Teppi Tevet College

Apply 3S Kaizen

Masonry Level one 2012 E.C

 Contents
1. Kaizen Basics
1.1 Definition of kaizen
1.2 The Origin of Kaizen
1.3 The Dissemination of Kaizen in Ethiopia
1.4 Kaizen pillars
1.5 Kaizen targets or elements
1.6 Wastes/‘Muda’
2. 5S Basics
2.1 Sort
2.2 Set in order
2.3 Shine
3. Junior Kaizen Promotion Team (KPT)
 1. Kaizen Basics
1.1 Definition of Kaizen

改 (Kai): Change, alter

善 (zen): better, right

KAIZEN means “Change for better.”

KAIZEN is a Japanese business philosophy that

assumes our way of life – be it our working life,
our social life, or our home life – should focus
on continual improvement efforts.
(Masaaki Imai, 1997; “GEMBA KAIZEN”)
3
 1.1 Definition of Kaizen cont’d…..

• KAIZEN is “a Japanese business philosophy of

continuous improvement of working practices,
personal efficiency, etc.”

4
 1.1 Definition of Kaizen cont’d…..

“Kaizen is not just a management technique but a

philosophy which instructs how a human should
conduct his or her life. Kaizen focuses on how
people conduct their work. It shows how management
and workers can change their mindset together to
improve their productivity”. (Masaaki Imai, 1997)

5
The Ethiopia KAIZEN Institute developed its own
working definition as follows:

"KAIZEN is a philosophy of continual, participatory

and self-disciplined innovation management
having its own integrated systems and problem
solving tools, implemented with the highest level of
commitments at all levels of owners, leaders and
employees through enhancing their absorptive
capability step by step aiming at creating new and
advanced corporate culture to catch-up and attain
world class competitiveness".
6
 1.3 The Dissemination of Kaizen in Ethiopia

JICA KAIZEN Assistance in Africa

,
Egypt, Tunisia, Ethiopia Kenya, Zambia, Ghana,
Tanzania, …
July 2008 - Initiative for Policy
Dialogue (IPD) ,request to government
of Japan.
June 4, 2009 - agreement was signed.
October 26, 2009 – a pilot project
started.

Project team - Kaizen Unit (KU) / MoI & JICA expert

team
Project Period - October 2009 – May 2011
Pilot companies – 30 companies
Project Area – Addis Ababa & its vicinity.

The Late PM Meles Zenawi

Ethiopian Kaizen Institute (EKI)
established under MoI in 2011.
7
 1.4 kaizen pillars

“It is a unifying thread running

through the philosophy, the
systems, and problem solving
tools developed in Japan over the
last 30 years”
Masaaki Imai
 1.4 kaizen pillars cont’d…..

As a
philosophy Kaizen Kaizen
systems tools

9
1st Pillar - KAIZEN AS A PHILOSOPHY
cont’d…..

• KAIZEN is a philosophy of continuous

undertaking by an organization to
improve its activities and processes with
the goal to always improve quality and
productivity so that the organisation can
meet full customer satisfaction.
 KAIZEN AS A PHILOSOPHY cont’d…..

Characteristics of KAIZEN
1. Continuity
2. Participatory approach
3. Accumulation of small improvements
4. Improvement without a large amount of
investment
5. Widely Applicable (manufacturing,
service, public or non-profit
organizations).

11
 KAIZEN AS A PHILOSOPHY cont’d…..

1. Continuity
KAIZEN is a dynamic activity in revolving cycles of
PDCA, (Plan, Do, Check and Act).

12
 KAIZEN AS A PHILOSOPHY cont’d…..

2. Design 3. Do
(Plan)
1. Customer
Needs

5. Improve 4. Feedback
Meeting Customer Needs: (Act) (Check)
• Internal/External
• Shareholders
• Employees
• Community
 KAIZEN AS A PHILOSOPHY cont’d…..

• KAIZEN can be built in and run with an

integrated and company-wide approach
through the collaboration of all the levels of
the organisation that are top management,
middle managers and front-line employees.

• Commitment , genuine participation and

motivation of all the three actors are critical
factors.
 KAIZEN AS A PHILOSOPHY cont’d…..
Requisites of Kaizen
Knowledge of Kaizen concepts and
techniques.
Attitude with positive thinking
Involvement of all from top management
to front-line workers.
Zealous support for Kaizen.
Education about Kaizen (training).
Never-ending Kaizen activity.

15
 KAIZEN AS A PHILOSOPHY cont’d…..

Why Kaizen is Necessary?

 Make optimal use of peoples’ skills

 Reduce overall cost
 Maintain high quality (or improve quality)
 Reduce or eliminate wastes (MUDA)
 Improve productivity
 Improve Safety
 Shorten lead time & improve delivery time
 Improve space utilization etc

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 KAIZEN AS A PHILOSOPHY cont’d…..
Guiding Principles of Kaizen

• Participation of front-line workers

• Focus on the improvements of workplace/Gemba
• Practicing kaizen that lead to a corporate culture.
• Kaizen fosters process as well as result oriented

thinking.
• Speak with data - collect, verify and analyze data.

Put quality first even than cost and delivery.

• Bottom-up approach.
• Top management commitment.
• Learning process and customization
• Customer satisfaction
 The 2nd Pillar -KAIZEN Systems

• Toyota Production System

• Total Productive Maintenance
• Total Quality Control (TQC)
• Total Quality Management System
• Suggestion system
 1.5 Kaizen targets or elements

• P – Productivity
• Q – Quality
• C – Cost
-Customer satisfaction
• D – Delivery time -Success of the organisation
• S – Safety
• M – Moral
• E – Environment
• G – Gender Equality
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 1.6 Wastes/‘Muda’

Over Production
Motion
7 types of
Transportation
Wastes by Toyota
Company

Inventory
Waiting

Defect Making
Over Processing
01-20
 2. 5S Basics
2.1 What is 5S ?
Objectives of 5S
Create a safe workplace
Create a comfortable workplace
Create an efficient workplace

2.2 The five pillars of 5S

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Before After
 2.4 Stages of 5S implementation
The three stages of implementing 5S are:
• Planning
• Implementation
• Sustaining
 Planning Stage
Steps for planning
1. Kaizen Team organizational structure.
2. Recognition of current condition
3. Deciding activity range
4. Goal setting
5. Planning stage
6. Budgeting
7. Kick-off

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 Planning Stage
1. Kaizen Team Organizational Structure

Dean

Kaizen core team

Kaizen Promotion team Kaizen Promotion team Kaizen Promotion team Kaizen Promotion team
(leader, members) (leader, members) (leader, members) (leader, members)

01-25
Planning Stage
Duties of the Core Team

 Prepare over all 5S implementation plan at the

TVET level.
 Follow up 5S activities in the TVET.

Perform any other 5S related activities.

Organize Training

01-26
 Duties of facilitators
• Follow up the activities of each KPT’s
activities.
• Collect information about the KPTs and
report to the core team.
• Gather all the plans, reports and results of
all KPTs and document them.
• Consult KPTs.
• Distributes all Kaizen formats to the KPTs.
• Assist all KPTs any activities related to kaizen.

01-27
 Planning Stage
2. Recognition of current condition
Before starting implementation collect data using both:-
 byusing 5S Checklist
 Photography (Next page)

28
 Planning Stage
Photography 　
(1) Fixed-point Observation Type
Fix the location of the camera
and do photo shoots at the same
place both before and after
KAIZEN.

Before KAIZEN After KAIZEN

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 Planning Stage
4. Goal setting
1
Recognition
Of
Of current 22
condition

Evaluation
Evaluation
33

Setting goal 4

Post

30
1. Sort
 Remove all items from the workplace
that are not needed for current
production or administrative operation.
 Keep “only what is needed,
only in the amount needed,
& only when it is needed”.
Red Tag Discard
No Tag
Keep it

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Why Sort is important?
 Space, time, money,
energy and other
resources can be
managed and used
most effectively.
 Problem and
annoyances in the
work flow are
reduced.
 Communication
between employees is
improved.
 Product quality and
Productivity is
enhanced.
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Implementing Sort Activity
Procedure For Sort Activity
Preparation

Necessary items Unnecessary items

Making a Shop Stock List Red Tag Strategy

Quantification Evaluation of unnecessary items

Shine Activity In parallel Disposal of unnecessary items

Shine Activity In parallel

Set-In-Order activity
Set-In-Order activity
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 Red Tagging Procedure
1. Sort necessary and unnecessary items.
2. Decide Red tag Holding Areas.
3. Attach red tag to unnecessary items.
4. Taking unnecessary things to “Red tag Holding
Areas”.
5. Decision Making
6. List all unnecessary things using the Unused
Article List.
7. Listing all necessary things in the Shop Stock List.
2. Set-In-Order
 Arranging needed items in the way
easy to use and labeling them so that
easy to find and put back (visual
management).

35
 2. Set in order cont…
Set-in-order is important because it
eliminates:
 time spent searching for an item
 motion wastes
 difficulty returning item to its original
place
 excess inventory
 reduce damage
 safety

36
Implementing Set in order

Procedure for Set-In-Order Activity

Set targets for Set-In-Order Activity

Decision of location, Storage, Indication method

Preparation of tools for Set-In-Order Activity

Decision of schedule and work allocation

Implementation of Set-In-Order

37
 2. Set in order cont…
1. Visual Control Strategy
 A visual control is any communication technique
used in the work environment that tells us at a
glance how work should be done.
 We can implement standardization in such a way
that all standards are identified by visual control.

38
 2. Set in order cont…
Visual Control Techniques
 common visual control techniques;
1. Signboard strategy
2. Painting strategy
3. Color-code strategy
4. Outlining strategy
5. Visual Management Board (Kaizen
board) Strategy

39
 2. Set in order cont…
4. Outlining strategy

40
 Remember: 30 Second
Rule Tool Box
 Set-In-Order - Decision of location and method
• First In First Out FIFO
• Setting Set-In-Order Rule
• Visual management

01-42
3. Shine

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 What is Shine?
 Shine means keep everything swept and clean.
 Shine is a way to keep everything in top condition
so, when someone needs to use something, it is
ready to be used.
 When Shine, we can’t avoid inspecting the item at
the same time. Therefore Shine and Inspect come
together.

44
 Benefits of Shine
 Clean and comfortable workplace.
 Increase visibility to defects when it occurs.
 Helps to maintain safer workplace.
 Good working environment increase morale.
 Early detection of machinery and equipment
failure.

45
Implementing Shine Activity
Determine shine target area

Determine shine assignments

Determine shine methods

Preparing proper tools for shine

Start to shine

46
 Step 1: Determine shine target areas
1. Demarcation for each team.
2. Who is responsible for each block.

Sample
Production
Block A

RM
Material Finished
Machining Packing
Block
Block Block Block B YYYY
Painting
Goods
Block
Block A

Production
Block B
Carrying-in route
for materials
Stock Room YYYY
Maintenance
Sales Block XXXX Shipping
Warehouse Machining
Block 1 Block
Block B
Block Block
Admin. & Accounting Rest Room
Block
Production
Block
Step 2: Determine Shine Assignments
A 5S schedule should include:
1. Who is responsible
2. Which area
3. Which days and time

48
 Step 2: Determine Shine Assignments Cont…
Eg. Shine schedule
Type of cleaning Time Frequency (timing) Responsibility

Minor operation
Daily cleaning 5 – 10 min. before/after working Team A, Team B
hour at each shop

Weekly cleaning 15 – 30 min. Weekend Mr. X and Mr. Y

Monthly cleaning 30 – 60 min. End of month All employee

General cleaning several 2 – 4 hrs.

Before consecutive All employee
times a year holidays

In case of necessity for

Location which is not easy to
clean
1 – 2 days assistance request to Team C
other division
 Step 3: Determine Shine Methods
• Choosing targets and tools:- define what will be cleaned
in each area and what supplies and equipment will be
used
• Perform the five minute shine:- cleaning should be
practiced daily and should not require a lot time.
• Creating standards for shine procedure:- people needs
to know what kinds of procedure to follow in order to use
their time efficiently; Otherwise, they are likely to spend
most of their time getting ready to clean.

50
 Step 3: Determine shine methods cont…
Developing Inspecting methods

Visual sense
Tactile sense
• dirt • Heat
• Breakage • Overcooling
• Missing parts • Bolt/nut loosening
• Oil leakage
• Water leakage

Smell sense Hearing sense

• Abnormal odor • Abnormal sound
 Remember!
-Kaizen is a continuous
improvement through
workers participation.
 Aims of QCC Activities
 To develop members capabilities.

 To make the workplace more pleasant, vital and

satisfying.
 To improve customer satisfaction and contribute to

society.
 To create good workers relationship or team spirit

through close discussion.

 To develop recognition of importance of work and raise

responsibility.
 To establish discipline in workplace and do proper work

by reducing mistakes.
 The Principles of KPT
• Every job is capable of being improved.
• People do not resist change, they resist being externally
changed.
• Every employee is capable of attaining excellence in his
work & the basic ability to improve the job.
• People like to improve their job and derive satisfaction out
of it provided they are involved through human touch,
recognition & reward.
• People like to participate in groups and crave for attention.
• People have integrity and can be highly creative.
• A man who does the job knows best about the job at least
they know the problems of the job.
 QC Circle Introduction Process
1. Declaration 2. Establish 3. Organize
of introducing promotion QCCs by
QC Circles and section section
by president committees. committees
of company. .

6. Organize QCC
performance
meeting and 5. Let QCC
presentation, and 4. Train
perform QCC
give recognition activities.
to outstanding leaders.
groups/QCCs.
 Role of Leader
 Conducting QC Circle meetings & direct activities
of QC circle.
 Make clear the purpose of the QC circle’s
activities.
 Perform as a member in the QC circle activities.
 Maintain good atmosphere in which all members
can express their opinions.
 Establish annual activity plan.
 Encouraging members.
 Train next leader. Cont’d….
 Participating in industry-wide conventions.
 Studying about QC Circle activities and
disseminating the knowledge.
 Seeking advise and support from the QCC
Office on behalf of its members
 Manage QC circle activities with appropriately
assigning roles to all the members.
Cont’d….
 A Leader

L：listen・・・・Listen carefully to the members.

E：explain ・・・Explain to the members carefully.
A：assist・・・・Assist the members’ activities.
D：discuss ・・・Discuss often with the members.
E：evaluate ・・・Evaluate a result fairly.
R：response ・・・Respond to the result.
 Member's role
 Follow the workplace rule and discipline.
 Members listen to each other at all times.
 Participate and speak actively in QC Circle meeting.
Perform and be responsible to assigned activity.
 Cooperate with other members.
 Arrive at meetings on time.