Ten Kaizen Principles

Ten Kaizen Principles
1. Get rid of all old assumptions.

2. Don't look for excuses, look for ways to make things happen.
3. Say "NO" to the status quo.
4. Don't worry about being perfect - even if you only get it half right " start NOW!
5. It does not cost money to do KAIZEN.
6. If something is wrong "Fix it NOW.
7. Good ideas flow when the going gets tough.
8. Ask "WHY" five times - get to the root cause.
9. Look for wisdom from Ten people rather than one.
10. Never stop doing KAIZEN.
5S
The 5 disciplines are:
1. SORT - Remove all items from the workplace that are not needed for
current operations. Leave only the bare essentials.
 Targets excess inventory, obsolete items, quality defects, unneeded

tools/equipment
 Will use red tags, local and central red tag holding areas; Account for discarded
items
 Take before and after pictures
2. SET IN ORDER – Arrange needed items so that they are easy to find, use
and put away.
 Consider motion economy

 Use painting, outlining and signboard strategies, Visual 5S
3. SHINE – Sweeping, wiping-off equipment, painting and assuring

everything stays clean.
 Create 5S schedules for painting

 Must create cleaning inspection checklists
 Create current and future shine targets
4. STANDARDIZE – Method to maintain the first 3 disciplines (sort, set-in-

order, shine)
 Prevention steps for clutter-suspension, incorporation, elimination

 Integrate 3S duties into regular work with 5S job cycle charts, 5 minute 5S,
visual 5S activities
5. SUSTAIN – A top-down support of the ongoing 5S process.
 Must create the conditions to support 5S

 Allocate time
 Create awareness
 Provide a structure
 Show support
 Offer rewards and recognition
 Encourage training/participation
Waste
1. Overproduction.
Simply put, overproduction is to manufacture an item before it is actually required. Overproduction is highly
costly to a manufacturing plant because it prohibits the smooth flow of materials and actually degrades quality
and productivity. The Toyota Production System is also referred to as “Just in Time” (JIT) because every item is
made just as it is needed. Overproduction manufacturing is referred to as “Just in Case.” This creates excessive
lead times, results in high storage costs, and makes it difficult to detect defects. The simple solution to
overproduction is turning off the tap; this requires a lot of courage because the problems that overproduction is
hiding will be revealed. The concept is to schedule and produce only what can be immediately sold/shipped and
improve machine changeover/set-up capability.
2. Waiting
Whenever goods are not moving or being processed, the waste of waiting occurs. Typically more than 99% of a
product's life in traditional batch-and-queue manufacture will be spent waiting to be processed. Much of a
product’s lead time is tied up in waiting for the next operation; this is usually because material flow is poor,
production runs are too long, and distances between work centers are too great. Goldratt (Theory of Constraints)
has stated many times that one hour lost in a bottleneck process is one hour lost to the entire factory’s output,
which can never be recovered. Linking processes together so that one feeds directly into the next can
dramatically reduce waiting.
3. Transporting
Transporting product between processes is a cost incursion which adds no value to the product. Excessive
movement and handling cause damage and are an opportunity for quality to deteriorate. Material handlers must
be used to transport the materials, resulting in another organizational cost that adds no customer value.
Transportation can be difficult to reduce due to the perceived costs of moving equipment and processes closer
together. Furthermore, it is often hard to determine which processes should be next to each other. Mapping
product flows can make this easier to visualize.
4. Inappropriate Processing
Often termed as “using a sledgehammer to crack a nut,” many organizations use expensive high precision
equipment where simpler tools would be sufficient. This often results in poor plant layout because preceding or
subsequent operations are located far apart. In addition they encourage high asset utilization (over-production
with minimal changeovers) in order to recover the high cost of this equipment. Toyota is famous for their use of
low-cost automation, combined with immaculately maintained, often older machines. Investing in smaller, more
flexible equipment where possible; creating manufacturing cells; and combining steps will greatly reduce the
waste of inappropriate processing.
5. Unnecessary Inventory
Work in Progress (WIP) is a direct result of overproduction and waiting. Excess inventory tends to hide
problems on the plant floor, which must be identified and resolved in order to improve operating performance.
Excess inventory increases lead times, consumes productive floor space, delays the identification of problems,
and inhibits communication. By achieving a seamless flow between work centers, many manufacturers have
been able to improve customer service and slash inventories and their associated costs.
6. Unnecessary / Excess Motion
This waste is related to ergonomics and is seen in all instances of bending, stretching, walking, lifting, and
reaching. These are also health and safety issues, which in today’s litigious society are becoming more of a
problem for organizations. Jobs with excessive motion should be analyzed and redesigned for improvement with
the involvement of plant personnel.
7. Defects
Having a direct impact to the bottom line, quality defects resulting in rework or scrap are a tremendous cost to
organizations. Associated costs include quarantining inventory, re-inspecting, rescheduling, and capacity loss.
In many organizations the total cost of defects is often a significant percentage of total manufacturing cost.
Through employee involvement and Continuous Process Improvement (CPI), there is a huge opportunity to
reduce defects at many facilities.
In the latest edition of the Lean Manufacturing classic Lean Thinking, Underutilization of Employees has been
added as an eighth waste to Ohno’s original seven wastes. Organizations employ their staff for their nimble
fingers and strong muscles but forget they come to work everyday with a free brain. It is only by capitalizing on
employees' creativity that organizations can eliminate the other seven wastes and continuously improve their
performance.
Many changes over recent years have driven organizations to become world class organizations or Lean
Enterprises. The first step in achieving that goal is to identify and attack the seven wastes. As Toyota and other
world-class organizations have come to realize, customers will pay for value added work, but never for waste.
Principles:
 The major problem within industries Today is Waste.

 One way of identifying waste is to check whether your operation (or activity) add any
value to the product or service.
 Waste is defined by Mr. Fujio Cho (Toyota Company, Japan) as "Anything other than
the minimum amount of equipment, materials, parts, space, and worker's time, which
are absolutely essential to add value to the product."
Categories of Waste:
In most organizations, the following items are claimed as the major sources of Waste:
 Overproduction.
 Waiting for materials, machines, or instruction.
 Transportation or movement.
 Machine processing.
 Excessive inventory.
 Inefficient operations.
 Producing defects.
 Model or line changeover or setup machines.
 No housekeeping.
 Miscommunication or misinstruction

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What are the seven types of waste according to the passage?

What are the five disciplines of 5S according to the passage?

Ten Kaizen Principles

1. Get rid of all old assumptions.

The 5 disciplines are:

 Targets excess inventory, obsolete items, quality defects, unneeded

 Consider motion economy

3. SHINE – Sweeping, wiping-off equipment, painting and assuring

 Create 5S schedules for painting

4. STANDARDIZE – Method to maintain the first 3 disciplines (sort, set-in-

 Prevention steps for clutter-suspension, incorporation, elimination

 Must create the conditions to support 5S

5. Unnecessary Inventory

6. Unnecessary / Excess Motion

 The major problem within industries Today is Waste.

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