PRESENTED

BY:
AVNEET
KAUR
DEEKSHA
AKANSHA
 INTRODUCTION
 Kaizen is the Japanese word for "improvement" or
"change for the better"
 refers to a philosophy or practices that focus upon
continuous improvement of processes in
manufacturing, engineering, supporting business
processes, and management.
 LEYLAND TRUCKS
 Introduction
 Leyland Trucks manufactures trucks.
 This case study shows how Leyland Trucks
continually makes improvements to
everything it does based on the Japanese
principle of Kaizen.
 currently has a 15% share of this European
market. The current business objective is to
increase the market share to 20%.
 achieve this objective has two main elements:
 continuous improvement
 increasing production capacity from 18,000
to 25,000 units.
 There are a number of major reasons why Leyland
Trucks practices continuous improvement:
 to meet the production and sales growth plans
to meet customer demands for more reliable trucks
to stay ahead of the competition. For example, there is
always a risk that rival manufacturers,
efficient production

 The main themes used are:

 on-time performance (meeting deadlines)
 productivity (how much is produced from given resources in a
certain time period)
 quality (for example, the numbers of defects – ideally zero)
 financial (for example, costs)
 inventory (the quantity of stock held)
 health and safety (reportable accidents, minor accidents)
 continuous improvement (Six Sigma)
A culture for continuous
improvement

 Leyland’s values support continuous improvement and include:

 training for everyone – for example, identifying ways in which people
can contribute to
 continuous improvement such as by eliminating errors and waste
 involving everyone from top to bottom in decision-making
 empowerment – giving responsibility and power to everyone in the
organisation,
 encouraging them to make decisions and to take on responsibility for
continuous
 innovation – encouraging everyone to be prepared to think of,
communicate and try out new ideas.
 More than 200 ideas for improvement were suggested by ground-level
employees
Conclusion
 muliti-million pound savings resulting from Six Sigma
 a rise in on-time delivery to over 95%
 10% reduction in mechanical defects per unit
 45% reduction in reportable injuries and 10% in minor
injuries in the same period
 CORUS
INTRODUCTION
The steel manufacturing company Corus
focuses on meeting the needs of its
worldwide customers and providing
innovative solutions. It manufactures,
processes and distributes steel and
aluminium products worldwide. Corus is a
subsidiary of Tata Steel, part of the
giant Indian conglomerate.
CONTD…………

Corus Construction & Industrial (CCI),a business

unit of Corus, has steel manufacturing facilities

The site consumes 6.5 million tonnes of iron ore

and 2 million tonnes of coal each year to produce
4.3 million tonnes of steel products.

CCI’s business strategy is to produce quality steel

to satisfy customer requirements, focusing on
delivering products at the right time in order to
secure profitable business.
 NEED FOR CONTINOUS
IMPROVEMENT
A key challenge is to meet the increasing
demands for more steel, at increasing levels of
quality and to comply with more demanding
delivery requirements.
A new ‘greenfield site’ steel mill could cost
more than £300 million to build.

CCI therefore needs to make process efficiencies

and quality and delivery improvements with its
existing manufacturing plant.
 areas for continuous
improvement
INVENTORY

WASTE ELIMINATION(LEAN PRODUCTION)

SCHEDULEING

TAKT TIME

CULTURE
IMPLEMENTING CONTINUOUS
IMROVEMENT CULTURE
 5 YEAR PLAN-
To help workers accept the changes, the 5-year
plan established a timeline for the programme of
introducing change.
IMPORTANT STEPS

 Key Performance Indicators

 Benchmarking
The benefits of Continuous
Improvement
• reduced waste through lean production
• improved product quality
• reduced rework time
• faster response times, giving more
customers their orders on time
• becoming more competitive by driving
down costs
• retaining/gaining customers through
innovative products and services.
CONCLUSION

Corus is transforming production at its

Scunthorpe plate mill through
Continuous Improvement. This way of
working encourages all employees to
behave as team members to identify
and support work improvement
opportunities.
 MARUTI SUZUKI

INTRODUCTION
Maruti Suzuki India Ltd., formerly known
as Maruti Udyog, is the one of the oldest
car manufacturers in India. The company
has written 28 years old history in the rich
Indian heritage
MARUTI ADOPTING
KAIZEN
In its bid to meet limited capacity challenges at its
existing plants, Maruti Suzuki has said that it will
be adopting 'Kaizen' methodologies in its
production processes that would help it to
rationalize its assembly lines.
 REASON FOR ADOPTION
 CAPACITY CONSTRAINTS IN GURGAON AND MANESAR
PLANTS

 CHANGING DEMANDS OF CUSTOMERS

 RETAINING ITS MARKET SHARE

looking to enhance its export base by entering into markets in the Middle East, South America, West Asia and Australia.

STEPS TAKEN ARE :

 to roll out brand centres across key metros in

the country that will enable it to enhance its brand
salience.

 to enhance its export base by entering into the

markets in the Middle East, South America , West Asi
and Australia.
 BENEFITS GAINNED
 30% GROWTH IN SALES OF CARS

FROM 55,000 TO 72,000