The definition of kaizen
Kaizen (Japanese: Kai-change, zen-for the better or Kaizen-continuous improvement) is a philosophy of conduct derived from the Japanese culture and management practice. It means gradual, orderly and continuous improvement, improvement and increasing value. The basic principle of Kaizen is constant commitment and the desire to constantly improve the quality of the company and the product. However, its application is not limited to ensuring that a product or service meets specific quality requirements. According to this philosophy, quality comes down to a lifestyle, i.e. a never-ending process of improvement. In relation to the company, it is a work philosophy involving the involvement of all employees of the organization, regardless of their level, in a constant search for ideas to improve all areas of the organization. According to the principles of Kaizen, the process can never be considered as optimal and nothing more can be done. There is always something to speed up and improve. The market is changing, customer requirements are changing, and a Kaizen company must be able to constantly adapt to these changes. To see the advantages of Kaizen and the effects of introducing this philosophy in the company, it is enough to look at the Asian market. It is Kaizen that is considered to be one of the foundations of the success of Japanese companies that are associated with precision, quality and modern technology. So why not take advantage of the experience of companies (such as Toyota) that have achieved spectacular success thanks to Kaizen?
Kaizen goals
The main goal of Kaizen is to eliminate losses and waste such as: overproduction, high stocks, waiting time, frequent transport, unnecessary traffic, shortages, repairs or losses within the manufacturing process. The effect of minimizing the above-mentioned losses is primarily value creation. Other goals pursued by Kaizen include shortening the execution time of processes (without loss of quality), cost reduction, technical adaptation of system elements and the creation of evaluation and reward criteria.
Kaizen and innovations
Improvement is divided into innovation and Kaizen. Innovations are clear changes carried out by middle and senior management, while Kaizen decides on minor improvements made while maintaining the status quo, i.e. maintaining the current state of procedures, quality and standards.
| Effort | Investments |
|---|---|
|
Process orientation
Slow growth policy ⠀ |
Results orientation
Rapid growth policy |
| Kaizen | Innovations |
|---|---|
|
Small steps
Conventional know-how |
Results orientation
Rapid growth policy |
Kaizen dictionary
5 times "Why?"
The habit of repeatedly asking "Why?" whenever there is a problem. The purpose of this procedure is to get to the source of the problem, detect it and eliminate it.
5M
A method often used to find the source of the problem. It identifies five areas where the source of the problem may be embedded. 5M is often visualized using an Ishikawa (fishbone) diagram, and the areas mentioned above are:
- • People
- • Machinery
- • Material
- • Method
- • Measurement
5S
The 5S principle is a methodology for creating and maintaining a well-organized, clean, high-performance and high-quality workplace. This principle defines five levels of workplace organization:
- • Seiri - sorting - leave only what is necessary
- • Seiton - systematics - assign a place to all necessary items so that they are ready for use when needed
- • Seiso - cleaning - clean the workplace, clean machines and devices. Address any defects found
- • Seiketsu - standardization - Build routines and make cleaning and inspection a habit
- • Shitsuke - self-improvement - Follow created standards, improve standards at every opportunity
Blitz
(Short for the German Blitzkrieg - bombing, unexpected attack) a method of quick and concentrated actions improving the workshop for improving the process, machine, production line. It engages an interdisciplinary team of employees who analyze problems within a few days and improve the place of the workshop.
Continuous Improvement
Continuous, daily improvement of the product, work, business and environment.
Cycle time
The frequency with which finished products leave the process. This time includes the operation time plus the time needed to prepare, load and unload the machines.
Tact time
The theoretical time it takes to produce one piece of the product ordered by the customer - calculated by dividing the total production time by the number of pieces to be produced.
Realization time
It's time to move on to walking the product through the entire process sequence from start to finish. At the level of a single unit, often referred to as door-to-door. This concept can also be applied to the time required to design a module from start to finish, or to the time required to develop a product from a customer's supplier source, throughout the supply chain.
FMEA
Analysis of the causes and effects of process or product defects. The purpose of defect analysis is to find potential causes and effects of design errors and eliminate them before the finished product is created.
Gemba
The term Gemba means in Japanese the right place where an action should be taken. In the case of managing organizations, the concept is usually understood as the areas that contribute most to customer satisfaction. In production, the term usually refers to the production hall.
Gembutsu
Specific items in the workplace, such as: assembly tools, machines, tools, products, rejects.
Manufacturing cell
Strict arrangement of people, machines, or direct position in the nests to produce one piece of product or service in a specified by the customer.
Heinrich’s Law
Principle relating to the frequency of accidents with injuries. Serious accidents : minor accidents : no accident = 1 : 29 : 300. This means that for the same accident, there are 29 people with a serious injury and 300 who were not injured when they had an accident.
Hiyari Report ("fear report")
A form that an employee fills out for their supervisor, informing about the risks.
Ishikawa Diagram
Ishikawa has developed a cause-and-effect diagram, in which the analysis begins with finding the occurrence of an effect (e.g. lack, failure or other undesirable condition) and is carried out towards identifying all possible causes that caused it. This diagram is used to identify real causes and is one of the seven troubleshooting tools.
Jidoka
Providing the ability to stop the production line by an employee or a machine when problems occur during the manufacturing process. These problems may be related to quality issues, delays in the production process, etc. Equipping machines and operators with the ability to detect emerging irregularities and immediately stop work, which is the essence of the Jidoka system, enables a more efficient production process and gives the ability to distinguish good from defective parts .
Just in time
A system created to achieve optimal Quality, low cost, and delivery of products and services by eliminating all types of interruptions in the company's internal processes and delivering products on time to meet customer needs.
Kanban
Production management method. The word Kanban comes from the Japanese language and means a sheet / board. This method allows you to visualize the flow of materials in the company. Kanban's job is to control inventory. This system allows for the almost complete elimination of warehouses. Pre-production, post-production and inter-operational storage is small, because all materials from suppliers are delivered just-in-time and the same situation occurs when shipping the finished product.
Quality wheels
Groups of employees carrying out voluntary improvement activities. The wheels run continuously.
Lean Manufacturing
Determination of the production management system. The main assumption is to minimize waste, the method is to manage the smooth flow of product value from raw materials to the final product. The final goal of such a method is: high product quality, just-in-time deliveries, rational use of company resources, reduction of warehouse stock
OEE
Device efficiency. The product of availability, time and quality. Basic TPM parameter.
PDCA
Plan-Do-Check-Act, or the Deming Cycle, known as the basic tool of Continuous Improvement.
- • Schedule: New better process
- • Do: Use the new process
- • Check: Analyze the effects of the new way of doing things
- • Act: Make adjustments
Poka Yoke
This system is based on the concept of "proof against mistake". The main goal is to create conditions in which there is no possibility of defects or for their immediate capture and removal. This system can function effectively thanks to the skilful design of production.
Production Pull
One of the most important requirements of a just-in-time production system. The previous process produces only as many products as can be used by the next process.
Production Push
The previous process produces as much as possible without regard to the actual demand of the next process and passes the products to the next process whether or not they are needed there.
Problem Solving
Problem solving methodology through three steps:
- • Analysis
- • Diagnosis
- • Therapy
QCD (Quality, Cost, Delivery)
Quality, cost, delivery are the three elements seen as the highest goals. All Kaizen activities are focused on improving QCD.
SDCA
Standardize - Do - Check - Act. Principles that should be followed to maintain the status quo.
Standard
The best way to achieve and maintain the required quality is through policies and procedures established by management that serve as clear guidelines and enable all employees to perform their jobs in the most effective manner.
Sugestion system
It is an inseparable part of the management system, and the number of suggestions made by employees is considered an important criterion for assessing the quality of work of people directly supervising them. Managers, on the other hand, are expected to support their direct supervisors so that they can help them make more suggestions.
Total Productive Maintenance (TPM)
A tool of the "lean management" management technique, whose main assumption is to ensure maximum availability of critical devices. The goal of TPM is to achieve the level of three zeros:
- • Zero breakdowns
- • Zero breakdowns
- • Zero Gemba accidents.
One of the essential elements of TPM is independent maintenance performed by employees, and the first step to implementing TPM is 5S.
Visual Management
One of the most effective management tools. It is a technique for visualizing and evaluating all processes. The visualization technique gives the opportunity to quickly and easily assess the company's activities, facilitates the transfer of information, and helps to quickly identify faults
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