APPAREL QUALITY MANAGEMENT

A PRESENTATION
ON
KAIZEN
Submitted by
Arpit Shahji
Trividha gotewala


1
Submitted to:
Mrs. Nupur chopra

KAIZEN
THE PRACTICE OF CONTINOUS
IMPROVEMENT


History
Kaizen is Japanese For Improvement or Change For
The Better

Developed In World War 2

America was brought in to help rebuild japan

William Edwards Demming known as the father of Kaizen
for actually introducing and teaching Kaizen
Japanese management
Kaizen
Process-oriented way of
thinking
Western management
Innovation
Result-oriented thinking
Why Use Kaizen?
1. To solve problems (without already
knowing the solution)
2. To eliminate waste (Muda)
Transportation, Inventory, Motion, Waiting,
Over-production, Over-processing, Defects
3. Create ownership and empowerment
4. Support lean thinking
Definition of kaizen
KAI ZEN
To modify, to change Think, make good, make
better

= KAIZEN
Kaizen is a Japanese term that means
small, incremental, continuous
improvement
Kaizen goes back to 1950s when Toyota implemented quality
circles leading to the development of Toyotas unique Toyota Production System
and is now used throughout the world
Masaaki Imai is known as the developer of Kaizen
Continuous Improvement
Is the continuous elimination of waste

Common Causes of Waste :


Layout (distance)
Long setup time
Incapable processes
Poor maintenance
Poor work methods
Lack of training
Inconsistent performance
measures
Ineffective production
planning
Lack of workplace
organization
Poor supply
quality/reliability
Kaizen (Continuous Improvement)
THE STEPS OF KAIZEN ARE :
A.) Select an Event

B.) Plan an Event

C.) Implement an Event

D.) Follow-up to an Event
Kaizen has three major components:
1. Perceptiveness: All Kaizen projects are based on identified
problems.
2. Idea development: This stage requires more than one
person to provide better innovative ideas; therefore, forming
a Kaizen focus team for the identified problem is very
important. In this team-assembly process, one key is putting
employees who work in the problem area together in order to
interact in this innovative team
3. Decision, implementation, and effect:
Kaizen is only valuable if and when it is implemented. In the
decision-making process, the team identifies what appears
to be the best solution, and the team is also responsible for
evaluating the effect of the Kaizen process
The steps of this approach are
summarized as follows:
1. Identify a problem.
2. Form a team.
3. Gather information from internal and external customers,
and determine goals for the project.
4. Review the current situation or process.
5. Brainstorm and consider seven possible alternatives.
6. Decide the three best alternatives of the seven.
7. Simulate and evaluate these alternatives before
implementation.
8. Present the idea and suggestions to managers.
9. Physically implement the Kaizen results and take account of
the effects.
The foundation of the KAIZEN method
consists of 5 founding elements
1. Teamwork,
2. Personal discipline,
3. Improve morale,
4. Quality circles,
5. Suggestions for improvement,
KAIZEN 5S framework for good
housekeeping
1. Seiri Sorting Out
2. Seiton Systematic Arrangement
3. Seiso Spic and Span
4. Seiketsu Standardizing
5. Shitsuke Self-discipline
Principle of 5S
The 5S are pre-requisites for any improvement
program.
5 S Philosophy focuses on effective work place
organization, simplifies work environment, reduces
waste while improving quality and safety.
Efficient work and quality require clean
environment, safety and discipline. 5S are
simple and effective rules for tidiness.

What are these 5S?
Seiri
Sorting, keep the necessary in work area, dispose or place in a distant storge
items that are not in use and throw away unneeded items.
Seiton
Systematic arrangement for the most efficient and effective retrieval.
A place for everything and everything on its place
Seiso
Cleaning. After the thorough cleaning during the 5S implementation. A daily
follow-up cleaning is necessary in order to sustain this.
Seiketsu
Standardizing. Having successfully implemented the first three S. An easy-to-
follow standard must be made to support this improvement.
Shitsuke
To keep these 4 S alive. It is necessary to educate employees in maintaining
these standards.
waste
Implementation of 5S
Clear, shiny aisle ways
Color coded areas
Slogans, banners
No work-in-process ( WIP )
One-Piece Flow
Standardized Work Sheets

Constantly eliminating MUDA which means
waste.
The word MUDA carries a deeper
connotation. Any non-value adding activities
are considered MUDA.
MUDA results in direct loss of money or at
least failure to increase efficiency and achieve
customer satisfaction.
Turning loss into profit by MUDA elimination
is one of the easiest ways for a company to
improve its operations.
To eliminate waste, it is important to
understand exactly what waste is and where it
exists.
Seven Types of Waste
Overproduction
Build more than required, before required.
Waiting
Stop build to look for parts, tools, material, information
Transportation/Moving
Moving material, parts, tooling
Transferring product between locations, into/out of racks
Process Inefficiencies
Unnecessary operations, too many inspections, not building to
customer spec
Inventories/Storage
Excess raw material, excess WIP
Unnecessary Motions
Walking, climbing, bending, searching, identifying
Defective products
Low Yields, mistakes leading to large reworks, sorting, inspection
Go to GEMBA, observe, recognize muda
and take steps to eliminate it.
GEMBA means the place where the real
actions take place.
It usually refers to place where employees
have direct contact with customers.
GEMBA is where the value-adding activities
to satisfy the customer are taken place.
One place that is not GEMBA is a managers
desk.
KAIZEN activities can be conducted in several
ways.

First and most common is to change employees
operations to make his/her job more productive, less
tiring, more efficient or safer.

Second way is to improve equipment, like installing fool-
proof devices (POKA-YOKE) and/or changing the machine
lay-out.

Third is to improve procedures.
Kaizen Philosophy:



muda
All activity is either
value adding or non value adding.
There is nothing else.
Kaizen
Philosophy


muda
Attack first
Kaizen
Philosophy


muda
DISTRICT TECHNICAL
OFFICER
DISTRICT
MANAGER
DISTRICT
ACCOUNTANT
REGIONAL
ENGINEER
JOB
COSTING
CUSTOMER
RELATION OFFICER
ELECTRICAL
CONTRACTOR
REG. MATERIAL &
TRANSPORT MANAGER
STORE KEEPER
CUSTOMER PREMISES
1 2
9
8 7
6
5
4 3
10
13
11
14
12
CUSTOMER
RELATION OFFICER
COSTING, JOB CARD
REQUISITIONS CODING & SIGNING
DISTRICT TECHNICAL
OFFICER
STORE KEEPER
ELECTRICAL
CONTRACTOR
CUSTOMER PREMISES
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
discuss it with his or her manager.
3. The manager 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. Manager posts the form to share with and stimulate
others and recognizes the accomplishment.
Important reminders:
When defining KAIZEN action plan, go to GEMBA first.
Get a sense of reality at gemba and talk with gemba
people.
KAIZEN is controlled. Suggestion is encouraged through
TEIAN suggestion submitting system.
You cant do KAIZEN just once or twice and expect
immediate results. You have to be in it for the long haul.
Masaaki Imai
The only companies that will survive into the next
millennium will be the ones that have the flexibility to
produce according to fluctuating demand.
The competition for quality and cost is intensifying. Thus,
improving quality while reducing costs is the only option for
survival.

FEATURES OF KAIZEN
Widely applicable Can be used
in both manufacturing and non-
manufacturing environments

Highly effective & results oriented.
Kaizen events will generate
quick results, Measurable results,
Establish the baseline, and measure the
change!!!

A Learning Experience Every
member of a Kaizen Team will walk
away from the event learning something
new! !
Team based & cross functional
Team members can be from various
functions of the business. Top
management participation is
encouraged.


BENEFITS OF KAIZAN
Kaizen Reduces Waste- like
inventory waste, time waste,
workers motion
Kaizen Improves space
utilization, product quality
Results in higher employee
moral and job satisfaction, and
lower turn-over.

Toyota is well-known as one of the
leaders in using Kaizen. In 1999 at
one U.S. plant, 7,000 Toyota
employees submitted over 75,000
suggestions, of which 99% were
implemented.


Toyota A Case Study In Kaizen
Toyota is best known for using Kaizen

One of the main reasons Toyota is so successful

HITLER DIDNT USE KAIZEN

Which is why he fails so hard


FUN FACTS ABOUT KAIZEN
W Edward Demmings is considered somewhat of a hero
in Japan

In Japan they have the Demmings Award

Demmings is regarded in having more effect upon
Japanese manufacturing and business then anyone else
of non Japanese Heritage


References