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TRAINING PT. ENPLAS INDONESIA 2016 by RIYANTO 改善

Kaizen (Continual Improvement)

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Page 1: Kaizen (Continual Improvement)

TRAINING

PT. ENPLAS INDONESIA2016 by RIYANTO

改善

Page 2: Kaizen (Continual Improvement)

SILABUS

1. INTRODUCTION……………….2. 7 TYPES OF EXTRAVAGANCE (WASTES)3. WHY KAIZEN……………4. 8 KEY ELEMENT OF KAIZEN CULTURE5. KAIZEN MINDSET…………6. BENEFIT & DIFFICULTY OF KAIZEN………..7. HOW TO IMPLEMENT KAIZEN………..

2016 by RIYANTO

Page 3: Kaizen (Continual Improvement)

CHANGE

TO BE GOOD

改善 CHANGE FOR BETTER WITH CONTINUAL IMPROVEMENT

INTRO

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Page 4: Kaizen (Continual Improvement)

Kaizen, Japanese for "improvement" or "change for the best", refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, and business management. It has been applied in healthcare,[7]

psychotherapy,[8] life-coaching, government, banking, and other industries. Imai (1986) acknowledged, that Kaizen starts with detection of needs and problem definition:

The starting point for improvement is to recognize the need. This comes from recognition of a problem. If no problem is recognized, there is no recognition of the need for improvement. Complacency is the archenemy of KAIZEN.[9]Ishikawa (1985)[10] and Imai (1986) both defined the Seven Basic Tools of Quality. Looking back on the impact of Kaizen, Imai (1997) stated:

'Kaizen' means ongoing improvement involving everybody, without spending much money. When 'Kaizen' was first published here in 1986, many U.S. products were of poor quality, and Japanese-made products were gaining market share. Since then, American companies have made great strides in improving product quality, and much of that is attributable to their implementation of kaizen principles, which incorporate TQM.

About KAIZEN

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Page 5: Kaizen (Continual Improvement)

The Father of continuous Improvement

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KAIZEN Activity

QUALITY IMPROVEMENTREFERS to DEMING CYCLE – Dr EDWARD DEMINGS

PDCA is useful anywhere the objective is improved performance

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Page 7: Kaizen (Continual Improvement)

DEMINGS CYCLE or SHEWART CYCLE or PSDA

CYCLE found by EDWARDS DEMINGS AND WALTER

SHEWART

It is a continuous quantity improvement model

consisting of a logical sequence of four repetition

steps for continuous improvement and learning

PLAN ► PLAN AHEAD FOR CHANGE. ANALYSE & PREDICT RESULTS

DO ► EXCUTE THE PLAN TAKING SMALL STEPS.

STUDY ► CHECK AND STUDY THE RESULTS

ACT ► TAKE ACTION TO STANDARDIZE

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Page 11: Kaizen (Continual Improvement)

1. To eliminate waste in organization.2. To increase productivity.3. To improve quality4. Customer satisfaction.5. Growth of the organization.6. To eliminate any abnormalities & stopping of limits7. Developing self personality.

WHY KAIZEN

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Page 12: Kaizen (Continual Improvement)

KAIZEN MAIN ELEMENT

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Page 13: Kaizen (Continual Improvement)

1. KAIZEN MINDSET

2. CUSTOMER ORIENTATION

3. QUALITY CONTROL CIRCLES

4. SUGGESTION SYSTEM

5. DISCIPLINE IN WORKPLACE

6. SMALL GROUP ACTIVITIES

7. CO-OPERATIVE RELATIONS

8. TOTAL QUALITY MANAGEMENT.

8 KEY ELEMET OF KAIZEN

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1. EVERYTHING CAN & SHOULD BE IMPROVED

2. NOT A SINGLE DAY SHOULD GO WITHOUT SOME KIND

OF IMPROVEMENT.

3. IMAGINE THE IDEAL CUSTOMER EXPERIENCE AND

STRIVE TO PROVIDE IT.

4. DON’T JUST CRITICIZE,SUGGEST AN IMPROVEMENT.

5. THINK OF HOW TO IMPROVE IT INSTEAD OF WHY IT

CANT.

6. SET TARGET AND MOTIVATE YOURSELF TO ACHIVE IT.

7. USE COMPTETION TO AROUSE INTEREST.

8. DON’T LOOK FOR REWARDS.

9. GENERATE MORE QUESTIONS.

10. SAY YOURSELF I CAN DO IT

KAIZEN MINDSET

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Page 15: Kaizen (Continual Improvement)

CUSTOMER ORIENTATION

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QUALITY CONTROL SYSTEM

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SUGGESTION (STIMULTANT) SYSTEM

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Page 18: Kaizen (Continual Improvement)

DISCIPLINE IN WORKPLACE

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Small group Activity

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Total Quality Management

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1. Kaizen reduces waste - like inventory waste, time waste and workers motion.

2. Kaizen improves space utilization and product quality.

3. Results in higher employee moral and job satisfaction.

4. Teaches workers how to solve everyday problems.

BENEFIT OF KAIZEN

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Page 23: Kaizen (Continual Improvement)

1. Resistance to change.

2. Lack of proper procedure to implement.

3. Too much suggestion may lead to confusion and time wastage.

4. Difficult to implement in large scale process, where analyzing requires a lot of time.

DIFFICULTY OF KAIZEN

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Page 24: Kaizen (Continual Improvement)

HOW TO IMPLEMENT in MANUFACTURE

Employee develops an improvement Idea & discuss

with Supervisor

Supervisor review this improvement Idea &

encourages immediately action

ImplementsBy Employee

Result

PUBLISHES this KAIZENAnd reward given

This ImprovementWritten upon a simple KAIZEN

SHEET

EmployeeIdentify problem, waste or

opportunity for improvement and write it down

Good

Poor

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Page 25: Kaizen (Continual Improvement)

Famous quote

“Make everything as simple as possible, but not simpler”

-Albert Einstein

2016 by RIYANTO