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Kaizen Is a Quality Improvement Process:

A Review Paper

Jai Bhagwan

Assistant Professor, Mechanical Engineering Department, South Point Institute of Technology & Management, Sonipat

ABSTRACT

The spirit of kaizen is achieving enhancements through little advances as opposed to huge advances and rather than tremendous and transformations and incorporates nonstop setting and improvement of principles without significant venture. The point of kaizen is to dispense with squanders and non-esteem included exercises, without a moment to spare conveyance, leveling heap of creation in sum and type, work Standardization, calm exchange of generation lines and utilizing suitable gear. Truth be told, kaizen incorporates forms, frameworks, items and administrations that dismantles them and afterward reconstruct in a superior manner. This investigation gave a further information into the use of the Japanese Kaizen. The Japanese Kaizen is indisputably not exactly equivalent to change frameworks that solitary hope to convey changes by offering cash related prizes or to achieve one-off electrifying headways Customer Satisfaction, meeting all fitting institution, Continual change in quality, condition and condition and wellbeing the executives framework.

KEY WORDS: Kaizen, quality improvement, TQM, Gemba, , 5S.

INTRODUCTION

Kaizen was made in Japan following World War II. The root of Kaizen can be followed back to the Quality Guru Dr. W. Edwards Deming, however it was Masaki Imai who promoted the idea of Kaizen to turn into an unrest around the globe. Kaizen is a mix of two Japanese words (kai+zen), actually implies ―Change for the Better [7]. It is a compound word including two ideas: Kai (change) and Zen (to improve things) [6]. This is deciphered as "Persistent Improvement" in English. The word Kaizen demonstrates a procedure of Continuous Improvement of the standard method for work [5]. The idea of Kaizen centers around improving a work space of an association in bit by bit improving procedure and dispensing with squanders. The audit shows that the use of Kaizen vows to decrease/disposal of squanders and improves process efficiency[13].Kaizen include little yet nonstop improvement and this little change can improve the profitability in gigantic augmentation .in short Kaizen recognize as the best strategy for execution improvement among every one of the procedures as it include less usage cost.The goal is to focuson SME in India. In this paper we examine the situation of Indian SME and Their work toward the execution of Japanese procedures Kaizen and 5S[17]. A definitive goal of Small medium assembling ventures today is to expand profitability through framework rearrangements, authoritative potential and little gradual enhancements by utilizing present day procedures. The greater part of the assembling ventures are right now experiencing a need to react to quickly changing client needs, wants and tastes. For endeavors, to remain forceful in publicize, consistent difference in gathering structure structures has ended up being essential. The proposed Kaizen adventure would have the ability to build the efficiency. The exchange underneath spotlights on such translations of the word, as often utilized with regards to present day the board talks. Two kaizen methodologies have been distinguished[16]: A)Flow Kaizen; B)Process Kaizen.

OBJECTIVES OF THE STUDY

• Improving Availability • Improving deals turnover • Improving conveyance rate

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• Reducing client grievances. • Understand what is Kaizen.

• Understand what is "issue" and levels of issue. • Reduced dismissal of profitability.

• Performance rate Improving. • Improving Quality rate.

• Kaizen lessens squander in zones, for example, stock, holding up times, transportation, laborer movement, representative abilities, over creation, overabundance quality and in procedures.

• Kaizen improves space use, item quality, utilization of capital, correspondences, and generation limit and worker maintenance.

WHAT IS GEMBA ?

'Gemba' in Japanese methods where genuine activities happen. On account of assembling companies,'gemba' signifies the shop floor(the genuine spot where every representative works, where we include esteem to be sure). As pointed out in my book, Gemba kaizen: A Common-sense, Low-cost Approach to Management, the three noteworthy exercises bolster great administration rehearses in Gemba : institutionalization, great housekeeping, and 'muda' (squander) elimination.These three exercises are for the most part hands-on, commonsense exercises did on the shop floor and structure the establishment of structure a powerful, solid creation framework. The accompanying five brilliant principles of Gemba the executives is a genuine case of Kaizen's sober minded way to deal with tackling issues (counting quality) on the shop floor[9].

1) When a problem (abnormality) arises, go to Gemba first. 2) Check with ‗gembutsu‘ (relevant objects).

3) Take temporary counter-measures on the spot. 4) Find the root cause.

5) Standardise to prevent recurrence.

KAIZEN IS A PROCESS

To understand what kaizen is, it may be valuable to look at the differences between the standard western methods for improvement and kaizen in the west, headway is regardless of anything else. Right when the board needs to improve comes about on account of their workers, they present the latest development, or wire the freshest administration strategy that they saw at the last open expo. Tremendous changes ascend to gigantic results - that‟s the mantra that is generally rambled in the west. The result is consistently a noteworthy utilization of money and time and finally, the results are not so remarkable. Kaizen is remarkable. Kaizen is the tortoise stood out from the western hare. It relies upon whole deal, tough and no passionate changes. "Little walks done generally" is the system that they rely upon.

It is an aggregate undertaking – everyone is incorporated and contributing. It requires a little adventure of money, yet a considerable enthusiasm for effort, coordinated effort and getting ready. In case done precisely, the results are oftentimes astounding. Kaizen is a methodology. It's anything but an onetime change made to improve this quarter‟s numbers look. It must transform into a step by step some portion of each worker‟s routine[14]. It must end up being a bit of the company‟s culture so executives and delegates are continually looking for little ways to deal with improve the work procedure. Exactly when that occurs, you will have an affiliation that has ended up being lean, mean and profitable. This is the substance of kaizen. This is its most conspicuous quality.

Essential ELEMENTS OF KAIZEN

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80 Figure 1: Elements of Kaizens[4].

THE 10 BASIC KAIZEN PRINCIPLES

1. Throw out the entirety of your old fixed thoughts on the most proficient method to get things done. 2. No fault—treat others as you need to be dealt with.

3. Think positive—don't state can't.

4. Don't sit tight for flawlessness. half improvement currently is fine. 5. Correct missteps when they are found.

6. Don't substitute cash for speculation—inventiveness before capital. 7. Keep inquiring as to why until you get to the underlying driver. 8. Better the astuteness of 5 individuals that then the aptitude of 1. 9. Base choices on information not assessments.

10. Improvement isn't produced using a meeting room.

KAIZEN TOOLBOX

Research characterizes that there are no standard strategy/instruments are utilized for usage of Kaizen. The Kaizen Toolbox contains different devices related with Kaizen are as following [13]:

1. 5 Why Technique

2. 5S (Workplace Organization) 3. Elimination of 7 Wastes (Muda) 4. Poka-Yoke

5. Andon 6. 7 QC Tools

7. Jidoka (Autonomation) 8. PDCA Cycle.

KAIZEN -THE THREE PILLARS

THE THREE PILLARS: According to M. Imai, a master in these administration methods of reasoning and practices , the three mainstays of kaizen are abridged as follows[8]:

1. housekeeping 2. waste elimination 3. standardization

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81 WASTE (MUDA ) ELIMINATION

Muda in Japanese methods squander. The assets at each procedure — individuals and machines — either include esteem or don't include esteem and subsequently ,any non-esteem including action is named muda in Japan. Work is a progression of significant worth including exercises, from crude materials ,closure of a last item. Muda is any non-esteem included undertaking. To give a few models ,there are exhibited here Muda in both assembling and office settings depicted below:In Kaizen reasoning, the point is to wipe out the seven sorts of waste (7 dangerous squanders ) brought about by overproduction, pausing, transportation, superfluous stock, over preparing ,movement, and a faulty part, and introduced on the accompanying .

KAIZEN AND INNOVATION

Kaizen practices upgrades existing conditions by passing on expanded its estimation. Kaizen does not replace or square progression. Or on the other hand perhaps, the two are comparing. After Kaizen has been exhausted, ideally, improvement should take off, and Kaizen should take after when headway is begun. Kaizen will support the difference in existing activities, anyway it won't give the beast adventure forward. It is basic for the firm to keep up an agreement among improvement and a Kaizen framework that spotlights on change [3].It is top administration's business to keep up this amicability among Kaizen and headway, and it should consistently make sure to scan for creative [1] . In the occasion that attempts are continued toward an unquestionably described goal , it is set out toward Kaizen to yield positive results. Regardless, Kaizen is confined in that it doesn't supersede or on a fundamental level change the same old thing. At the point when Kaizen's minor regard starts declining, one should swing to the trial of advancement. Kaizen infers little redesigns made in the same old thing as a result of persistent undertakings .Innovation incorporates an extreme change in the standard in light of a generous enthusiasm for new advancement just as rigging or a totally re-structured thing/process [2] . On the accompanying table are ordered by some significant variables the contrasts among kaizen and advancement.

KAIZEN AND ‘’HUMANWARE’’ PARAMETERS: TEAMWORK APPROACH ,UPPER MANAGEMENT

COMMITMENT, REWARDS.

A few terms identified with Kaizen and ''Humanware'' parameters: Teamwork approach ,Upper Management Commitment, Rewards given underneath:

 Teamwork Approach

 Teamworks Principles

 Team Structures and Characteristics

 Small Group Activities

 Cross Functional Teams

 Quality Circles.

KAIZEN AND UPPER MANAGEMENT COMMITMENT

Since the upsides of Kaizen benchmarks come relentlessly and its effects are felt for the most part on a whole deal premise, plainly Kaizen can prosper simply under best administration that has a genuine stress for the long term quality of the association. It has every now and again been raised that one of the critical complexities among Japanese and Western administration styles is their time distributions. With everything taken into account, Japanese managers have a whole deal perspective, while Western overseers will in general scan more for at this very moment happens. This differentiation is also reflected in the manner each administration style methodologies change. Western administration is commonly reluctant to familiarize change bit by bit and tends with help advancement, which is increasingly clear and gives a brief return . In case the executives makes positive use of the methodology masterminded perspective to support improvement and further fortifies it with a Kaizen approach, it will find that the association's general power will be upgraded in the long run[8].

KAIZEN AND REWARDS AND RECOGNITIONS

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1.They improve the support of value related conduct and accomplishments.

2.They show authoritative qualities, and they show how the association acknowledges endeavors .

3. They show accomplishment, and R and R exercises give input which is a component of persistent improvement ( Kaizen ). Acknowledgment is additionally a type of input about the aftereffect of individual or collaborations. It demonstrates the people or the groups that they are destined for success toward persistent improvement. Acknowledgment as input can emerge out of managers, different groups, interior clients in the association, or outside clients in the commercial center.

4. Kaizen reasoning and TQM procedures request enabled representatives, cooperative people and cross-useful exercises. R and R can persuade these people and gatherings to proceed with their dynamic support in the association.

KAIZEN AND TOTAL QUALITY MANAGEMENT (TQM )

Kaizen as clarified before is a sort of umbrella idea that incorporates activities and exercises like TQM, proposal frameworks , to make reference to those we believe are the most significant ones ( and are the most intrigue issues looked by association A, that we center later around). TQM is a voyage, a development focused on the improvement of administrative presentation at all levels. It bargains with[8]:

 Quality Assurance,

 Employee Involvement,

 Cost reduction,

 Safety,

 Continuous Improvement, and

 Productivity Improvement

GOALS OF KAIZEN VS QUALITY,COST AND DELIVERY

Ιn a market economy, the customer is the best, and satisfying customers' wants for things and administrations to the extent Quality, Cost, and Delivery (QCD) should be an authoritative goal of every business . So a complete goal of Kaizen framework and activities go for improving Quality, Cost, and Delivery (QCD), appropriately QCD target has transformed into a best requirement for survival in business. A market unstable association must have a strong dissatisfaction with its the same old thing on existed QCD status. It should review its current forceful position on that and its characteristics and weaknesses and consider the changing circumstances and client rehearses. An association that is content with the current situation isn't possessed all the necessary qualities to stay on promote, so it should answer the going with request the soonest possible[8]:

• What are the targets to be cultivated similar to QCD? • What will be the due date for achieving such targets?

KAIZEN MODEL

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83 KAIZEN – A WAY TO IMPROVEMENT OF QUALITY

Kaizen implies consistent procedure of progress which draws in top administration of an organization, the executives staff and all workers[15]. It requires significant changes in individuals' conduct and expert dependent on experience, specialist of pioneer. Kaizen depends on supposition that all workers have abilities which can be utilized in a superior manner [12]. An expression of Kaizen is kai – ―change‖ and zen – ―good‖.

KAIZEN BENEFITS

• Kaizen Reduces Waste-like stock waste, time squander, laborers movement. • Kaizen Improves space use, item quality

• Eliminating forms that reason human weakness. • Improvement in distinctive individuals capacities. • Improvements for new products(ideas).

• Improving frameworks and procedures.

• Achiving most extreme productivity and quality

• An open administration style that permit addressing of leaving frameworks and procedure. • Machine ability Improvement(minimum down time).

• Striving for consistent Improvement at all levels.

• Quality Improvement and Reduction the assembling cost. • Improvement in client care and client relations.

• Improvement underway aids(fixture, apparatuses and so on.)

• Kaizen Reduces Waste-like stock waste, time squander, laborers movement • Kaizen Improves space use, item quality.

RESEARCH METHODOLOGY

Kaizen will help in showing individuals how they can perform undertakings in a fast manner through trials and this will prompt recognize and lessen/kill squanders all the while and the chose procedure can be improved.

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84 KAIZEN- REASONS FOR FAILURE

• Top the executives may not bolster it • Worker are not appropriately persuaded • Participants are not appropriately prepared

• The endeavors of disappointment by the gathering individuals are scrutinized

• Improvement are a piece of every day schedule this fundamental ideas are disregarded • Participants are constantly found with part of work weight.

CONCLUSIONS

This paper proposes a substitute method to manage quality from the edge of practical methodology of significant worth issues in Kaizen. It exhibits that various quality issues can be handled by incorporating everyone in Kaizen and that it should not be left in the hands of significant worth specialists alone. Kaizen relentless change by the little walks – should be recognized due to each employee‟s affiliation. Kaizen updates should proceed with no additional endeavor or through little theories. It suggests little improvements done dependably completed a drawn out stretch of time. If you arrange the kaizen guidelines into your workplace, you will see recognizable improvements promptly, and uncommon changes in the whole deal. You will see improvements in at the workstations, in the work environment and in your delegates. Likewise, you will get these results without spending an immense measure of money on new equipment. Since the results come not from support advancement, yet rather from the development of a workforce that is adequately connected with affecting little enhancements to the work process. Kaizen is a quality improvement process which coordinated arrangement of individuals, materials, data, gear and vitality. By recognizing Kaizen occasion information variables and occasion procedure factors that add to fruitful Kaizen occasion results, and by creating, testing and refining a working hypothesis of Kaizen occasion adequacy, the exploration will empower the improvement of Kaizen occasions (as incorporated frameworks), by giving proposals to configuration, just as usage.

REFERENCES

[1] Imai, M. (1986), ― Kaizen – The Key to Japan‘s Competitive Success‖, McGraw-Hill Inc, New York,NY, pp 228-229. [2] Hammer,M. and Champy,J.(1993), ― Re-enginnering the corporation :A Manifesto for Business Revolution ― , New York

:Harper Business.

[3] Cane,S.(1996), ―Kaizen strategies for winning through people‖,London :Pitman publishing. [4] Goetsch,D. and Dav is, S.B.(1997), ―Introduction to Total Quality‖, Second ed. Prentice-Hall.

[5] Chen J C, Dugger J and Hammer B (2000), ―A Kaizen Based Approach for Cellular Manufacturing Design: A Case Study‖, The Journal of Technology Studies, Vol. 27, No. 2, pp. 19-27.

[6] Palmer V S (2001), ―Inventory Management Kaizen‖, Proceedings of 2nd International Workshop on Engineering Management for Applied Technology, pp. 55-56, Austin, USA.

[7] George Alukal and Anthony Manos (2006), ―Lean Kaizen – a simplified approach to process improvements‖, ASQ Quality Press.

[8] Kai and Zen (2006), ―Kaizen definition and principles in brief:A concept and tool for employees involvement‖, www.michailolidis.gr,pp.1-42.

[9] Masaaki Imai(9-11,April2007), ―The Kaizen approach to Quality‖, 12-ICIT in RoC ,Going for Gold -Tutorial on Gemba Kaizen ,Page- 1 /4.

[10] Jennifer A. Farris, Eileen M. Van Aken, Toni L. Doolen, June Worley (2009), ―Critical success factors for human resource outcomes in Kaizen events: An empirical study‖, Int. J. Production Economics 117,pp. 42–65.

[11] Mihail Aurel Titu; Constantin Oprean and Daniel Grecu(17-19 March,2010), ―Applying the Kaizen Method and the 5S Technique in the Activity of Post-Sale Services in the Knowledge-Based Organization‖,IMECS2010,ISBN:978-988-18210-5-8,Vol.-III,Hong Kong.

[12] Frąś J. (2013), ―Kompleksowe zarządzanie jakością w logistyce,‖ Poznań: Wyd. Wyższej Szkoły Logistyki w Poznaniu, , p. 264.

[13] Jignesh A. Bhoi, Darshak A. Desai, Rohit M. Patel(2014), ―The Concept and Methodology of Kaizen:A Review Paper‖, IJEDR , ISSN: 2321-9939., Volume 2, Issue 1,pp.812-820

[14] Bagul Niraj Ravindra, Ahire Mayur Pranay(27 Aug. 2016), ―Kaizen Concept‖,ICRISMET-16,ISBN:978-93-86171-04-7,pp.467.482.

[15] Marcin Jakubiec and Elwira Brodnicka(2016), ―Kaizen concept in the process of a quality improvement in the company‖,REME-16,Article-8, pp.89-100.

Figure

Figure 2. Kaizen – 5S[11].
Figure 3.  Initial research model of Kaizen[10].
Figure 4. Methodology of Kaizen[13].

References

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