Lecture 2 Kaizen Continuous Improvement - 3

Kaizen
Continuous Improvement
Dr Antony Potter BSc(Hons) PhD PGCHET

Senior Lecturer (Associate Professor) in Operations and Supply Chain Management
Alliance Manchester Business School
University of Manchester
Learning Outcomes
Explain how Toyota fosters kaizen activities using the Kato and Smalley (2011)
Six Steps of Kaizen Model
Step 1: Discover Improvement Potential

- Compare performance to standards - Seven types of Waste
- Production Analysis Board (PAB) - 5S Analysis
Step 2: Analyze the current method

- Work analysis units - Motion Analysis
- Job Methods Analysis - Time Study
- Toyota Work Analysis - Standardized Work
Step 3: Generate original ideas

- Osborns Checklist - 5W 1H and ECRS
- Rules for motion economy - Brainstorming
Step 4: Develop an implementation plan
Step 5: Implement the plan
Step 6: Evaluate the new method

Kaikaku Example: Toyota Lexus Hoverboard
Kaikaku is defined as: transformation or reform and implies a redesign of business
processes that is radical and reaches across an entire organization. (Jon Miller, 2015)
Kaikaku Video Example: https://www.youtube.com/watch?v=q_BYvUlDviM

Kaizen Example:
Continuous improvement at FastCap Inc
Kaizen is defined as: improvement and is used broadly to refer to continuous improvement that
follows the philosophy of genchi gembutsu (go see, hands-on, fact based improvement).
(Jon Miller, 2015)
Kaizen Video Example: https://www.youtube.com/watch?v=su9CulCZTBg

Introduction:
History of Kaizen methods
Kaizen in Japanese can be defined as to change and for the better.
From a historical perspective, the word kaizen originates from China and
dates back to the Qing dynasty (1644 to 1911).
Toyota first began to use the term kaizen in the 1950s and 1960s and
integrated it into the TPS framework.
The Kaizen course was taught by the Education Department in Toyota for
many decades and also originated from the Training Within Industry (TWI)
courses run at Toyota after WWII.
Kato and Smalley were senior managers at Toyota and have taught many
kaizen courses within the firm.
Recently, they have developed a workbook that is based on this famous

kaizen course (i.e. the Kato and Smalley Six Steps of Kaizen Model).
Source: adapted from Kato and Smalley (2011) Toyota kaizen methods: six steps to improvement, CRC Press, New York.
Toyota Kaizen Method
Kato and Smalleys (2011) Six Steps for Kaizen Model is based on
the actual training course and methods used by Toyota.
These kaizen courses consist of lectures, shop floor observations

and implementing new practices and improvements.
Engineers, team leaders and front line supervisors (and managers)

have to take part in these kaizen courses.
12 participants take part in the training course at a time, where they

learn the six step kaizen approach, learn multiple analysis skills, and
implement improvement suggestions during the week long course.
There is an expectation that the participants will then take these new
kaizen skills back to their workstations and continue to use them in
the future.
Kato and Smalley (2011)
Six Steps of Kaizen Model
(1). Discover
Improvement
Potential
(2). Analyze
(6). Evaluate
the New Method
the Current
Methods
(5). Implement (3). Generate

the Plan Original Ideas
(4). Develop an
Implementation
Plan
Source: Kato and Smalley (2011) Toyota kaizen methods: six steps to improvement, CRC Press, New York.
Methods Comparison:
Problem Solving vs. Kaizen
Scientific Method Problem Solving Kaizen
Make observations Define problem Identify improvement
potential
Gather information Analyse causes Analyse current

methods
Form Hypotheses Set a goal Generate original

ideas
Perform Experiments to Implement correct Develop an

test hypotheses action items implementation plan
Analyse data Check results Implement action

items
Draw conclusions and Follow up/Standardize Evaluate

summarize results/Standardize
Kaizen Attitude
Kato and Smalley (2011) emphasize that participants need to develop a kaizen
mindset, that consists of:
(1). Get the facts from the source

(2). Dont be swayed by preconceived notions
(3). Practice thorough observations (5 Whys thinking)
(4). Calm attitude (Reason > Emotion)
Kaizen is different from conventional problem solving.
Problem solving focuses on identifying the single route cause and solution to a
problem.
Kaizen incorporates more degrees or freedom and allows participants to

develop new ways of doing things even if there is no immediate problem.
For Kaizen to succeed, participants must practice Genchi Genbutsu (i.e. go to

the location where the activity is taking place and get the facts).
They must break down existing processes into separate parts and ask why
activities are undertaken in such a manner and how can they be improved (i.e. 5
Whys analysis).
STEP 1:
DISCOVER IMPROVEMENT POTENTIAL
Failing to define a problem correctly can often prevent kaizen activities from
succeeding.
A similar issue exists with kaizen and identifying improvement opportunities.
Kato and Smalley (2011) argue that there are four management practices that
can be used to identify waste and improvement potential.
(1). Compare performance to standards

(2). Production Analysis Board (PAB)
(3). Seven types of Waste
(4). 5S Analysis
(1). Compare performance to standards
The first step is to compare the performance of a process or work

station with the internal standards.
Collect objective and quantifiable data to detect deviations or problems.
Example 1 (scrap rate): This could be when the scrap rate for a
process is 4.4% when the internal standard has a control limit of 1.0%.
This gap of 3.8% is a area for potential improvement.
Example 2 (productivity): Another area could be a productivity level

that is consistent over a long time period (e.g. 7.5 parts per person per
hour) that is within the control limits, but no one has explored whether it
can be improved in the future.
This second example is important as kaizen should NOT focus only on

problems, it also needs to explore any area where improvement
potential exists.
Performance Chart
Visual Management Board:
Source: Kato and Smalley (2011) Toyota kaizen methods: six steps to improvement,
CRC Press, New York.
(2). Production Analysis Board
A Production Analysis Board is a visual display (often a whiteboard) that is
placed next to a workstation to identify its current operational performance.
The Production Analysis Board displays how the process is performing on a

hourly basis.
The board compares planned vs. actual performance during each hour
and whether any problems were encountered.
If actual performance does not equate to planned performance, then the

problem is recorded and the team has to record the countermeasures that
were deployed.
This is a important visual management tool that can be used to quickly

identify problems in a process.
Problem Analysis Boards should only be used for identifying and resolving
problems.
It must NOT be used for scheduling production.
Source: adapted from Marchwinski, et al (2008) Lean lexicon: a graphical glossary for lean thinkers,
Lean Enterprise Institute, Cambridge, MA.
Production Analysis Board
(3). Seven types of Waste
Employees and team leaders need to know the seven types of waste and
then correctly identify their location within a process.
Important for employees to identify specific problems through direct

observation of the process.
Advice: identifying too much inventory is too broad a statement,

employees need to identify the specific products, why there is so much
safety stock, what is the required level?, etc.
(4). 5S is a foundation of Kaizen
Often, the simplest solution is the best solution. (Kato and Smalley, 2011).
5S Analysis is a very useful way to identify problems and areas for

improvement. Kato and Smalley (2011) describe each of the 5S as
follows:
(1). Sort out (Seiri in Japanese): Separate needed from unneeded things and
discard the unneeded.
(2). Set in order (Seiton in Japanese): Arrange items that are needed in a
neat and easy-to-use manner and in sequence of use or consumption.
(3). Shine (and inspect) [Seiso in Japanese]: The third S means not only
sweeping up the work area, or cleaning equipment, but also inspection of
anything abnormal at a work area.
(4). Spic-and-span (Seiketsu in Japanese): The overall cleanliness and order

that result from disciplined practice of the first three Ss. It also means Dont
litter the work area!
(5). Sustain (Sitsuke in Japanese): Sustain the first four Ss. Sometimes
referred to as discipline.
Source: Shook and Narusawa (2009) Kaizen Express: Fundamentals for your lean journey, Lean Enterprise Institute.
Lean 5S, Video Example:
http://www.youtube.com/watch?v=EedMmMedj3M
STEP 2:
ANALYZE CURRENT METHODS
Introduction:
The next step is to study the current methods that are used in a
process.
Many trainers at Toyota explain these different analysis techniques in

small groups and classrooms and then demonstrate them on actual
processes.
Basic Analysis Methods:
Kato and Smalley (2011) distinguish between six basic methods for
studying operational processes.
These methods can be used to identify problems and find areas for
improvement potential.
Work Analysis: Work Analysis Units
Work analysis focuses on writing down the main components of a job and then going
through a thought process to find areas for improvement.
Kato and Smalley (2011) argue that there are different levels that you need to focus on
when exploring how a process could be improved in the future.
There are 5 basic levels called Work Analysis Units (WAUs). These include:
(1). Job level: At the highest level is a job performed by an individual (e.g. I assemble
widgets)
(2). Task level: One level down from the job category is the task level (e.g. assembling
parts A and B)
(3). Major steps: One level further down is the major steps of the operation (e.g. person
must align A and B and fasten with a screw)
(4). Work elements: More detailed elemental steps undertake during the process (e.g.
inserting the screw)
(5). Motion detail: motion analysis can be performed to go even deeper (e.g. grasp the
screwdriver)
Work element and analysis unit
Source: Smalley (2015) Patterns Of Kaizen & A3 Thinking [Presentation], Art of Lean Inc.
Training Within Industry (TWI):
Job Methods Analysis
One of the first times that Toyota began to undertake detailed analysis of its
processes was when it began to use Job Methods Analysis in the 1950s.
JMA focused on breaking down a process and identifying areas for improvement, as
part of the Training Within Industry (TWI) Program.
Employees fill in each of the three columns and undertake 5W1H Analysis (i.e.
What, Why, Where, When, Who, and How).
Finally, employees undertake ECRS analysis (Eliminate, Combine, Rearrange,

Simplify) to identify how a process step can be improved.
Step 1: Break down the job
4 Steps of Job Methods Analysis (1). List all the details of the job exactly as done by the present method
(2). Be sure to include material handling, machine work, and manual work
Step 2: Question every detail

(1). Use these types of questions:
(a). Why is it necessary?
(b). What is its purpose?
(c). Where should it be done?
(d). When should it be done?
(e). Who is best qualified to do it?
(f). How is the best way to do it?
(2). Also question the machines, equipment, tools, product design, layout,
workplace, safety and housekeeping.
Step 3: Develop the new method

(1). Eliminate unnecessary details
(2). Combine details when practical
(3). Rearrange for better sequence
(4). Simplify all necessary details
(5). Work out your ideas with others
(6). Write up your proposed new method
Step 4: Apply the new method

(1). Sell the method to your boss.
(2). Sell the new method to the operators
(3). Get final approval of all concerned on safety, quality, quantity, and cost
(4). Put the new method to work. Use it until a better way is developed.
(5). Give credit where credit is due.
Toyota Work Analysis
Although Job Methods Analysis is no longer used in Toyota, the key parts of the
techniques were transferred into Toyotas kaizen course.
Toyota also adapted the JMA technique by focusing on smaller work analysis
units and changing the structure of the form.
Any individual in Toyota (or a group) are able to study a process, identify
individual work elements and improvement ideas.
Motion Analysis
Motion Analysis is another technique that is used by Toyota in kaizen

activities.
Motion analysis was originally developed by Frank and Lillian Gilbreth.
They developed a system called Therblig that is used to describe the

motion of workers, machines and robots through detailed observation and
video capture.
Shingo introduced Motion Analysis to Toyota in the mid 1950s.
Analyzing Therbligs
CATEGORY THERBLIG KAIZEN POINT
1. Value Added Optimize

Therbligs Simplify
2. Auxillary Eliminate
Therbligs conveyance
Reduce distance
Simplify
Balance motion
3. Wasteful 5S
Therbligs Eliminate the need
Motion Analysis
The Therblig symbols are used to help identify the key work steps and find ways
to improve them in the future.
In total there are 18 basic symbols for describing human and machine motion.
By documenting processes using the Therbligs symbols workers are able to

identify wasted motion in every process.
Time Study
Time Study Analysis was developed by Taylor and outlined in his classic text The
Principles of Scientific Management.
Time, as a concept, plays a central role in kaizen activities and the whole Toyota
Production System.
For example, takt time, Just In Time, lead time, etc.
Time Study Analysis enables workers to investigate before and after situations and
determine deviations from a internal standard.
Time Study
In the Toyota kaizen course, workers receive training on basic time study analysis
and how to use a stop watch to monitor a process.
Time Study exercises are undertaken in a classroom setting, before then being
applied on the production line.
As many workers do not have advanced degrees, the basic elements of time
study analysis are kept simple so they can be easily transferred to other factories
around the world.
Steps Suggestion
Step 1 Observe work area. Learn the basic cycle and motions.
Step 2 Write down the work elements
Step 3 Measure the total cycle
Step 4 Calculate the individual splits
Step 5 Find the most repeatable times. Adjust as needed.
Step 6 Measure and reconfigure any additional items (if needed)
Step 7 Measure off line work (if needed)
Five axis CNC milling machine
Example:
Machine Cycle Time Study
ELEMENT: Time
(seconds)
1. Automatic door open 2

2. Remove part from machine (or auto eject) 2
3. Load next part 2
4. Clamp part 3
5. Table index 3
6. Grinding wheel on 4
7. Rapid feed advance 4
8. Air cut 2
9. Rough cut Only 50% of the 18
10. Dwell machine cycle 2
11. Finish cut time is value added 20
12. Air cut 2
13. Rapid feed retract 4
14. Table/Coolant off/Air blow 4
15. Unclamp part 2
Source: Kato and Smalley (2011) Toyota kaizen methods: six steps to
improvement, CRC Press, New York.
Standardized Work
Standardized Work was developed within Toyota and plays a key role in
the kaizen process.
Standardized Work integrates time, work and motion analysis into a

single document to help workers identify problems and solutions for
balancing work to meet demand.
This Standardized Work document focuses on human motion and

integrates aspects of a process to identify waste and find improvement
potential.
Within Toyota, the kaizen course and standardized work training have
been taught together since the early 1980s.
Please note: More details about of standardized work will be provided

later in this course.
Standard Work Observation Sheet
STEP 3:
GENERATE ORIGINAL IDEAS
Introduction
The best ideas sometimes come from nowhere,

or the act of analysis itself generates ideas for improvement.
(Kato and Smalley, 2011)
In the Kato and Smalley (2011) workbook they outline a number of different methods
to help people generate original ideas.
This includes some of the major concepts used at Toyota in its kaizen training to
help foster creativity and develop new ideas.
Often the kaizen process of breaking down a process into its constituent elements
and studying it in detail helps to foster new ideas and creative solutions.
General advice
regarding creativity and teams
Kato and Smalley (2011) outline some general advice for boosting
creativity and new ideas:
(1). Separate idea generation from judgement

For kaizen to be successful, you must avoid rushing to judgement too
quickly,
Humans often pass judgement quickly and react negatively to new

ideas at first.
(2). Generate as many ideas as possible

Better to generate lots of new ideas first (i.e. the quantity of ideas), and
then focus on their applicability to the problem (i.e. quality).
General advice
(3). Think from different angles

People often constrain their ideas by thinking they cannot go beyond
traditional methods.
Important to think outside the box and look at a problem at a different

angle.
Job rotation and having multi-skilled employees from different functions

and related areas can help to foster creativity.
(4). Combine ideas with others

Forming teams and groups to focus on a problem will help to increase
the quantity and quality of ideas.
General advice
(5). Review previous analysis
Detailed analysis often brings problems into crystal clear focus

(Kato and Smaller, 2011)
Revisit the original analysis that was undertaken on a process to develop

new ideas.
Investigate the original recording of time, motion, work elements, and flow
to help develop your thinking.
As soon as you clearly identify the problems or improvement opportunities,

the solutions will jump out more readily.
(6). Synthesis Ideas
It is vitally important to also synthesis your ideas, as new knowledge is

created from two functions: (i). Analysis; and (ii). Synthesis.
Methods for Developing Ideas
Although new ideas develop from the mind, check sheets can be useful
to aid people in developing creative solutions. These can include:
(1). Osborns Checklist
Many argue that Alex Osborn is the first person to develop ideas of how
to facilitate brainstorming.
Osborn developed a mental checklist of different areas that people

should consider when developing new ideas.
Osborns Checklist
Source: Kato and Smalley (2011) Toyota kaizen methods: six steps to improvement,
(1). Reuse: Is there any way of reusing what you dont need any more?
(2). Borrowing: Can a similar item be used for something else?
(3). Change: Can we change anything?

(4). Enlargement: Can we enlarge it?
(5). Reduction: Can we reduce it? Can we make it smaller?
(6). Substitution: Can we substitute something?
(7). Replacement: Can we rearrange it?
(8). Reverse: Can we reverse it?
(9). Synthesize: Can we combine anything?

Methods for Developing Ideas
(2). Rules for Motion Economy

Checklists are also used by industrial engineers to investigate
processes and find areas for improvement.
One of the most widely used techniques is Frank Gilbreths rules for
motion economy:
Motion Economy: Use of the Human Body

(1). Timing:
(2). Idleness:
(3). Symmetrical:
(4). Lowest classification:
(5). Momentum:
(6). Continuous movements:
(7). Free swinging movements
(8). Rhythm:
(9). Eye movements:
Motion Economy: Arrangement of the Workplace
Kato and Smalley (2011) also outline the importance of studying the arrangement of the workplace:
(1). Definite and fixed stations should be provided for all tools and materials to permit habit formation.
(2). Tools and materials should be prepositioned to reduce searching.
(3). Gravity feed bins and containers should be used to deliver the materiasl as close to the point of
use as possible.
(4). Tools, materials, and controls should be located within the maximum working area and as near to
the workplace as possible.
(5). Materials and tools should be arranged to permit the best sequence of motions.
(6). Drop deliveries or ejectors should be used wherever possible so that the operator does not have
to use his hands to dispose of the finished work.
(7). Provision should be made for adequate lighting, and a chair of the type and height to permit good
posture should be provided. The height of the workplace and seat should be arranged to allow
alternate standing and sitting.
(8). The colour of the workplace should contrast with that of the work and thus reduce eye fatigue.
Motion Economy: Design of tools and equipment
Kato and Smalley (2011) also outline the importance of studying the design of tools and equipment:
(1). The hands should be relieved of all work of holding the work piece where this can be done by a
jig, fixture, or foot operated device.
(2). Two or more tools should be combined wherever possible.
(3). Where each finger performs some specific movement, as in typewriting, the load should be
distributed in accordance with the inherent capacities of the fingers.
(4). Handles such as those in cranks and large screwdrivers should be so designed that as much of
the surface of the hand as possible can come into contact with the handle. This is especially
necessary when considerable force has to be used on the handle.
(5). Levers, crossbows and hand wheels should be so placed that the operator can use them with the
least change in body position and the greatest mechanical advantage.
(3) Further suggestions for manual work
Furthermore, Toyota also created a number of specific suggestions for
improving manual work.
These specific suggestions are unique to Toyota and each of its

operations and facilities.
(4). Review 5W 1H and ECRS

Participants should also review the ECRS approach during the kaizen
process.
Revisiting 5W1H analysis (what, why, where when who and how) and
ECRS analysis (eliminate, combine, rearrange and simplify) can help to
foster new ideas.
5W 1H & ECRS
5W 1H ECRS
Questions Framework
Why?
Eliminate!
What?
Where? Combine!
When?
Who? Rearrange!
How? Simplify!
(5). Brainstorming
One of the most popular ways of developing new ideas is Brainstorming.
A brainstorming session occurs when a group of participants work together to

identify problems, solutions, improvement potential and new ideas.
This group activity helps to foster new ideas as it can generate a chain reaction
when one new idea leads to another creative idea, and so on.
4 Rules of Brainstorming:
(i). No criticizing or judging during idea generation
(ii). Speak freely
(iii). Seek quantity
(iv). Think together
Brainstorming Process
(based on Toyotas kaizen course)
Additional Information:
Checklists
Data
Drawings
Spreadsheets
Models
Sample Inputs: 5W1H & ECRS Questions:

Customer interviews What is its purpose?
Expert interviews Why is it necessary?
Competitor analysis Where should it be done?
Detailed analysis Who should do it?
Work method analysis Brainstorming How can it be improved?
Motion analysis Meeting What can be combine?
Time Study What can we eliminate?
Flow analysis What can we rearrange?
Equipment analysis What can we simplify?
Cost analysis What can we synchronize?
Random association What can we standardize?
CREATIVE IDEA
GENERATION
Source: Kato and Smalley (2011) Toyota
FOR IMPROVEMENT kaizen methods: six steps to improvement,
STEP 4:
DEVELOP AN IMPLEMENTATION PLAN
As soon as the process analysis and idea generation stages are
complete, it is important to develop a implementation plan.
Six points for consideration in planning:
(i). Ensure the ideas developed from the kaizen activity are greater than
the costs or difficulty of attaining the objective.
(ii). Ensure that kaizen focuses initially on method based changes to

how the work is undertaken at present.
(iii). Then focus on system level kaizen improvements that address

how the production system can be changed, rather than just local
improvements.
STEP 4:
(iv). Ensure kaizen plans are clear with detailed analysis that
incorporates safety and quality issues so they are not affected by
proposed changes.
(v). Undertake pilot tests to evaluate the effectiveness of the new idea,
and create backup plans for managing worst case scenarios.
(vi). Evaluate what impact any changes will have on the group and team
dynamics.
STEP
. 4:
At Toyotas factories, these small kaizen activities occur every day and are
considered to be part of the job routine of working at the firm.
Other medium term kaizen activities also take place, and take days or weeks to
complete.
Long term kaizen activities also occur, and focus on product design changes,
equipment technology, etc (often taking weeks/months to complete).
For example, during the 1990s Toyota Motor Corp received more than 20 million
kaizen ideas from its workers in its 40 year since it was established. This makes
it one of the most innovative companies in history!
STEP 5:
IMPLEMENT THE PLAN
The next step in the kaizen process is the implementation of the plan. Here,
Kato and Smalley (2011) outline three important aspects of implementation.
(a). Communication:
Communicate with the affected individuals and groups in the firm.
Poor communication is one of the most frequent causes of failed kaizen

plans.
All changes and implementation plans need to be sold to the relevant

parties.
A3 reports can help to communicate the proposed changes.
Remember that logic and emotion are important drivers of peoples

thinking, but logic tends to win in the long term.
STEP
. 5:
IMPLEMENT THE PLAN
(b). Instruction and Follow-up actions:
Important to follow up any changes to review their success or failure.
Training plans and instructions (e.g. standardized work documents)

need to be updated and modified.
Documents that will need to be changed include job breakdown sheets,

work instructions, or standardized work used in training.
STEP
. 5:
IMPLEMENT THE PLAN
(c). Positive attitude:
From a behavioural perspective, it is vitally important to retain a positive

attitude within the team and company towards implementing kaizen ideas.
Effective leadership and a positive attitude will help to ensure a positive result
for the large number of kaizen suggestions by front line employees.
A positive attitude can help to foster the implementation process and encourage
employees to propose new ideas safe in the knowledge that they will be
implemented as soon as possible.
STEP 6:
EVALUATE THE NEW METHOD
Without measured improvement, there is no kaizen!

(Kato and Smalley, 2011)
The last step focuses on evaluating the results of the changes that were made in
order to determine whether it had been successful.
Changing processes that results in no improvement can be a tremendous waste of

time and effort.
Here it is important to verify the results of the kaizen activities.
It is also vital to standardize work practices, update standardized work documents

and follow up to ensure they are practiced.
One of the most common failures of kaizen activities is the failure to establish
whether the process has improved.
Important to establish a link between cause and effect with measureable outcomes
so that you can be certain that you have addressed the problem with a high degree
of confidence.
STEP 6:
EVALUATE THE NEW METHOD
Finally, it is important to clearly communicate the results of the kaizen

activity.
At Toyota short presentations are scheduled to communicate the results of

the kaizen activity (i.e. a 10 to 15 minute presentation).
In the presentation, the speaker focus on the kaizen story, which ensures
that the kaizen process has been followed in an appropriate manner.
During the presentation the audience and senior managers congratulate the
individuals and the team for their efforts and communicate the success to
other people.
Only a few diagrams, pages and charts are provided for the presentation
(e.g. flip chart, A3 report, projector, slides, ).
Remember: The process of reporting kaizen outcomes should be kept

simple and efficient, in accordance with the spirit of kaizen!
Conclusions
Kato and Smalley (2011) model: The six steps of Kaizen
Step 1: Discover Improvement Potential

- Compare performance to standards - Seven types of Waste
- Production Analysis Board (PAB) - 5S Analysis
Step 2: Analyze the current method

- Work analysis units - Motion Analysis
- Job Methods Analysis - Time Study
- Toyota Work Analysis - Standardized Work
Step 3: Generate original ideas

- Osborns Checklist - 5W 1H and ECRS
- Rules for motion economy - Brainstorming
Step 4: Develop an implementation plan
Step 5: Implement the plan
Step 6: Evaluate the new method

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Kaizen

Dr Antony Potter BSc(Hons) PhD PGCHET

Step 1: Discover Improvement Potential

Step 2: Analyze the current method

Step 3: Generate original ideas

Step 4: Develop an implementation plan

Step 5: Implement the plan

Step 6: Evaluate the new method

Kaikaku Video Example: https://www.youtube.com/watch?v=q_BYvUlDviM

Kaizen Video Example: https://www.youtube.com/watch?v=su9CulCZTBg

Recently, they have developed a workbook that is based on this famous

These kaizen courses consist of lectures, shop floor observations

Engineers, team leaders and front line supervisors (and managers)

12 participants take part in the training course at a time, where they

(5). Implement (3). Generate

Gather information Analyse causes Analyse current

Form Hypotheses Set a goal Generate original

Perform Experiments to Implement correct Develop an

Analyse data Check results Implement action

Draw conclusions and Follow up/Standardize Evaluate

(1). Get the facts from the source

Kaizen is different from conventional problem solving.

Kaizen incorporates more degrees or freedom and allows participants to

For Kaizen to succeed, participants must practice Genchi Genbutsu (i.e. go to

A similar issue exists with kaizen and identifying improvement opportunities.

(1). Compare performance to standards

The first step is to compare the performance of a process or work

Collect objective and quantifiable data to detect deviations or problems.

Example 2 (productivity): Another area could be a productivity level

This second example is important as kaizen should NOT focus only on

The Production Analysis Board displays how the process is performing on a

If actual performance does not equate to planned performance, then the

This is a important visual management tool that can be used to quickly

It must NOT be used for scheduling production.

Important for employees to identify specific problems through direct

Advice: identifying too much inventory is too broad a statement,

5S Analysis is a very useful way to identify problems and areas for

(4). Spic-and-span (Seiketsu in Japanese): The overall cleanliness and order

Many trainers at Toyota explain these different analysis techniques in

Basic Analysis Methods:

Finally, employees undertake ECRS analysis (Eliminate, Combine, Rearrange,

Step 2: Question every detail

Step 3: Develop the new method

Step 4: Apply the new method

Motion Analysis is another technique that is used by Toyota in kaizen

Motion analysis was originally developed by Frank and Lillian Gilbreth.

They developed a system called Therblig that is used to describe the

Shingo introduced Motion Analysis to Toyota in the mid 1950s.

1. Value Added Optimize

By documenting processes using the Therbligs symbols workers are able to

For example, takt time, Just In Time, lead time, etc.

Step 2 Write down the work elements

Step 3 Measure the total cycle

Step 4 Calculate the individual splits

Step 5 Find the most repeatable times. Adjust as needed.

Step 6 Measure and reconfigure any additional items (if needed)

Step 7 Measure off line work (if needed)

1. Automatic door open 2