Kaizen PPT Template

1. PREMIUM POWERPOINT SLIDES

2. KAIZEN POWERPOINT TEMPLATE

3. 1. QUOTES 2. DEFINITION 3. THE KAIZEN UMBRELLA 4. BASIC RULES / KEY PRINCIPLES 5. OBJECTIVES OF KAIZEN 6. BENEFITS OF KAIZEN 7. IMPLEMENTATION 8. CHECKLISTS / WORKSHEETS AGENDA Kaizen

4. KAI „CHANGE“ ZEN „GOOD“ DEFINITION

5. << To improve is to change, so to be perfect is to have changed often Winston Churchill (Former British Prime Minister)

6. THE KAIZEN UMBRELLA Customer Orientation TQC (Total Quality Control) Robotics QC Circles Suggestion System Automation Work Discipline TPM (Total Productive Maintenance) Kanban Quality Improvement Just-in-Time (JIT) Zero Defects Small-Group Activities Cooperative Labor-Management Relations Productivity Improvement New Product Development KAIZEN

7. THE KAIZEN UMBRELLA Customer Orientation TQC (Total Quality Control) Robotics QC Circles Suggestion System Automation Work Discipline TPM (Total Productive Maintenance) Kanban Quality Improvement Just-in-Time (JIT) Zero Defects Small-Group Activities Cooperative Labor-Management Relations Productivity Improvement New Product Development

8. BASIC RULES / KEY PRINCIPLES Key principles PROCESSORIENTIERUNG Turning away from pure result orientation Optimization of profits only possible with high customer satisfaction Reached by documentation and improvement of processes Process-oriented organization and application of continuous process improvement may influence innovative performance of the company KUNDENORIENTIERUNG Kaizen distinguishes between internal and external customers Internal customer: section within the company If section A produces something which has to be finished in section B, then section B is the internal customer These interfaces within the company are the starting point for Kaizen External customer: end consumer Needs and wishes of consumer elevated by customer surveys

9. BASIC RULES / KEY PRINCIPLES Key principles QUALITY ORIENTATION Continuous quality control in the context of Total Quality Management (further approach of Kaizen) Quality key figures and measurements are determined and described by Standards CRITICS ORIENTATION Criticism as a chance for continuous improvement; therefore allowed and requested Every employee is supposed to make proposals for improvement Management should check proposals on usability and implement them as soon as possible PDCA cycle: Plan Do Check Act STANDARDIZATION If improvement has been proven to be suitable and has been implemented, a new standard is set and permanently integrated into the processes of the company If standardization is completed, further improvements are aspired and are implemented with the help of the  PDCA Cycle

10. KAIZEN CIRCLE Implementierung KAIZEN CIRCLE Document Reality Identify Waste Plan Counter Measures Reality Check Make Changes Verify Changes Measure Results Make this the Standard Celebrate Do it Again

11. 7 WHY CHECKLIST WHAT has to be done? WHO is going to do it? WHY does he do it? HOW will it be done? WHEN will it be done? WHERE will it be done? WHY is it done like this? EVERYWORK SEQUENCEIS ANALYZED CONCERNINGTHE FOLLOWING QUESTIONS:

12. IMPLEMENTATION – APPROACHES Requirements for a Successful Implementation 4M checklist Method for root cause analysis 8V Checklist to identify typical types of waste (Japanese “Muda”) 5S Instrument to develop safe, clean and useful workplaces KAI „CHANGE“ ZEN „GOOD“ VALUE STREAM Method to improve processes in the production and service sector THE 5 WHY Method of quality management to define causes and effects PDCA CYCLE Interactive process of solving problems with origins in quality management

13. 5S MODEL Instrument to develop safe, clean and useful work places, to reduce non-productive activities and to improve quality, efficiency and security Seiri Sort Seiton Set in Order Seiso Shine Seiketsu Standardize Shitsuke Sustain 5S

14. PDCA CYCLE Continuous improvement and optimization of processes by standardized and consequent application of the PDCA cycle 1. PLAN 2. DO Process is analyzed New procedure is planned Relevant employees are involved in the development of the concept Test implementation at one facility, to detect initial problems Only then can the improvement be distributed in other departments 3. CHECK 4. ACT After testing in pilot area, new procedure is carefully checked and observed When the result is positive, the implementation for all departments can be approved New standard is implemented and checked regularly with checklists and audits Standards are re-checked after some time and a new PDCA cycle begins PDCA

15. PDCA CYCLE PHASE 4 Evaluation of the management Deduction of new targets Plans for the future Standardization of solutions PHASE 1 Evaluation of the initial situation Denomination of responsible persons Identification of improvement Analysis of the processes Development of optimal solutions PHASE 2 Allocation of necessary resources Communication within the company Implementation of solutions and startups PHASE 3 Inspection Analysis Corrections and rework Prevention Internal Audits

16. SDCA CYCLE The standardize- do- check- act The SDCA cycle unifies and stabilizes a process, while the PDCA cycle improves the process. The SDCA cycle prevents deterioration and ensures that the improvements implemented with Kaizen are efficient. action standardize doCHECK Download at www.PresentationLoad.com

17. FISHBONE DIAGRAM Cause and Effect Diagram MEASUREMENT ENVIRONMENT Qualifications ApprenticeshipDegree Workload Early ShiftLate ShiftNight Shift Start-Up Time Performance SustainableTemporary Approach DocumentedVerified MEASUREMENT METHOD Structure Efficient Solid GUIDELINE ADHERENCE Certification Goods InspectionAdequate Guidelines SUPPLIERS STORAGE Floors Air Amount of Light Exhaust Fumes Heat/Cold Usage Device Tools Appropriate Process PROBLEM:POORPRODUCT QUALITY Operating Modes PEOPLEMachineMethod MEASUREMENTENVIRONMENT MaterialS MACHINE CAPACITY Production Assistant

18. 7 MANAGEMENT TOOLS: APPLICATIONS Affinity Diagram Present and explain problem to the team Brainstorming: critical analysis of problem Collect ideas and suggestions Joint decision making 41 2 3

19. 7 MANAGEMENT TOOLS: APPLICATIONS Interrelationship Cause Challenge Cause Cause Cause Cause Cause Cause Cause Cause Cause Cause Cause CauseCause Download at www.PresentationLoad.com

20. KAIZEN Checklist improvement Factors, which may need improvement: Personnel Work techniques Work methods and procedures Time Facilities Software Inventory, tools and material Plant layout Production levels Paradigms KAIZEN

21. CHECKLIST – 4M Kaizen MAN (OPERATOR) Befolgt er die Standarts? Does it meet production requirements? Is his work efficiency acceptable? Is he assigned to the right job? Is he problem-conscious? Is he willing to improve? Is he accountable? Does he maintain good human relations? Is he qualified? Is he fit and healthy? MACHINE (FACILITIES) Does it meet production requirements? Does it meet precision requirements? Does it meet process capabilities? Does it make any unusual noises? Is the lubrication adequate? Is the layout adequate? Is the inspection adequate? Are there enough machines / facilities? Is the operation interrupted due to machine troubles? Is everything in good working order? MATERIAL Are there any mistakes in volume? Is there any waste in material? Are there any mistakes in grade? Is the handling adequate? Are there any mistakes in the brand name? Is the work-in-progress abandoned? Are there impurities mixed in? Is the storage layout adequate? Is the inventory level adequate? Is the quality standard adequate? METHOD Are the work standards adequate? Is the sequence of work adequate? Is the work standard upgraded? Is the setup adequate? Is it a safe method? Are temperature and humidity adequate? Is it a method that ensures a good product? Are lighting and ventilation adequate? Is it an efficient method? Is there an adequate contact with the previous and the next process?

22. GRAPHICS KAIZEN

23. GRAPHICS

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