KAIZEN Management

KAIZEN Management
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Copyright S. Fujita
1
KAIZEN Management
KM 1
KM 2
KAI-ZEN
KAIZEN Management
Characteristics of
Japanese Production
Systems
Continuous improvement
KM 3
What is Industry ?
Input
KM 4
What are evaluation
criteria for the output ?
Output
Q, C, D
Industry
Input
Man-power
Machines
Materials
Methods
(4M’s)
Products
Services
Industry
Q: Quality
C: Cost
D: Delivery
KAIZEN
action
4
5
KM 5
KM 6
KAIZEN is a Japanese word.
KAIZEN is a feedback.
Input
Output
Output
Industry
KAIZEN
action
KAIZEN is a corrective action.
2
Copyright S. Fujita
Contents
2
KAIZEN Management
KM 7
KM 8
Definitions of KAIZEN
1. A selection of better means
or a change of current method
for achieving an objective.
Definition of KAIZEN
2. An accumulation of small changes
The Japan HR Association
1
KM 9
The way of packing oranges
in Japan
Orange Packing (1)
KM 10
It is difficult to open a net and put
oranges in the net at the same time.
I need
help.
Productivity: 1 net per min.
Orange Packing (2)
KM 11
KM 12
A selection of better means
or a change of current method
for achieving an objective.
Cooperation increases a work efficiency.
Can you think of a better
method to pack oranges?
Productivity: 5 nets per min. with 2 workers
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Productivity: 5 nets per min. with 1 worker
3
2
KAIZEN Management
KM 13
KM 14
Chopsticks
Definitions of KAIZEN
1. A selection of better means
or a change of current method
for achieving an objective.
2. An accumulation of small changes
The Japan HR Association
%HQMR
Problem
1
KM 15
Many Japanese children hold
their chopsticks improperly
KM 16
KAIZEN 1
Parents teach the proper way of
holding chopsticks
… but still difficult to use
KAIZEN 2
KM 17
Soft paddings (Japanese fish paste) were
attached to the ends of the chopsticks
KM 18
KAIZEN 3
Training chopsticks were used for
teaching
… for some children, balancing the chopsticks is difficult
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KAIZEN Management
KM 19
KM 20
Where
between
KAIZENisisa adivision
small change
to
our jobs
andsomething
KAIZEN? better.
make
- I picked up a garbage and
put it in a trashcan.
- I wiped the windows and
made them clean.
- I used a mop to clean the gasoline
left on the floor.
KAIZEN is a
continuous improvement
Continuous = again and again, ongoing
4
KM 21
KM 22
KAIZEN is a small change
A waitress was working
at a restaurant in Tokyo
A small change of a method
- KAIZEN is to change a way of using
the mop
Any way to pick up the mop?
Any way to store the mop?
Any way to carry the mop?
1
KM 23
stapler
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KM 24
stapler
5
KAIZEN Management
KM 25
toothbrush
KM 26
Swatter
KM 27
KM 28
KM 29
KM 30
tweezers
Improvement by
changing methods
KAIZEN Steps
How do we change methods?
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KAIZEN Management
KM 31
KAIZEN Steps
- Abolition
- Discontinuance
- Exclusion
- Removal
Elimination
KM 32
KAIZEN Steps Review
- Abolition
- Discontinuance
- Exclusion
- Removal
- Simplification
- Centralization
- Synchronization
- Standardization
- Management for exceptions
- Integration
- Combination
- Simplification
- Centralization
- Synchronization
- Standardization
- Management for exceptions
- Integration
- Combination
- Alternation
- Exchange
- Conversion
- Diversification
- Separation
- Alternation
- Exchange
- Conversion
- Diversification
- Separation
4
3
KM 33
KM 34
KAIZEN by “Elimination”
Remove this
sliding door
Why are shoe box doors needed?
What is the use of the sliding doors?
After
Before
KM 35
KAIZEN by “Elimination”
CDG(Paris)
Toilets
1
KM 36
Frankfurt
Why is the toilet cover needed?
Before
After
1
Copyright S. Fujita
Hong Kong
䌔䌯䌫䌹䌯
7
KAIZEN Management
KM 37
KAIZEN by “Elimination”
No sleeves down-jacket is easy to work.
Reduce
KM 38
A fluorescent light
bulb was removed.
Before
1
After
KAIZEN by “Reduction”
KM 39
The number of fluorescent lights
was reduced.
KM 40
Parking Lot
Are two bricks needed
to stop a car?
Before
KAIZEN by “Reduction”
KM 41
KM 42
Zebra Zone
One brick is enough
to stop a car.
Before
After
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1
8
KAIZEN Management
KAIZEN by “Reduction”
KM 43
KAIZEN by “Reduction”
KM 44
A brush part of the toothbrush is
not necessarily long.
Side lines of
the zebra zone
are removed.
Before
After
1
Before
After
KM 45
1
KM 46
Change
toothbrushes
By watching the ribbon movement,
one can recognize that the air
conditioner is working.
Motion Picture
KM 47
KM 48
KAIZEN by “Change”
The hollow about the key hole
smoothes the key movement.
Before
After
1
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KAIZEN Management
KM 49
KAIZEN by “Change”
KM 50
Motion Picture
To oil the pan, a small teapot is
more convenient than a ladle.
Before
After
1
KM 51
KM 52
KAIZEN by “Change”
Stairways at the railway station
should have signs of up and down.
At JR Kurume Station
Before
After
1
KM 53
KM 54
Rush Hour
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KAIZEN Management
KM 55
KAIZEN by “Change”
KM 56
Hanging Straps in JR trains
The shape of the hanging strap
fits the hand.
Before
After
1
KM 57
KM 58
Hanging strap in
Hong Kong subways
Suggestion System
vs.
KAIZEN Suggestion System
The Japan HR Association
to Suggestion System
Suggestion System
KM 59
KM 60
Suggestion System Concept
Copyright S. Fujita
Idea
Idea
Reward
You suggest your ideas, and I will
examine them and implement some
of your ideas later.
11
KAIZEN Management
KM 61
KM 62
Suggestion System
KAIZEN Suggestion System
Workers’
responsibility
Implemented KAIZEN ideas must
be submitted
Management responsibility
Idea
generation
Workers’ responsibility
N
IZE
KA eet
sh
Management
responsibility
KAIZEN Suggestion System
Difference (1)
KM 63
KM 64
Suggestion System
Propose improvement ideas for any
activity in the company.
KAIZEN Suggestion System
Propose only improvement ideas
which will improve your own work.
KAIZEN
Memo
Difference (2)
AOTS KAIZEN
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KM 65
1
AOTS KAIZEN
KM 66
12
KAIZEN Management
Reward
KM 67
Award Payment for Each
KAIZEN Suggestion (1999)
0
0
1-99
50
Jpn Yen
200
250
8
88
79
200-299
80
300-399
21
192
500-599
30
600-999
89
1000-2999
over 3000
150
2
100-199
400-499
100
KM 68
14
Average 321 yen
Surveyed 603 companies
KM 69
Implementation Survey
KM 70
Different styles of change
No. of Participated Companies
Implementation rate
Participation rate
900
800
700
1. Small change --- By individual effort, a better
way of proceeding a job is
considered. (Idea creation)
(KAIZEN)
95
600
500
90
400
300
200
2. Medium change --- By group effort, a better way
85
(Small group
activities)
80
100
0
75
73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99
70
3. Big change
65
(Innovation)
60
82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99
is proposed by following
predetermined steps (or rule).
--- By investments in new technology
or equipment, dramatic alterations
are achieved.
2
1
KM 71
KM 72
Newspaper
Article
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㪧㫉㫆㪺㪼㫊㫊
㪚㪿㪸㫅㪾㪼
Nikkei News,
Nov. 22,1997
Tomato Juice
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13
KAIZEN Management
Hydroponics Cultivation
KM 73
Tomato Juice
KM 74
㪫㫆㫆㫃㩷㪚㪿㪸㫅㪾㪼
6000 tomatoes
㪧㫉㫆㪺㪼㫊㫊
㪚㪿㪸㫅㪾㪼
㪤㪸㫋㪼㫉㫀㪸㫃
㪚㪿㪸㫅㪾㪼
Input
Output
Industry
Man-power
Machines
Materials
Methods
(4M’s)
KAIZEN
action
2
1
KM 75
Two Attitudes
Two Attitudes
Management
v
no
In
a
n
tio
Staff
Management
K
Breakthrough
Floor people
IZ
A
EN
us
at
St
Floor people
Staff
KM 76
Japanese firms
qu
o
Non-Japanese firms
Management
Status quo
Staff
Floor people
n
tio
va
o
EN
n
IZ
In
A
K
us
at
St
qu
o
1
1
Copyright S. Fujita
Contents
14
KAIZEN Management
5S 1
5S 2
?
What is
5S KAIZEN
Source: Takashi Osada “The 5S’s: Five Keys to a Total Quality
Environment” APO, 1991.
5S 3
5S stands for 5 initials of the
following Japanese words:
1.
2.
3.
4.
5.
Sei-ri
Sei-ton
Sei-so
Sei-ke-tsu
Shi-tsu-ke
5S
5S 4
International 5S
(Organization)
(Neatness)
(Cleaning)
(Standardization)
(Self-discipline)
5 Steps for improvement
KAIZEN
ONCSS
5S 5
Seiri = Organization
5S 6
Why is my desk getting messy?
Dictionary definition:
To put things in order (or organize them)
according to a specific rule or principle.
Industrial definition:
To distinguish between necessary things
and unnecessary things, and getting rid
of what you do not need.
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KAIZEN Management
5S 7
Do you throw these
things away?
Why messy?
Necessary
Not necessary
now, but maybe
in the future
5S 8
Not necessary
now, but maybe
in the future
Unnecessary
It works!
It has a value!
It’s still new!
It’s usable!
It looks nice!
Every item on my desk belongs to the gray circle
5S 9
5S 10
For example:
Small erasers
Short pencils
Notebook
Tie pin
The first step
to assist your
decision to “throw
away or save” is a
Red tag movement.
at Japanese companies
5S 11
Red tag movement
5S 12
Red tag movement
At the beginning of each month,
put a red tag on every item.
During the month, remove the red
tag when item is used.
At the end of the month, decide
whether the item with the tag is
necessary or not.
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KAIZEN Management
5S 13
5S 14
Key Words:
1. Classification management
Wooden
Pallet
(Necessary & unnecessary things)
2. Red tag movement
For unnecessary things, find
their true causes.
5S 15
5S 16
SEIRI
After
Necessary
things
Not necessary
now ,but--------
Unnecessary
things
Red tag
movement
Before
SEITON
T. Sugiyama “The 5S Approach to Improvement” PHP, 1995
Cleaned workplace
Disposal
5S 17
Seiton = Neatness
Dictionary definition:
Establishing a neat layout so that you can
always get just as much of what you need
when you need it.
Industrial definition:
It is a way of eliminating
search.
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5S 18
Question
When you ask someone to bring a
hammer, how long can you wait
without getting mad?
How long is your patience?
5 minutes?
2 minutes??
or
5 seconds???
17
KAIZEN Management
5S 19
5S 20
30 Second Rule
Tool Box
K.P.Shrestha (Nepal)
5S 21
30 Second Rule
5S 22
Key Words:
1.Design an efficient layout.
(Functional storage)
2.Eliminate search
(Less search)
Everything should have a name.
(A place for everything and everything in its place)
Reserved seats
The Japan HR Association
5S 23
5S 24
Posters of Seiri
After
Before
T. Sugiyama “The 5S Approach to Improvement” PHP, 1995
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Malaysia, AOTS
Oman
18
KAIZEN Management
5S 25
Posters of Seiton
5S 26
Seiso = Cleaning
Definition:
Eliminating trash, filth, and
foreign matters for a cleaner
workplace. Cleaning as a form
of inspection.
Malaysia, AOTS
Oman
5S 27
5S 28
Cleanliness is a big business today.
Key Words:
Keep things clean
+ Inspection
(Caring attitude)
Sanitation engineers
Laundry
Dry cleaner
Janitor
Garbage collector
Pollution control operator
Clean-room designer
One-third (1/3) or one-fourth (1/4) of
the total investment amount is used
for cleanliness.
5S 29
5S 30
Cleanliness
Broom
Dust pan
Mop
Mumbai (India) Churchgate station
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Oct ‘05
Marugoto 5S Tenkai Daijiten, Nikkan-kogyo Shinbun, 1992
19
KAIZEN Management
5S 31
Sei-ke-tsu
5S 32
Seiketsu = Standardization
Definition:
SEIRI
SEITON
Keeping things organized, neat,
and clean, even in personal and
environment aspects.
SEISO
5S 33
5S 34
Charles H. Kepner
Benjamin B. Tregoe
What is “Problem” ?
Problem is something like ----.
“The New Rational Manager” Princeton Research Press, Shinkanrisha no Handanryoku (Japanese Edition), 1985
GAP
Ideal State
Current State
5S 35
5S 36
Key Words:
1. Define an ideal state
2. Standardize the solution
(5S standardization)
Documentation (ISO 9000)
1
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Kathmandu, NEPAL
20
KAIZEN Management
5S 37
5S 38
Streets in
Kathmandu
After
Before
T. Sugiyama “The 5S Approach to Improvement” PHP, 1995
5S 39
5S 40
ATA Boiler Company
(at Petropolis near Rio de Janeiro)
Shitsuke = Self-discipline
Definition:
Doing the right things as a matter
of course.
.
Associated to Mitsubishi Heavy Industries Ltd
Morning exercise
5S 41
5S 42
ATA Boiler
The Japan HR Association
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KAIZEN Management
5S 43
5S 44
Typical Shitsuke Activities
Key Words:
1. Wear your safety shoes
2. Exercise time
3. No smoking at workplace
1. Habit formation
(Make it a habit)
2. Create a disciplined workplace
Click for Exercise
Posters of 5S
5S 45
5S 46
5S in
Colombo
Chennai, India
Posters of 5S
5S 47
5S 48
Posters of 5S
SEIRI
SEITON
SEISO
Nepal
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SHITSUKE
SEIKETSU
Thailand
Nepal
22
KAIZEN Management
5S 49
Benefits of 5S
National Productivity
Board, Singapore
5S 50
At SIME Tyres (Malaysia)
5S 51
Why not start 5S today?
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KAIZEN Management
JIT 1
JIT 2
KAIZEN in Just-In-Time
Production System
KAIZEN in Just-In-Time
Production System
Jay-eye-tea
JIT
Toyota Production System
JIT 3
“What issue/concept will be most
important to you in the 1990’s ?”
Supermarket Concept &
KANBAN System
JIT 4
Reduction of Production Lead Time
KANBAN
Delivery
Order Receipt
Production
Production Lead Time
Source: Sanno College “Seisan-shi Textbook”
Source: Suzuki “The New Manufacturing
Challenge”
JIT 5
Push System
JIT 6
Just-In-Time (JIT) system
The concept of producing or conveying
only those units needed,
just when they are needed,
in just the amount needed,
at all stages of production.
By Toyota Motor Company
Push and Pull System
Pull System
Copyright S. Fujita
Source: Weekly Diamond ’91.11.2
24
KAIZEN Management
JIT 7
JIT 8
Mistakes
Fool-proof 3RND\RNH
Make mistakes for counting, measuring,
work sequence, setting, etc.
Note: “Poka” ----- Carelessness; Absent-mind
“Yoke”----- Elimination
“I forgot things to do.”
“I missed the monitoring.”
This refers to the thoughtful use
of devices which eliminates
operator’s careless mistakes.
“I did something which I should not do.”
JIT 9
Analysis of Carelessness
JIT 10
Poka-yoke Example 1
Kanebo Chemical, 1989
0%
100%
Wrong operations 23%
(
)
Negligence (Forgetfulness) 48%
(
)
Source: “Poka-yoke activities“ Kanebo Chem.,1991
Screw driver slips
Never slips
and scratches the
product.
Source: “Poka-yoke Daizukan” Nikkan-kogyo 1987
JIT 11
Poka-yoke Example 2
JIT 12
Have you ever been to a bakery shop?
Fool-proof device
Non-defective
Defective
Bending Machine
Kumasi, Ghana
Source: “Poka-yoke Daizukan” Nikkan-kogyo 1987
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25
KAIZEN Management
JIT 13
When you visit a Japanese home,
you must take off your shoes.
JIT 14
Something in shoes
JIT 15
JIT 16
Exercise 1
Brush?
Where is a brush?
Inside the tank?
Poka-yoke Exercises
?
By unknown
JIT 17
Poka-yoke Solution
The brush
is tied with
a rope.
JIT 18
Exercise 2
The worker stirs the liquid in a
tank and add some additives.
“Did I already add
additives?”
By unknown
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26
KAIZEN Management
JIT 19
JIT 20
Autonomation -LGRND
Poka-yoke Solution
Before stirring the liquid,
put additives in cups.
Autonomous Automation
Jidoka refers to the ability of
production equipment, including
a single machine, to sense a
malfunction of the machine.
JIT 21
Autonomation -LGRND:
Andon board (an electrical
board)
Automation with a human touch
Stop!
JIT 22
I don’t know.
Jidoka
Simple automation
Three processes of weaving
JIT 23
JIT 24
Loom with non-stop shuttle change, 1924
(Sakichi Toyoda, 57years old)
Automatic loom, type G
Koshibata (primitive loom)
Copyright S. Fujita
Back strap loom
In 1929, Platt Brothers of England requested
technology licensing agreement from Toyota.
27
KAIZEN Management
JIT 25
Single minute exchange of die
(SMED)
JIT 26
Stamping Machine
13.1 tons
The goal of single minute
set-up movement is to
reduce the set-up time to
less than 10 minutes.
Single minute
Old style
JIT 27
Question
Modern style
JIT 28
Demonstration 1
Make a knot, but you must
hold both ends of the rope.
Demonstration 2
JIT 29
JIT 30
The Trick of the Magic
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KAIZEN Management
Masking
tape
JIT 31
Paint an arrow
Trash can
Example (1)
JIT 32
Advanced Preparation
Spreadsheet
Source: The Japan HR Association
JIT 33
Can you put your tie
within 5 seconds?
JIT 34
10 minutes look too short to
replace
both upper and lower dies
Time Savings
U-shaped washer Nut and bolt
JIT 35
JIT 36
Demonstration
Pear-shaped holes
Source: H. Hirano “Me de mite wakaru JIT Seisan Hoshiki” Nikkan-kogyo Shinbun, 1990
Example (2)
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KAIZEN Management
JIT 37
JIT 38
Toyota’s spirit
KAIZEN in Toyota
Waste Elimination
A single KAIZEN effect may be
small, but with continuous
accumulated effort, it can
produce good results.
Squeeze out a last drop
out of a dried towel.
JIT 39
JIT 40
Seven Wastes
1.
2.
3.
4.
5.
6.
7.
Waste from over-production
Waste of waiting time
Transportation waste
Processing waste
Inventory waste
Waste of motion
Waste from product defectives
Stockless Production
Copyright S. Fujita
Source: “Stockless Production” Nikkan-kogyo Shinbun, 1989
30
Contents
KAIZEN Management
5HIHUHQFHERRNV
Many reference books are available. You may search “Amazon.com” by putting one of the following
keywords: KAIZEN, 5S, JIT or Toyota. Some reference books which are recommended to have a
deep understanding for KAIZEN Management are listed as follows:
1.
Tozawa Bunji, Norman Bodok “The Idea Generator: Quick and Easy Kaizen” PCS Press 2001
2.
Imai Masaaki “Kaizen (Ky’zen): the key to Japan’s competitive success” McGraw Pub. 1986
3.
Japan Human Relations Association “The improvement engine: creativity & innovation through
employee involvement: The Kaizen Teian system” Productivity Press, 1995
4.
Osada Takashi “The 5S’s: five keys to a total quality environment” Asian Productivity
Organization, 1995
5.
Hirano Hiroyuki “Putting 5S to work: a practical step-by-step approach” PHP Institute, 1993
6.
Shingo Shigeo “A revolution in manufacturing: the SMED system” Productivity Press, 1985
7.
Shingo Shigeo “A study of the Toyota production system from an industrial engineering
viewpoint” Productivity Press, 1989
8.
Christensen Clayton “The innovator’s Dilemma” Harper Collins, 2003
9.
Utterback James “Mastering the Dynamics of Innovation: How companies can seize
opportunities inn the face of technological change” Harvard Business School Press, 1994
10. Sugiyama Tomoo “5S approach to improvement” PHP Institute, 1998
11. Ohno Taiichi “Toyota production system: Beyond large-scale production” Productivity Press,
1988
12. Shingo Shigeo “ “Non-stock production: The Shingo System for Continuous Improvement”
Productivity Press, 1995
13. Liker Jeffrey “The Toyota Way: 14 Management Principles from the World’s Greatest
Manufacturer, McGraw-Hill 2004
14. Robinson, Alan (Editor) “The continuous improvement in Operations: A systematic Approach
to Waste Reduction” Productivity Press, 1991
15. Japan HR Association “KAIZEN Teian I: Development systems for Continuous Improvement
through Employee Suggestions” Productivity Press 1992
16. Japan HR Association “KAIZEN Teian II: Guiding Continuous Improvement through
Employee Suggestions” Productivity Press, 1992
17. Japan HR Association “The Idea Book: Improvement through TEI (Total Employee
Involvement)” Productivity Press
18. Hirano, H. “JIT Factory Revolution: A Pictorial Guide to Factory Design of the Future”
Productivity Press. ISBN 0-915299-44-5
19. Majima, I. “The shift to JIT: How people make the difference” Productivity Press.
ISBN0-9915299-93-3
20. Monden, Y. “Toyota Production Systems” Institute of Industrial Engineers. 1983
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KAIZEN Management
.$,=(1DZDUHQHVVFKHFN
1.
A driving force to KAIZEN activities is
a.
Monetary award
b.
Problem consciousness
c.
Workers' motivation
d.
Management skill
2. "Innovation" (in contrast to KAIZEN) is
a.
A short cut approach
b.
A new fashion
c.
A good management
d.
A big change
3.
KAIZEN is defined as
a.
An accumulation of small changes
b.
A quick way of changing your work
c.
A method to increase productivity
d.
A good manner
4.
KAIZEN steps are defined as
a.
Change - Eliminate - Reduce
b.
Reduce - Change - Eliminate
c.
Eliminate - Reduce - Change
d.
Simplify - Combine - Remove
5.
Approximately what percent of Japanese companies seems to adopt KAIZEN
suggestion system?
a.
40%
b.
70%
c.
90%
d.
100%
6.
Japanese production managers believe that the most important issue/concept for
production management in 1990's is
a.
Reduction of production lead-time
b.
Integration of production and sales
c.
Improvement of customer service
d.
Marketing research
7. An original idea of JIT came from
a.
Drive-in theater
b.
Fast food restaurant
c.
Supermarket
d.
Gas station
8.
KANBAN which is used in JIT production systems is
a.
A tool to supply products to customers
b.
A tool to fill up parts which are used.
c.
A sign for alarm
d.
A billboard
Copyright S. Fujita
32
9.
KAIZEN Management
"Poka-Yoke (Fool proof) devices" are
a.
Protection devices from earthquake and typhoons
b.
Devices which increase production volume
c.
Devices which motivates production workers
d.
Devices which eliminate operator's careless mistakes
10.
A purpose of minimum inventory (stockless production) is
a.
To find out (or visualize) problems to be improved.
b.
To enhance management capability for the risk.
c.
To make inventory control easy.
d.
To save inventory cost.
11.
The 5S stands for
a.
Five times more satisfaction
b.
Five keys for success
c.
Five Japanese words with an initial S
d.
Five factors for a work improvement
12.
The average time allowed to fetch (search, find and bring back) a hammer is
a.
10 seconds
b.
30 seconds
c.
60 seconds
d.
90 seconds
13. For a facility investment, approximately how much is used for cleanliness?
a.
80% of the investment cost
b.
60% of the investment cost
c.
30% of the investment cost
d.
10% of the investment cost
14.
The essence of "Seiso (cleaning)" is
a.
An inspection
b.
Picking up a garbage
c.
A search
d.
A standardization
15. The essence of " Shitsuke (self-discipline) " is
a.
To set up a rule
b.
To let people greet to each other
c.
A communication
d.
A habit formation
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KAIZEN Management
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[KAIZEN]
1.
A driving force to KAIZEN activities is
a.
Monetary award
b.
Problem consciousness
c.
Workers' motivation
d.
Management skill
2.
"Innovation" (in contrast to KAIZEN) is
a.
A short cut approach
b.
A new fashion
c.
A good management
d.
A big change
3.
KAIZEN is defined as
a.
An accumulation of small changes
b.
A quick way of changing your work
c.
A method to increase productivity
d.
A good manner
4.
What does KAIZEN change?
a.
Change - Eliminate - Reduce
b.
Reduce - Change - Eliminate
c.
Eliminate - Reduce - Change
d.
Simplify - Combine – Remove
5.
KAIZEN steps are defined as
a.
Change - Eliminate - Reduce
b.
Reduce - Change - Eliminate
c.
Eliminate - Reduce - Change
d.
Simplify - Combine - Remove
6.
For KAIZEN suggestion system, what type of ideas must be submitted?
a.
Ideas to change company policy
b.
Ideas to change your own work
c.
Ideas to improve profit
d.
Ideas to improve management style
7.
Approximately what percent of Japanese companies seems to adopt KAIZEN
suggestion system?
a.
40%
b.
70%
c.
90%
d.
100%
Copyright S. Fujita
34
KAIZEN Management
[JIT]
1.
Japanese production managers believe that the most important issue/concept for
production management in 1990's is
a.
Reduction of production lead-time
b.
Integration of production and sales
c.
Improvement of customer service
d.
Marketing research
2. An original idea of JIT came from
a.
Drive-in theater
b.
Fast food restaurant
c.
Supermarket
d.
Gas station
3.
A factor which makes your production schedule difficult is
a.
A demand fluctuation
b.
A marketing strategy
c.
An employee involvement
d.
A bonus incentives
4.
KANBAN which is used in JIT production systems is
e.
A tool to supply products to customers
f.
A tool to fill up parts which are used.
g.
A sign for alarm
h.
A billboard
5.
An aim of one-piece flow is
a.
A high productivity
b.
A high flexibility
c.
A low defective rate
d.
A low cost
6.
"Poka-Yoke (Fool proof) devices" are
a.
Protection devices from earthquake and typhoons
b.
Devices which increase production volume
c.
Devices which motivates production workers
d.
Devices which eliminate operator's careless mistakes
7.
A purpose of minimum inventory (stockless production) is
a.
To find out (or visualize) problems to be improved.
b.
To enhance management capability for the risk.
c.
To make inventory control easy.
d.
To save inventory cost.
Copyright S. Fujita
35
KAIZEN Management
[5S]
1. The 5S stands for
a.
Five times more satisfaction
b.
Five keys for success
c.
Five Japanese words with an initial S
d.
Five factors for a work improvement
2.
The purpose of thěRed Tag Movement” is
a.
To distinguish the necessary things and unnecessary things
b.
To clean up a workplace
c.
To decorate products
d.
To find the shortest way of achieving an objective
3. The average time allowed to fetch (search, find and bring back) a hammer is
a.
10 seconds
b.
30 seconds
c.
60 seconds
d.
90 seconds
4. For a facility investment, approximately how much is used for cleanliness?
a.
80% of the investment cost
b.
60% of the investment cost
c.
30% of the investment cost
d.
10% of the investment cost
5.
The essence of "Seiso (cleaning)" is
a.
An inspection
b.
Picking up a garbage
c.
A search
d.
A standardization
6. A ̌problem̍is defined as
a.
Homework assignment
b.
Objects which you must attack
c.
A gap between ideal state and current state
d.
Something which you can buy at supermarket
7.
The essence of " Shitsuke (self-discipline) " is
a.
To set up a rule
b.
To let people greet to each other
c.
A communication
d.
A habit formation
8.
The value of̌fixed-position photographic approach̍ is
a.
Employees’ involvement
b.
Customer satisfaction
c.
Job rotation
d.
Quality improvement
Copyright S. Fujita
36
KAIZEN Management
&RQIHUHQFHPDWHULDOVIURP:HEVLWH
For participants who would like to receive power point print-out materials for today’s
KAIZEN Conference, please download the files from the following URLs
(http://www.waseda.jp/ocw/index_e.html).
(Steps)
1. Click "Course List”on the left column of the screen.
2. Choose “2007 Management and Technology 1”㧔Click “Choose” button㧕
3. Click “Referring to Related Material” at the bottom of the screen.
4. View “OCW KAIZEN Management”.㧔Click “View” button㧕
5. Then you will find a menu page of the work.
(Three options)
1. When you simply like to view conference materials, click the icon named “Material
View”.
2. When you like to download the conference material in your computer, click the
icon named “PPT download”. Make sure to save each file in your computer. The
downloaded files (zip files) need to be unpacked for opening individual file. It will
take five to ten minutes for downloading.
3. When you like to see the video material, click the icon named “Video Introduction”.
It takes a little time to download the entire materials. Be patient!
Should you have any questions or further requests, feel free to send me an e-mail:
fujitas@waseda.jp
In order to read the downloaded materials, your computer must have Adobe Reader.
If you do not have it, please download the free software from the following URL:
http://www.adobe.com/products/acrobat/readstep2.html
Seiichi FUJITA
Copyright S. Fujita
37
Copyright S. Fujita
Instructions:
Draw sketches of “Before KAIZEN” and “After KAIZEN”
Use a DARK black pen or a THICK pencil
KAIZEN Management
38