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Pow er of KAI ZEN Activit ies at w orkshop

All rights reserved, Copyright Fujitsu PRO-NES (Asia) Pte. Ltd. 2005

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2. I mprove t he Problem Solving

Ability

When the problems are found, the

problem solving ability is required toresolve problem in each.

KAIZEN always says Should berough and ready rather than slow andelaborate. To make an immediate butinsufficient action is better than beingwaste time on elaboration of techniques.

As the German KAIZEN workshophad been executed, there were manyarguments but they did not lead tofurther action. During their arguments,the problems were resolved by trial anderror all the times. Each working sectionshould focus on trial and error more thantheoretical approach as theory andpractice.

Another importance for KAIZENactivities is to share the problems to otherdepartments in order to find out moresolutions from others. I read the articleregarding to the German Automobilewhich mentioned about direct-injectionengine which was the burning system in

direct cylinder. This was the invention ofMercedes in Germany. It succeeded toassemble in airplane engine with littletorque fluctuation. But it failed to applyon cars which moved on the road andhad more torque fluctuation.

But Japanese AutomobileAssembling Manufacturer succeeded thisburning system in the car. In Japan,there was no barrier between mechanicexperts and electronic experts while therewas a barrier between both of them in

Germany, which made the fusion systemnot work properly.

There is the wall between thedepartment at various situation. Even inJapan, there also is the gap of ProductionEngineer (IE Department) and Workshopin most companies.

For example, at the manufacturingpreparation step, the jig for assemblingwork was made and passed to themanufacturing department but it washardly used as it was. That was theexisting condition. The opinion of eachdepartment regarding to the tools and

machines could be reflected more andgained the initiative.

Although the given problems areable to be clearly solved, the next step of

demand is the ability to discover theother problems by themselves from theirworkshop.

Finally, how can KAIZEN activitiesbe kept continuously? We had heardfrom the past that Continuity is power.It is easy to say but in practical, there ishardly such that company to do so.

3. Maintain the w ell-establishedstructure

In Japan, there are many events inseasons. Originally, it may be thecharacteristic of agricultural people.KAIZEN activities are as events, all cometo life when the event comes, after that itreturns to the silence as before. Thereare many ways of the following which arestated in the figure afterwards.

How to maintain the continuation Systematic Effort

Always beware of RiskThe above three matters will be

explained in detail as below.

1) Provide an eye to look atMUDA

I ) Standing at WorkshopManager who is in charge of that

workshop doesnt go to the site.

WINDOWS is available for anybody to usefreely. The leader of that workshop isgood in executing the data but cannotapply it to make any actions. I haveheard that some supervisors had very lesstime to check it. Leaders job is not toget the data, but to take action whichfocuses on using the data to makecountermeasure. The objectives andprocedures are misunderstood withoutnotice.

The chance to communicate with

members is decreased because there isless time to go at workshop, the humanrelationship often becomes having the


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problem. The leadership is weakenedand the overall knowledge of leaderbecomes weak too. Before of that, mostof leaders cannot make a distinction

between [give someone a job] and [leaveall the decision making to someone].

First of all, the leader of theworkshop has to start the management(MUDA Removal) at workshop

In the year 80th, the disco boomed,there was a stage in the hall. With thesame way, if we make the stage atworkshop in the factory and then we lookupon the movement of operators, flowsof things, defects, both normal andabnormal things; plenty of troubles canbe found.

When there is some issue, therepetition of Looking at manufacturingcycle must be done many times, andmoreover, to search for 5 Why and findout the real cause to tell its own answer.Generally, extraction of reasons will go onwheels until 3rd Why, but 4th Whyand 5th Why do not come out easily.Because they do not come out, that iswhy we have to think. At that time, it will

be different from the prior 3 Whybecause only the knowledge and skill untilnow can not bring out the answer. Theaction which tries to think why is reallyto bring out the intelligence, which goesover the common sense.

Fig. 4 Only Knowledge cant win

Knowledge Intelligence Power of Winner

Rival also can

purchase with

money

Invention the

Intelligence on

workshop

by trial

and error

This will be the

practical knowledge

to win and the

power to overcome

the rival

The competition with onlyknowledge and skills can be easily leftbehind by the rival in the same business.The point for the company to win is howto use intelligence (idea) to make the

differentiation. The activities which mustbe joined by all to bring out theintelligence (idea) are the way to developthe innovation from the workshop. These

all activities will be started from standingon the stage.

I I ) Normali ty and Abnormali tyFor Production Activities at the

factory, it is very important to understandall Normality and Abnormality. Forexample, the speed of production follows(normally) the plan or not, works inprocess at workshop, which whether arewell qualified or make defects, must beknown by anyone. If quantities and typesof defect, etc. are known, the operationhandling of [the data should be taken andconsidered] will not be needed at all. Ifthe abnormal condition is shown visibly,the real-time countermeasure can bedone easily.

But there are many leaders/supervisors in factory who cannot use thetools of Visible Management well. Thisis the tool used for discovering normalityand abnormality and it is themanagement at workshop to returnabnormality to normality rapidly.

Most leaders do not recognize the

abnormality; therefore, they cannot graspthe troubles and manage them. Ofcourse, the leaders who do not concernabout the abnormality and cannot solvethem are disqualified from the beginning.

If the normality and abnormality isso easier to understand, the action toform it normal and to find out the MUDAwill be easier too.

Then, this visible management usesthe notice board to show the department

What is [Visible Management] ? What is NormalWhat is Abnormalto be known by glancing.

Index Measure to clearly identify what is Normal.

Tool for Visible Management PolicyTargetNotice Board

Display of Process NameLocation NameGoods Store Display of Tact TimeControl Table of Production per time unit

Table of Minority Session ManagementThemeTarget Value

Activity Plan

Notice of the Chart of Standard OperationOne Point Lesson

Red TagTag to indicate the defect goods

Display of the various color of JIG and Packages

Objectives Make the condition easily to discover the KAIZEN points at the

workshop by sight.

Fig. 5 Visible Management


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policy, the movement of the monthlyfocused activities, and others which linksto the minority session. It is thethoroughness of policy, as a tool to

thoroughly let the subordinatesunderstand the leaders thinking.

The more the workshop can makethe visible management, the moreKAIZEN proceeded well. Any workshops,which cannot do this, could not proceedor be difficult to proceed KAIZEN.

The objective of visiblemanagement is to make the workshopable to discover the problems easily.

I I I ) Look at the FlowEspecially, looking at the Flow of

Manufacturing in the Factory lets us knowabout MUDA.

There are two ways of Flow. One isdistributed from external and another isfrom internal process. If there isstagnant things somewhere, it has to bethought Oh and be asked oneself thereason Why?. Stagnant things occursbecause the external party will supply

materials in bulk at a time and processinglot size of internal process areinappropriate.

The difference of RunningManufacturing and Flowing Manufacturingare showed in Figure 6. Although it is themanufacturing by cell as popular rightnow, or it is the direct line manufacturing,

do both of them can progress without anyone of work in process left in themanufacturing line or not? A long time

ago, the home appliances direct linemanufacturing had a gap (not closertogether) between process and process.There were many works in process on

conveyor, it was a typical runningmanufacturing. Moreover, the qualitycould not be assured and it was difficultto increase the manufacturing efficiency.

Figure 7 shows the method toshorten the lead time and the differencebetween the lead time to proceed big lotand small lot. Lot Manufacturing willbecome one piece manufacturing if that isdeveloped.

However, materials flow is easily toextract the MUDA and generate idea tocombine the process when checking thequantity those are holding andconsidering the process before and after.

If the flow is dynamically done, rawmaterials could not link to the finishedparts.

Taking wide views, the flow ofmaterials until distribution can go on at astretch. This is the same concept of SCM(Supply Chain Management).

I V) Look at people

Keep watching at operators action,you know that whether their actions

make added value to work or not.Figure 8 shows motion and work.

The action which brings out the added

2. Process : Etching

1. Process : Exhaust

3. Process : Edging

4. Process : Inspection

5. Process : Packing

LeadTime

Lead Time of small

Lot manufacturing

Lead Time of big

Lot manufacturing

Short Long

Carriage

Carriage

Carriage

Carriage

Finish

10000 Pcs

10000Pcs

10000 Pcs

10000 Pcs

10000 Pcs

MovementDuring

Process

Short Long

100 Pcs

Process Seq.

Process Name

Fig.6 Running Manufacturing and Flowing Manufacturing

Running Manufacturing Flowing Manufacturing

ProcessStationary (WIP)

Move (Carriage)

Inspection

Stationary (WIP)

Move (Carriage)

Process

Inspection

Inspection

Process

Process

Inspection

Line that hold the WIP on Stationary,Movement, Inspection

Line which Inspection is between eachProcess for progression

Process

Process

Inspection

Fig. 7 Method of Shorten the Lead Time

(Big Lot Flow Small Lot Flow)


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value called work, otherwise it wascalled motion. This is the definition saidby Mr. Ono, Former Vice President ofToyota.

After the world war, he comparedJapanese automobile industry to the bigAmerican automobile industry, Japaneseindustry was cornered into the conditionthat would not stand more. He was toldby his superior about the impossible

subject which was set to overcomeAmerican within 3 years.

He directed to achieve the target,he carefully took a watch on job of thefactory and tried to get a clue to solution.At that time, he found that job=work +motion. That time, American did theirjob with job=work + motion. Therefore,he thought that Toyota would win if theythoroughly eradicate motion to makejob=work.

Work without added value is only

motion which will cause MUDA. Forexample:

The waiting time to keep on awatch while machine is operating.

The waiting time at the conveyorwork.

The time to hand out for movingthings at assembling work.

The lost motion at assembling work TORIOKI (Put in and Take out

operation) at conveyor work

Looking at the workshop only cansee many MUDA. The density of job inFigure 9 shows how much the proportionof the added value is among the wholejob of operators. In case of the assemblyindustry, the density of job is always low.To change motion to be work is alsoto increase the density of job.

2) Increase the ProblemSolving Ability

I ) Do i t immediatelyI thought that the reader might

hear about the KAIZEN (improvement) ofwork till to KAIZEN (improvement) ofequipment for many times. I did notmean to stop KAIZEN of work and tomake KAIZEN of equipment, but theKAIZEN of work should be thoroughlydone before doing KAIZEN of equipment.

For example, if there is a conveyorto combine the process A and process B.One day that conveyor is broken and it isalready old and rotten, therefore newconveyor is required as KAIZEN ofequipment.

At that time, if the operators ofProcess B come nearby the process A,and directly hand the parts, theconveyor to link process A and B isunnecessary.

The production engineer who isgood in improving the equipment willimmediately buy the new conveyor.

The way to say From KAIZEN ofWork till to KAIZEN of equipment may bemuch appropriated to say KAIZEN ofwork in advance of KAIZEN of equipment.

The equipment should beintroduced after the KAIZEN of work isdone to remove the MUDA already.Otherwise the equipment would be

Fig.8 Motion (no result) /Work (result)

Job Work (result) Motion (No result)

MUDAValue Added

Completely Removal of MUDA

WorkShop Strategy

Fig. 9 Density of Job

All Operation

Value Added OperationDensity of Job

Motion (No Result)

Work (Result)

To change Motion (No

Result) to Work (Result)

To Increase the Job Density

Recognition of MUDANo Value Added Work


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introduced with MUDA includedequivalent to buying the expensiveequipment. That is waste of money withno doubt.

Improvement of work does notinvolve to equipment, it can be doneimmediately at any time. If anothertrouble occurs during the improvement ofwork, it can be return as before.

If it fails and another method isexecuted in that process, it may be good,it may get a clue to new problem solvingmethod. This is the good point of doing itimmediately.

If the workshop A changes, theworkshop B varies and that wouldinfluence the workshop C to be changedalso. To change the workshop often, isuseful for member to have moreimprovement conscious.

As shown in Figure 10, to doKAIZEN of work rather than KAIZEN ofequipment will be handled with very lowcost of work and management comparingto the high effectiveness. If compare tothe investment cost for mechanizationand automation, it is rather loweffectiveness.

Rather than KAIZEN of equipmentwhich spends much time, the KAIZEN ofwork which is immediately done is rapidlypractical and encourage the KAIZENactivities.

I I ) Observation and ThinkIn the problem solving ability, thesense of ability to observe is veryimportant. That means how to pick up

the problem which is extracted from theworkshop.

The 3 steps of the process fromgenerating opinion to execute KAIZEN areexpressed in Figure 11. The concept ofObservation and Think is stated in Figure12.

Observation starts from raising theproblem detected and feel OH!. Nothingcomes from current affirmation, a newstep from current negation begins. Thinkis the feeling after OH! to generate ideaand countermeasure. But if the

Observation and Think are done at thesame place, the mentality of commentwill be weakened and the ability ofobservation will stop. At the workshop,only observation is enough withoutthinking. Anyway if the idea occurs, itshould be written in memo.

After observation, to discuss on thepoint of thinking by memo from what isobserved at in another place is easier toconclude. Observation is acting as a key to

open the door of treasure housecalled KAIZEN Proposal.

Thinking sows the seed of KAIZEN.

Then, stop observing action

Weaken critical faculties

Fig.12 Observation and Think

Comment the questions from the

current situation

The answer for the Observation

(Easy to compromise with reality)

Observation

Think

Observation Neutral

positive mental activity negative mental activity

Think

Fig10 Improvement of Work is better than Improvement of Equipment

Efficiency

Investment Cost

Efficiency of Work,

Management

Efficiency of Mechanization

Efficiency of Automation

Improvement of Work

is better than

Improvement of

Equipment

Fig.11 3 Steps of Improvement

Observation

Think

Take Action

Discover the ProblemRaise the Problem

Generate the IdeaCountermeasure

ConsiderationDecisionAction


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I I I ) Set a cut end of MUDA.The way to proceed the elimination

of MUDA is different from the pattern

which is applied or not. Generally, it isbetter to look at each workshop with thecut end of MUDA which are specified asbelow:

1.Eliminate MUDA at each process To fully establish the small KAIZEN in

daily work, starts from improvingoperation, jigs and work, etc.

2.MUDA on handling Looks at the movement of operators

and make decision. Take a carefulwatch on the machine, trouble of jig,balance of process.

3.MUDA on stock inventory and work inprocess

The easiest way to eliminate MUDA onstock inventory and work in process isto make a small lot manufacturing,and then manufacture individually.

4.Human minimization The conclusion is that an enforcement

must be issued to 1 people (2 people)Assembly Cell line or U line first, andthen command to whole factory.

The ratio of KAIZEN in each factory isevaluated on the ratio of using 2people in assembling.

All company can bring up the cellsystem as well.

5.Improvement by StepEspecially for the process which uses

mold, various types of products atsmall lot manufacturing is commonlyknown that the time loss during thepreparation to change the process isincreased, therefore, it should startsto improve from zero preparationskills.

6.Defect and ClaimStarts from making zero defect line.* Makes the Cell line form first.* Get rid of the point which troubleoccurs.

* Executes 5 WHY to each troublethat occur.* POKAYOKE (avoid careless miss) at

each process.

(Warning on how to place things or jig,not to place the thing which is easy tomisunderstand in the same place,etc.)

7.Prevention of Stock Shortage In the assembling process, all cannot

be assembled if one part is short. Thisis an actual problem.

A) The sequence-repeated productuses KANBAN manufacturing

B) The allocated product uses CheckSystem

8. Stop CHOKOTEI There are many causes of CHOKOTEI

(manufacturing stopped for a while(uncompleted preparation, somedefects mixed, loss of tools, etc.)

For process industrial factory andautomatic machine factory, operationstarts within one minute.

There are many cases of CHOKOTEIwhich some defects are mixed and

caused it break off, therefore, payattention in controlling work inprocess.

Uses simple TPM methodA) Initial Cleaning to prevent dirt and

dustB) Stop Moment Preservation (prepare

parts to change)C) Countermeasure for maintenance

calendar as prevention

9. One piece manufacturing methodManufactures 1 piece at all processesIt is similar to the dryer machine usedfor drying the products. The merit iswhen running by lot manufacturingcosts less electric power. But to makezero defects, it should be improved byspending much time to manufactureone piece of sequence-repeatedproduct.

10. Delivery Lead timeChanges the gathering manufacturingto be small lot, and challenges to onepiece manufacturing.


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Executes thorough the processcombination

Shortening the lead time by gatheringsome more processes into compound

process. For example, combination of5 processes will shorten the deliverylead time into 1 of 5 by ratio.

I V) Work s as Subj ect AchievementPatt ern t o be Subj ect Creation

PatternThe last countermeasure to improve

the ability of problem solving mightsuddenly looks like conflict but that is not.

The manager who is the leadershould propose the countermeasure onthe subject given correctly. But if he/sheget familiar, the pattern will be [SubjectAchieve] and [Command Report].

The low level manager might besatisfied with this condition but it isnecessary for manager himself/herself tomake a real progress. But in case of topmanagement person who stops at SubjectAchievement Pattern, he/she isdisqualified.

Management is always said as theindustry to handle with environment. Theeconomic environment changes moreviolently than our consciousness ormanagement Organization.

From now, leader and managementpeople have to forecast environmentchanges in advance as business subject.Considering about what subject formanufacturing department, what subjectfor development department, whatsubject for operating department should

be done.

(Leader Style of handle the subject) He/She is good at achieving the given

subject but not good at finding outown subject (problem in theworkshop) which is called passivetype leader. (operators, supervisors)

The leader who always waits for theinstruction, he/she will not move ifthere is no instruction.

The leader who cannot create theirown subject and perform action.

During the bubble economy in year80th, there was a strong idea about thecompanys rival. If another company inthe same industry had introduced

something, they do also introduce thatthing too. If the company would be leftbehind and felt as illusion, the companyshould make the same practice. This wasthe characteristic of Japanese company,there no any strategies.

Because the action of rivals wereexecuted everything to compete,therefore no one loses but also no onewins the other company in theseindustries.

It is clear if we look at the postbubble financial industry. Currently, thatreflects some difference in service, etc

When the management peoplebecomes command-waiting leader,he/she will be not good leader becausehe/she can not do anything if there is nocommand

If we look at another example, theidea of fire fighting work needs to switchto Fire Prevention work but it could notbe. When fire accident occurs, the fire

fighting is immediately executed andmade someone feel worth to that action.But it is not good if the fire prevention isforgotten. The fundamental of fireprevention should be focused and thisdecreases the number of fire occurrence.

This problem is similar to the action inthe quality assurance department infactory. The correspondence after theclaim comes is logically done, but manyof them always forget that why the claimdoes not decrease, why it happens. In

this matter, I may add that To disposethe claim and To handle the claim iswholly different. The quality assurancedepartment who forgets why isequivalent to forget customer. If theword claim replaces the word customer,you will know that which the correctexpression will be.

In order to bring up the realmanagement people, we can say in therecent word as To make use ofintelligence and often explain the realobjective, For what?.

Only Knowledge can be bought bymoney, but Intelligence cannot.


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KAIZEN = Intelligence + MoneyIf there is no money, KAIZEN will be a

game of Intelligence, and business is alsoa game of intelligence.

3) To maintain the well-established structure

I ) Cont inuously MaintenanceSystem

The way to continuously maintainthe KAIZEN activities in factory is verydifficult matter. But the companies that

promote the KAIZEN activities and push itout, are lively and most of them can gaina good profit.

Many companies have done theKAIZEN and reorganization, but we cansay they finish like a festival. The festivalfinishes and will come again in the nextyear. This (once a year) cycle cannot becalled continuance repetition.

The differences between factorythat is well-established and non-established KAIZEN are shown in Figure13. The productivities in well-establishedfactory is rising by heaping the effort upsteadily, but the factory which is non-established does KAIZEN like a Festivalpattern, when it finishes the KAIZENactivities are declined and theproductivities will return to the beginningstatus, and it will remain unchanged inaverage.

This phenomenon always occurs inthe company that extends their businessin foreign country. The followingrepetition happens.

Someone from factory in Japan goesto perform a local instructor.

KAIZEN is executed.Japanese Staff comes back to Japan.The evolution stops and returns tothe beginning status.

Again, someone from Japan goes toinstruct.The important thing of Saw

pattern productivities of the factory whichis non-establish in KAIZEN is, there arelack of the system to maintain KAIZENcontinuing.

The method to generate theinnovation is shown in Figure 14. Themost important things are 2 points.

How to generate the innovation and How to get subordinates into

troubleIf they are not in trouble, theirintelligence will not come out. Therefore,good trouble making is always given tothe minority group continuously is a

system to let them take the action.

I I ) Consistency activit y is th e drivingforce for business reformat ion.

To execute the KAIZEN activitiescontinuously and consistently forcompany is generally difficult and it is notso long to be continued.

As it is explained in the earlier

chapter, many of them did it becausethere was a command from superiors. Itis the festive KAIZEN, when the festivalfinishes the KAIZEN also finishes.

Fig.13 KAIZEN well-established and non-established

Efficiency

Time

Discontinuously KAIZEN Practice

Efficiency spread in flat

Efficiency

Time

Lowering Level

Improvement

Continuously KAIZEN Practice

Efficiency spread up on right

KAIZEN non-established

Factory

KAIZEN well-established

Factory

Equipment+Continuously Improvement

Equipment

Equipment+Discontinuously

Improvement

Improvement Improvement

Fig.14 What is Innovation

Intelligence Idea

Activity to pull out

Method to provide Intelligence, Idea

If no trouble, no intelligence


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This is the sample that explainsabout the point of continuously practice.

(Sample of KAIZEN: Preparation for heavy

metal pressing machine)In the past, this industry needed

the average of 2 hours for preparation.Therefore, the quantities of press partsstock were bulk. Then, there were twocompanies challenged to shorten thepreparation time to reduce the stockinventory.

A company set the target at 1 hourand able to achieve that target 6 monthsafter the KAIZEN was done. The detail toperform the subject was preparationtime ever spends 2 hours.

On the other hand, B company hadchallenged to shorten this preparing time,they could shorten it in 1 hour bysomehow. But their target was set to be5 minutes, and the detail that theydesired to perform was how to shorten itto be 5 minutes.

Certainly, KAIZEN activities toshorten the preparing time one hourduring A company and B company are

mostly not different.But A company could resolve this

problem by shortening ordinary two hoursin this business to be one hour, then Acompany is satisfied and the KAIZEN ofthis subject was finished.

The Target for B company tochange the preparation to be 5 minutesas desired. The distance to achievetarget seems unrealizable. But theKAIZEN activities are done silently andcontinuously for months, after that the

target which is thought that it isimpossible is achieved.

To challenge with the desirable 5minutes is continuously changeactivities and it is the built-incontinuously system.

If the continuance of KAIZEN is notwell-established as system, it will be very

difficult.As shown in Figure 16, the clarity of

problem comes first. And that clarifiedsubject (ideal appearance included) mustbe shared to members, and all of themchallenge to execute thecountermeasures, sometimes the targetmay be in chaos, troublesome or betroubled, and the intelligence will comeout and it continues until satisfied. Thesuccessful sample will be widelyexpanded as the result.

The structure includes thefollowings.1. Clarity of problem bases on the

thoroughness of visible2. Must chase someone into trouble and

let him/her execute with no choice.3. To educate people to practice the

KAIZEN activities to generateintelligence.

I I I ) Systematic Management

Well-established system is to makeeverybody join on the stage. But if it isdone continuously, besides informalgroup (minority group which is not beparticular to objective), the organizedbackup (system) is needed.

Why does the system be made andpromote and expand?

It is not because the proposedKAIZEN activity is focused byadministrative who in charge ofinstructing, educating and training, but it

is to strongly expand the operatedKAIZEN activity. The objective is to pushthe KAIZEN activity.

1. Consistent

Fig15 Continuity of KAIZENContinuous KAIZEN

Clarity of

Problem

Sharing of

Problem

Make up a

countermeasure

Continuance

Expansion


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2. Systematic3. ConsciousThe activities campaign which

involves the incentive is needed, up to

the level of company.

KAIZEN Mechanism is stated onFigure 16. According to the level,Current situation + KAIZEN is theobjective of KAIZEN itself to execute, it isnot so long to continue. If there is lack ofsubject, KAIZEN activities stop.

But it does not be like that. Gap

between ideal appearance and currentsituation must be caught up and make itthe needs to be improved, and shouldmake it continuously propelled.

Someone shall climb a mountain.The reason is not the mountain exists justthere, but it is the mountain which he/shewants to challenge (ideal appearance). Inthe first case, he/she can climb in lightattire without careful preparation. This isthe drifting KAIZEN management.

On the other hand, someone needs

a careful preparation and utilizeintelligence as a tool to make innovationand objectively action. The target is alsofirmly therefore the continuously practicecan be done.

And sometimes, to make a wellestablished structure must do an overallcompany KAIZEN activities campaign.

For example, the 5S promote tool isshown in Figure 17. Should 5S startpromoting for whole company or onlysome part in organization, the effect will

be different. To execute what topmanagement people advice must beadmitted by everyone.

Moreover, the superiors policy, theperiodically task force, subject, thesample to introduce the situation beforeand after KAIZEN, the sample from other

company, etc. must be bulletined andsupport everyone to participate. Visitingto the other well-developed factory twicea year should be done because it is usefulto develop the consciousness.

Fig.17 Tool for promoteFig.17 Tool for promote SS

Excellent Award and BulletinS Day (EveryMonth/1Time/1Hour)

S Badge

Top Manager PatrolS Observed Visit TripS Slogan

Check SheetPhoto at Same Place

Evaluation ToolPromote ToolPR Tool

Excellent Award and BulletinS Day (EveryMonth/1Time/1Hour)

S Badge

Top Manager PatrolS Observed Visit TripS Slogan

Check SheetPhoto at Same Place

Evaluation ToolPromote ToolPR Tool

I V) Conscious of Crisis Awar enessThe final step to make a well-

established structure is to build up asense of crisis, and it will be excellent if itcan be a tension to be shared among allemployees. The motivation of crisisawareness starts from the current denial.

It begins from deeply fixed themember to know the companysweakness caused by the changes of time.If all members always share the sense ofcrisis, it is useful to make KAIZENactivities continuously.

As described below, the conceptionof current denial is necessary to be a

policy for team all the times.Its operation will change thenegative spiritual structure to be positiveand it will be the encouragement.

Daily KAI ZENTo think that one success is the departureto another new success.

MUDA Removal KAIZEN iseverlasting subject.

[Thats OK] stops your progression. Dont be satisfied with the same

success as yesterday. Do regret at one success.

Fig.16 KAIZEN Mechanism

EFFECT CURRENT KAIZEN

Target Ideal Appearance

KAIZEN need is from the Gap between Ideal appearance and currentsituation

Analysis the fixed volume to be improved (human, things, money etc) and

set up the target clearly

CURRENT KAIZEN EFFECT

KAIZEN is objective

Drifting KAIZEN Management


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Current denial, repetition ofproblem discovery and maintaining thecrisis awareness is persistently said but itwill bring the KAIZEN activities be done

continuously and provide the power tocontinue performance.

When the method and technique ofJust in time is brought in and just doit quite seriously, it is easy to reduce thecost for 10% or 20%, some companiesare satisfied with this. If it is thoughtthat enough effectiveness, it ismisunderstood and make someone undothe KAIZEN activities. Some companiesspend the money which is profit to startanother business. At the beginning, thereis no feeling about crisis or crisisawareness.

It does not last long and will returnto the beginning situation in short while.People always feel relief when thesituation goes upturn. But this is difficultto accomplish the Just in timemanufacturing innovation and KAIZENactivities. If the manufacturinginnovation campaign starts, it should bethoroughly run without another way of

thinking.In addition, it is up to how much

continuously executing power andintention and enthusiasm to accomplishare. When we say like this, someonemay think thats a mental theory. But it iseither good or bad mechanism to runcontinuously, but it will continueautomatically. So, its not mental theorybut it is mechanical theory.

The company which thinks that theywill roll out the KAIZEN activities because

other did it and they themselves want totry or thinks that in order to get close torivals, that company should not start it.KAIZEN effectiveness will be a few butreturn to the situation before in a shortwhile.

Lastly, major role of the KAIZENactivities is performed by staff, if thebottom up is done well, nothing is betterthan this.

But for this KAIZEN and reformationintroduction, not only to posses theknowledge it is still difficult to carry out inpractice.

Those are not just a simple methodand technique, if the way of thinking,point of view are not changed from theroot, it does not succeed. First of all, if

top management does not lead to workand does not induce the bottom up, itdoes not succeed.

Both top management people andstaff are not the persons who understandKAIZEN but must be the persons whoexecute and are required to make itprogressively.

Reference- JAPAN MANUFACTURING CHANGE TO

THISKANEDA SYUJI- TOYOTA SYSTEM.. KADOTA YASHUHIRO- PROCESS BREAKTHROUGH KNOWHOW. SEKINE KENICHI

L.S.AIRU CO.,LTD . TANAKA ZENGOTel 072-874-5232

.(Author: Zengo Tanaka, L. S. R.)

No part of this document may be reproduced in anyform, including photocopying or translation toanother language, without the prior written consentof Fujitsu PRO-NES(Asia) Pte.Ltd.

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