an adequate chance of success 
is expected. 地
(Di) 天
(Tian) 法
(Fa) 将
(Jiang)
Revitalizing the techniques by understanding the human mind!

86. The Ethics of Confucius
Reference Case
Learn the letters and implement what one has learnt, devote the implementation with truthfulness and have faith in what one is doing.
- Letters is the knowledge one gains from books.
- Ethnics is implementation.
- The devotion of soul is one devotes
something with sincerity.
- Truthfulness is one keeps promises and
gained trust from others.
There were four things which the master taught:
Letters, ethnics, devotion of soul and truthfulness.
Ethnics
Letters
Devotion of
soul
Truthfulness
Learning, implementing, doing things with sincerity and credibility is important.

87. ‘There is no such thing, the God is watching
‘There is no such thing, the God is watching!’ 　　Peter Drucker　‘From The Origin of The Professional’　　

88. 参考文献 参考文献 出版社 著作者 改善基礎講座 産業能率大学 東沢文二 ＫＡＩＺＥＮ 講談社 今井正明 クリエイティブ・チョイス
日本実業出版社
堀内浩二
改善リーダー養成講座
日刊工業新聞社
山田日登志
トヨタ生産方式の実践哲学
プロフェッショナルの原点
ダイヤモンド社
P.F.ドラッカー