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Kaizen, Quality Management Method

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The Kaizen method is a philosophy of continuous improvement that has gained popularity in the business world. The concept is simple yet powerful: small, incremental changes lead to significant progress over time. Slidesgo wasn't built in one day—it's been a journey of small steps until we got to the top! We have prepared this template, with some Japanese inspiration, to make it easy for you to explain the Kaizen method and, possibly, propose it in your own business. It includes a calligraphic font for the titles and completely editable slides.

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“Without continual growth and progress, such words as improvement, achievement, and success have no meaning.”

– Benjamin Franklin

During the 1980s, facing stiff and unrelenting competition from Japanese manufacturers, American manufacturers tried to leverage lean methodologies and tools to transform their productivity and quality. Unfortunately, many of their efforts failed miserably. They would bring in consultants or tiger teams to lean out processes only to see people revert back to wasteful methods. They were missing the heart and engine of lean, which is kaizen.

What is Kaizen?

Kaizen is the philosophy that every person in an organization , from the CEO to the janitor, has a DUTY to improve what they do, eliminate waste on a daily basis, continually learn, reflect, change and experiment . And, the overall efficiency and effectiveness of an organization are predicated on the emergence and compounded impact of thousands of small improvements and changes driven by every individual in an organization. While western thinking typically seeks out big step-function innovations, eastern thinking focuses on the sum of the parts of many little improvements. It is hard for western management teams to comprehend the fact that over the past 50 years there have been over 1,000,000 systemic improvements to the Toyota production system.

In Japanese, kai means “change” and zen means “good”, which translated into English means “continuous improvement.” While Toyota pioneered many of the core lean improvement tools, they also perfected kaizen, which embodies the cultural and philosophical underpinnings of lean.

Kaizen methodology – PDCA

Kaizen expands beyond the idea of the individual pursuing continuous improvement; there is also the methodology of kaizen, which at its most basic level is applying the scientific method to processes. The prerequisite of kaizen is that you have standardized processes, with the thought being if a process is in flux and changing, then you can’t truly understand cause and effect in a controlled way. So, first, standardize your processes and get them up to level 4 in the process maturity levels.

Once you have standardized processes, then the first step in kaizen is to observe and identify waste. Once you identify waste, then the next step is a reflection to truly understand the waste and diagnose the root cause of it. The third step is the beginning of the Deming Cycle, which is a simple process improvement framework of Plan, Do, Check, and Act (PDCA). Plan involves designing an improvement to a process. Do is implementing the plan. Check involves measuring the impact of the plan on the efficiency and effectiveness of the process. And, Act, is deciding what permanent changes will be adopted and standardized in the process.

In Toyota’s thinking, there are two types of kaizen (improvement). The first is what we refer to as Kaizen with a capital K. This is the big win. In the west, this is what companies typically seek. In Toyota, people prefer kaizen with a small k, which are the small day-to-day efforts that improve a process. In the east, Plan, Do, Study, Act is a daily ritual.

Kaizen can happen informally as part of someone’s daily job or through a simple suggestion box. Or, kaizen can happen more formally through a planned and intense kaizen workshop, where a team comes together for a few days to problem-solve a process. A kaizen workshop involves understanding the needs of the customer, mapping out the current state of a process, identifying waste in the process and root causes of the waste, mapping out a future state of the process, and building an implementation plan to pilot changes, evaluate their impact, and ultimately make permanent changes to standardize within the process.

Why is kaizen important?

It is hard to believe the amount of waste in most processes until you go through a Kaizen exercise on a process and see the waste firsthand. Whether or not you adopt the formal methodologies of kaizen, the underpinning philosophy of kaizen can be useful. The philosophy of continuous improvement and that everyone should be proactive in identifying waste, creating solutions, implementing positive change, learning, and experimenting is essential to continuously improve organizational performance . The era of command and control management is extinct, and survival is predicated on nurturing and encouraging the empowerment and duty of every individual to drive positive continuous change.

How do you embrace kaizen?

There is no easy answer to how to embrace kaizen within an organization. It took Toyota many decades to perfect the kaizen cultural norms of continuous reflection, idea generation, controlled experimentation , standardization, and sharing. Kaizen is not about the tools but instead is about the deep seeded culture of an organization. Whereas Toyota team members look at waste and issues as an opportunity for the team and organization to improve, westerners often look at waste and issues as somebody’s problem, mistake, and a reason to potentially fire them. Western thinking is often about breakthrough innovation and step function improvements, while Toyota has implemented over 1 million small and large improvements to its production processes through Kaizen. Western thinking often obsesses on getting the results; while kaizen thinking is that the right process will produce the right results. There aren’t any quick tips or tricks to embracing kaizen since it is a long road that requires considerable commitment, dedication, resources, and thoughtfulness.

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The Kaizen method: our ultimate guide

Get to know how kaizen is used in businesses worldwide to drive strategic value from daily work and how you can implement it in your organization..

Meaning ‘continuous improvement’ in Japanese, Kaizen is a business philosophy that focuses on improving processes and operations and involving employees from all levels of an organization. 

Kaizen focuses on the power of small, gradual, positive changes in the workplace. A business can improve employee and customer satisfaction through Kaizen, reduce waste, and boost productivity. 

In this guide, we will explain how Kaizen is used in business to give you an idea of whether or not this philosophy might be helpful to you.

Jump to the section you want

Read on or click below to jump to the part of Kaizen you want to learn about:

• What is Kaizen?

The five elements of Kaizen

Employees and kaizen ideas.

• The benefits of Kaizen
• The challenges of Kaizen

Standard work and Kaizen

Value stream mapping and kaizen.

• How to implement Kaizen

Putting in place plans for continuous improvement

• Examples of implementing Kaizen
• Kaizen books to read

What is the Kaizen method?

Introduced in Masaaki Imai’s Kaizen: The Key to Japan’s Competitive Success, Kaizen is often applied by manufacturers; the most well-known example is Toyota.

It is also popular among the tech and healthcare industries and service improvement. It has even been adapted for life coaching and personal development.

Imai writes:

" the method of the Kaizen strategy is that not a day should go by without some kind of improvement being made somewhere in the company".  

Kaizen involves its principles being a fully integrated part of a company’s culture.

More of a methodology than a business model, the Kaizen approach can work well alongside lots of other management tools and strategies.

Changes made through Kaizen may seem small to those seeking more obvious instant gratification, but they aim to contribute towards tremendous change in the long run. 

With these principles in place in your organization’s culture, you can fully benefit from the Kaizen approach to making changes:

• A problem or area that could be improved is identified, and a goal is set
• Employees explore new ideas and possible solutions
• The goal is broken down into achievable or sub-objectives
• To make sure that no one’s tasks overlap and that no one is stretched too thinly, tasks are assigned to tackle each sub-objective
• Changes are implemented, and the results monitored
• If your changes provide the desired results, they are adopted permanently.

One of the methods used alongside Kaizen and by Lean practitioners in general to identify problems is the 5s framework.

This framework prioritizes standardization to see areas in need of improvement better. The 5Ses and their English translations are:

• Seiri (sort) - remove unnecessary things from the workplace
• Seiton (set in order) - organize what remains for ease of use
• Seiso (shine) - keep your workspace clean and tidy
• Seiketsu (standardize) - systemize how to keep things clean/running smoothly
• Shitsuke (sustain) - keep up this practice until it becomes an ingrained habit

This system is tailored towards Lean production but can easily be interpreted and adapted for many organizations and personal use. 

5S floor markings in a manufacturing site

Manufacturing 5s floor markings are essential to efficiently organizing a manufacturing process and improving safety.

5s floor markings are used to standardize the layout of the workplace, visually communicate company values and goals, remind people about standard operating procedures, and provide guidance to employees in a consistent format.

Floor markings are one of the ways that 5s is implemented in a manufacturing setting.

Markings can be created through painting or tape, making it easy for employees to quickly identify what needs to be done, where tools should be stored, where hazardous materials are located, etc.

They also guide how processes should be performed safely and correctly.

Floor markings can also help indicate vehicle routes, workstations, assembly lines, safe walking paths etc. This cuts down on confusion related to processes which save time and help improve safety.

Manufacturing 5s floor marking helps streamline workflow by making different areas easier to identify from color-coding and visual cues such as arrows or shapes.

This improves efficiency since people working in the area know quickly where they need to go or what steps they must take without relying on human memory or guesswork.

Additionally, using symbols makes it easier for people with language barriers or disabilities to understand instructions without having to ask questions or search elsewhere for clarification.

This leads to improved safety and production times and higher overall customer satisfaction.

What are Kaizen ideas?

The idea that everyone should strive to make minor, incremental improvements in their work environment by suggesting ideas and initiating changes means you need a suggestion system where employees can submit ideas for improvement, which are then evaluated and implemented as needed.

Employee ideas are a key component of kaizen because it encourages people to think critically about their tasks and identify areas for improvement.

By having open communication channels where people can freely express their thoughts and concerns, organizations can better understand employees' needs and how best to address them.

With this feedback, you can make well-informed decisions about improving processes and creating an efficient working environment.

The benefits of employee ideas

The benefits of having employee ideas drive kaizen beyond improved efficiency; it also creates a culture of ownership among employees.

When workers feel like they are part of the decision-making process, they will feel a greater sense of accountability for their work and be more likely to go above and beyond to ensure its success.

Furthermore, when employees create solutions, they will become more engaged with their job and have increased job satisfaction.

Moreover, employee input is invaluable when executing kaizen since they often know firsthand which processes would benefit most from improvements or adjustments.

They may be able to recognize problems quicker than management due to their proximity to the work or identify creative solutions that wouldn’t be considered otherwise.

Additionally, they may be able to provide insights into potential obstacles that could arise from implementing specific changes before those changes occur - preventing avoidable disturbances in processes down the road.

Examples of how employee suggestions work with Kaizen

Here's an example of how employee ideas can drive kaizen:

Imagine that you work in a manufacturing plant and you've noticed a bottleneck in the production process causing delays. You come up with an idea for eliminating this bottleneck by reorganizing the layout of the production line.

You bring your idea to your supervisor, who is responsible for driving kaizen efforts in your department. Your supervisor likes your idea and suggests that you form a kaizen team to explore the idea further. The team meets regularly to brainstorm and identify possible solutions to the bottleneck issue.

As the team works on the problem, they gather data and analyze the results of their efforts. They also involve other employees in the process, seeking their input and feedback.

Eventually, the team came up with a solution that involved reorganizing the layout of the production line. They present their solution to upper management, who review and approve the proposal.

The solution is implemented, and the production process is streamlined, resulting in increased efficiency and reduced delays.

As you can see, employee input is one of the critical aspects of Kaizen.

This is based on the idea that employees are often in the best position to identify problems with the processes they go through every day.

This suggests that they should also be the best people to come up with the solution, with help and creative input from others.

What are the benefits of Kaizen?

One of the fundamentals of Kaizen is looking to eliminate waste - in this context, waste can mean wasted resources and wasted time, and energy.

An example would be improving a process to eliminate wasting valuable time.

This, combined with the fact that problems are solved in-house, is one of the reasons why Kaizen is seen as helpful for saving money and lowering costs. 

Other benefits of Kaizen include:

More efficient problem-solving and less fear of blame

This is an obvious benefit as Kaizen restructures how problems and mistakes are approached - there is a go-to strategy for tackling problems as and when they arise.

Because there is a transparent system for dealing with issues, and the responsibility of thinking of solutions is shared, there is less fear of blame when raising them with your colleagues.

Kaizen encourages scrutiny because the desire for minor improvements outweighs the pride of being unable to admit fault.

This reduces stress and anxiety among employees in the long run.

Simplified processes

Due to the breaking down and even distribution of tasks, objectives are easier to approach, and the permanent changes resulting from improvements often focus on simplification and efficiency. 

Small changes make a big impact

It can be hard to implement significant changes company-wide - there is often at least some resistance, and it can take a long time to roll out across all departments.

Because Kaizen focuses on small changes, which are easier to accept and set in motion, many small yet impactful improvements can happen with minimal disruption. 

Greater customer satisfaction

As a direct result of all of the above, the customer experience is improved.

Mistakes are less frequent, the quality of work is higher and more streamlined, and communication is encouraged throughout all departments.

All of these things positively impact the customer experience and the end product.

What are the challenges that come with Kaizen?

Some challenges of implementing a Kaizen approach include:

Resistance to change

Some employees may resist changing how they work, even if the changes are meant to improve efficiency and productivity. It's essential to communicate the benefits of the changes and involve employees in identifying areas for improvement.

Lack of resources

Implementing kaizen requires time and resources, such as training and equipment. A lack of resources can make implementing and sustaining kaizen efforts challenging.

Difficulty identifying areas for improvement

Identifying areas for improvement can be challenging, particularly if you're unsure where to start. It's essential to involve employees in identifying areas for improvement and using data and metrics to help identify areas of inefficiency.

Difficulty measuring progress

Measuring the impact of a minor, incremental improvements can be challenging. Establishing clear metrics and tracking progress over time is critical to ensure your kaizen efforts pay off.

Maintaining momentum

It's essential to keep up the momentum of kaizen efforts over time. This can be challenging if you don't have a clear plan in place or if you don't have the support of leadership and employees.

Kaizen and standard work are closely related concepts in continuous improvement.

What is standard work?

Standard work is a documented process that outlines the most efficient and effective way to perform a task. It serves as a baseline against which performance can be measured and improvements can be made.

Standard work typically focuses on the following elements of a task:

The steps involved in completing the task Standard work specifies the steps required to complete a task most efficiently and effectively as possible. This includes both the physical and mental steps involved in the process.

The sequence of steps Standard work also specifies the order in which the steps should be completed. This helps to ensure that the task is completed logically and efficiently.

The expected time to complete the task Standard work specifies the expected time it should take to complete a task, based on the most efficient and effective way of performing it. This helps identify areas where improvements can be made to reduce the time required to complete the task.

The resources required to complete the task Standard work specifies the resources (e.g. tools, materials, equipment) needed to complete a task. This helps to ensure that the necessary resources are available when needed.

The expected level of quality Standard work specifies the expected level of quality that should be achieved when performing a task. This helps to ensure that the task is completed to the required level of quality every time.

By focusing on these aspects of a task, standard work helps to ensure consistency and quality in the way work is performed and can serve as a baseline against which performance can be measured and improvements can be made.

How the two relate

Standard work and kaizen are often used as part of a continuous improvement strategy. An organization can identify areas where improvements can be made through kaizen by establishing a standard way of working.

For example, if an organization has established a standard way of performing a task, but there are still delays or inefficiencies in the process, a kaizen team could be formed to identify and eliminate the root causes of these issues.

Value stream mapping is a Lean manufacturing tool that helps identify and eliminate waste in a manufacturing process. It creates a visual representation of the flow of materials and information as a product or service moves through the production process, from raw materials to the finished product.

To use value stream mapping as part of a Kaizen manufacturing process, you would follow these steps:

Identify the product or service and the steps involved in its production.

Map out the current state of the production process, including all of the activities, information flows, and decision points.

Identify and classify the types of waste present in the production process, such as overproduction, waiting, defects, excess inventory, unnecessary motion, and unnecessary processing.

Identify opportunities for improvement and create a plan to eliminate or reduce the waste identified in step 3.

Implement the improvement plan and track the results.

Continuously review and improve the production process to ensure that it remains efficient and effective.

Value stream mapping is an effective tool for identifying and eliminating waste in a manufacturing process.

It helps you understand how the process currently works and where improvements can be made.

You can increase efficiency, reduce costs, and improve customer satisfaction by continuously reviewing and improving the production process.

How do you go about implementing Kaizen in your business?

To introduce Kaizen to your organization, you might need to arrange what is known as a Kaizen event . 

A Kaizen event involves identifying and focusing on a particular element of your organization that is in need of improvement.

This could be anything from a process that currently takes up too much time, where mistakes often occur; a task that could be made easier with the help of new tools; or something that regularly doesn’t meet client expectations. 

Over a set period, usually a few days, employees work together to implement the Kaizen approach to this problem, and the 6-step process mentioned above is carried out.

When putting together a team of employees to tackle the issue, it is important to include employees who encounter the issue directly and employees from other departments who may provide fresh perspectives.

Running a successful Kaizen event takes a lot of preparation  but can be incredibly rewarding.

Through Kaizen events, organizations and employees can better understand Kaizen and its principles and, as a result, can apply Kaizen to all areas of their performance.

When discussing Kaizen's advantages and disadvantages, it is worth mentioning that such events can help generate company-wide enthusiasm. Still, there is also the risk of this enthusiasm being short-lived.

The nature of Kaizen means that it doesn’t lend itself to sudden, dramatic innovation, meaning that some people can find the structure limiting. Others may struggle with not being able to see instantaneous results. 

Keeping a log of ideas to address through Kaizen should ensure that you always have something to work towards, no matter how small.

This is also useful when changes cannot be done immediately - for example, immediately implementing any changes may create waste, as this would go against the fundamentals of Kaizen. 

Some examples of implementing Kaizen

Below are some examples of the results of implementing Kaizen in different industries.

• The reduction of wait times for patients in healthcare industries
• The streamlining of onboarding processes
• Sustainably managing excess inventory in manufacturing
• Improved functionality in public sectors thanks to Kaizen training

More specifically, in manufacturing, life sciences, and automotives:

• Standardizing and automating work processes to reduce variability and improve quality
• Implementing Lean manufacturing techniques in the production of pharmaceuticals and medical devices, and streamline laboratory processes to increase efficiency
• Implementing just-in-time (JIT) production to reduce inventory
• Implementing visual management techniques, such as 5S, to improve organization and reduce waste
• Using tools such as value stream mapping and total productive maintenance (TPM) to identify and eliminate waste in the production process
• Implementing error-proofing techniques, such as poka-yoke, to reduce defects

Kaizen books you should read

If you’re looking to get started with kaizen, several books on the subject can help guide you. 1. Kaizen: The Key To Japan’s Competitive Success

One excellent book on the subject is Kaizen: The Key To Japan’s Competitive Success, written by Masaaki Imai.

This book explains the principles of kaizen and how companies use it as an approach to business management.

It looks at every aspect of kaizen, from its implementation in organizations to its application in daily life. 

2. Lean Thinking: Banish Waste And Create Wealth In Your Corporation

Another excellent read for Kaizen is Lean Thinking: Banish Waste And Create Wealth In Your Corporation, co-authored by James Womack and Daniel Jones.

This book provides a comprehensive overview of lean manufacturing principles and how they apply to modern business practices, such as decreasing waste and increasing efficiency through streamlined processes and workflows. 

3. Workplace Management

Thirdly, Taiichi Ohno's Workplace Management puts forth one of the most detailed approaches to workplace organization ever published.

Written by Toyota's original production system creator, this book delves into Ohno's profoundly influential model, which he called “the Toyota Production System," or TPS for short - now widely known as "lean manufacturing."

Through this system, Ohno was able to revolutionize not just production but also industries worldwide through his emphasis on process flow efficiency, technology utilization standardization, safety reductions in materials cost reductions in inventory turnover time, increased customer satisfaction, etc.

In addition to these, there are other important textbooks written about Kaizen, such as:

• Implementing Lean Six Sigma Throughout The Supply Chain by Vishal Garg et. al.
• Quality Improvement Using Six Sigma: An Overview for Executives by Dr. Jeffrey L Hendler et. al

How i-nexus can help you with continuous improvement

If you want to learn more about continuous improvement and want help driving strategic value from your operational and transformation work, i-nexus software could be the key. 

If the Kaizen methodology speaks to you, why not look to combine it with Hoshin Kanri ? The Hoshin Kanri framework can help you align your resources with your goals for more efficient execution of tactics and success in your objectives.

To learn more about Hoshin Kanri and how i-nexus solutions can help you, contact us and book a demo today.

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• K ey to strategy execution eBook : Read how companies like Danaher and HP have mastered strategy execution and what you can learn from them.
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• How AI and Machine-Assisted Learning will help strategy execution :   As Artificial Intelligence becomes a mainstay in our lives, read how AI and machine-assisted learning will evolve to support your strategy execution.

About the author

Sam Ancliff is the Demand and Lead Generation Manager at i-nexus. 

In his role, his drive is to provide leaders with the tools and insights they need to make next-level decisions in their businesses and organizations.

If you’d like to talk more about strategy, contact Sam at   [email protected]   or   connect with him on LinkedIn   for the latest insights.

Core improvement tools & techniques: Operational basics & daily management

What is a Kaizen Event and how can you prepare for one?

4 tips to successfully facilitating your Kaizen event

Continuous Improvement Kaizen

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Some companies, achieving success, continue to develop it. Others, after their meteoric rise, will face the same rapid decline. What helps these companies consistently be the first? Continuous improvement Kaizen is an approach to understand the business reality that targeting and achieving smaller but continuous goals can result in a bigger and positive change. Either for the company or the market, the concept of Kaizen applies to both.  Completely editable and customizable, this continuous improvement kaizen template comprises of 4 slides. This template is designed in a modern style and uses stylish infographics. If necessary, you can independently change the font sizes and color of the infographics so that this template will organically fit into your presentations. It remains in use for Commercial purposes; presentations and proposals in Industrial Sectors, National and Multi-National companies, Health Sectors and Technology Development areas. It is also used for Academic purposes in research or thesis development procedures.

The first slide consists of six rectangular boxes, represented in contrasting combination of colors and each linked to a common region of focus, the concept of Pure Improvement.  This slide will primarily be useful to all production workers. It was in Toyota production that this system of continuous improvement arose. For example, a shop or team leader can make changes to their production processes based on their observations and work practices. They can share this technique through this slide, formulating key messages for other teams in the plant. Product managers can use this slide when preparing a methodology for testing a new product. For example, you can describe the processes that need to be performed on a product and repeat the steps with minor process adjustments. The second slide is more of a hexagonal representation of the same concept with description boxes alongside. This slide gives you the opportunity to outline the key messages for the next milestones – know your customer, the core of Kaizen, be transparent, let it flow, go to Gemba, empower people. You can also use it when describing the actions that are required to achieve the company’s goal. The next slide differs from the previous one in a richer color scheme and a more stylish icon design. You can use this slide to optimize processes in your company. For example, you can use this slide to describe the processes for delivering products that reduce delivery costs and shorten delivery times. For example, you describe your suppliers and your interactions with them, and how you can reduce storage costs by unloading a large vehicle directly into small vans for delivery around town. The fourth slide is a bit different. It contains four rectangular boxes namely Plan, Do, Act and Study. However, the core concept remains the same. To gather a list of problems, get your employees involved, encourage solution ideas, test, analyze results, adopt the successful proposal and repeat. This slide can be used by business coaches in their personal growth programs. Also, this slide can be used by team leaders in their weekly meetings with programmers. You can prepare a description of the processes that are repeated with each development of the software product and discuss with team members how to improve the processes at each stage. This template will be a worthy addition to your collection of presentation templates.

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Explore the evolution of Kaizen, a transformative strategy originating in the 1980s that has revolutionized the success of renowned Japanese companies like Toyota. Beyond a conventional management concept, Kaizen is a dynamic and contemporary approach to achieving continuous improvement, fostering a culture that adapts to the demands of the modern business landscape. Key Insights: 1. Adaptable Evolution:  Kaizen has evolved into a dynamic strategy that remains a cornerstone for continuous improvement, adaptable to the fast-paced modern business world. 2. Inclusive Empowerment:  Kaizen involves all levels of an organization, empowering everyone to contribute to the pursuit of perfection and fostering a culture of innovation. 3. Daily Improvement Culture:  Beyond a management concept, Kaizen is a lifestyle that encourages a culture of perpetual improvement, seizing daily opportunities for organizational enhancement. 4. Collaborative Problem Solving:  Kaizen excels in solving cross-functional challenges, fostering collaboration and innovation across departments. 5. Customer-Centric Excellence:  Kaizen is inherently customer-driven, focusing on quality, cost, and scheduling to keep organizations competitive and responsive. 6. Process-Focused Thinking:  Kaizen places a significant emphasis on process-oriented thinking, inspiring continuous improvement by delving into core organizational processes. This Kaizen PPT training presentation is crafted for today's business leaders, managers, supervisors, facilitators, and continuous improvement steering committees. It serves as a comprehensive guide to kick-start and implement Kaizen activities in work areas, ensuring organizations can drive meaningful change and achieve enduring success in the contemporary business landscape.

NOTE: This training package includes:

1. Kaizen PPT training presentation (PowerPoint format, in 16:9 widescreen)

2. Kaizen poster (PDF format, in color and monochrome, printable in A3 size)

Learning Objectives 

Comprehend the fundamental concepts of Kaizen, including its principles and philosophy.

Acquire knowledge of Kaizen management practices, focusing on their application to enhance organizational performance.

Develop proficiency in implementing Kaizen activities to systematically eliminate waste and drive continuous improvement within the organization.

Learn problem-solving tools and techniques for effective Kaizen implementation, emphasizing the crucial role of management.​

Contents  

1. Introduction to Kaizen 2. Kaizen Concepts 3. Kaizen Practices 4. Kaizen Management 5. Kaizen Approach to Problem Solving 6. Key Kaizen Problem Solving Tools 7. Kaizen Implementation 8. Key Factors for Kaizen Success

You may also be interested in the following Kaizen-related training presentations (sold separately):

Six Steps of Kaizen

Kaizen Event Guide

Office Kaizen

5S Techniques

5S for the Office

5S Implementation Guidebook

5S Audit Checklist for Manufacturing

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Example Kaizen Presentation Powerpoint Presentation Slides

Introducing Example Kaizen Presentation PowerPoint Presentation Slides that focuses on continuous improvement of work practices. Improving processes can directly increase profitability. Showcase the concept of kaizen and its implementation in various aspects with this quality circle PPT slides. Kaizen process PowerPoint complete deck includes content ready slides such as meaning of Kaizen, Kaizen 5S framework, 3 Mus of Kaizen, 4M checklist, types of waste, kaizen vs innovation, the PDCA cycle, problem statement, action plan, lead time and cycle time, data collection cycle time, cause and effect analysis, Pareto analysis, solution to the problem, re-evaluating goals, before and after template, report form etc. Additionally, the six-sigma presentation layout can be used to represent topics such as business process reengineering, experiential learning, process control, total productive maintenance, improvement strategy, lean management and many more. Download the Kaizen approach to operational efficiency Presentation layout to present improvement initiatives for your business Take the time to make your presentation perfect. Our affordable Example Kaizen Presentation Powerpoint Presentation Slides are only a heartbeat away.

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PowerPoint presentation slides

Introducing Example Kaizen Presentation PowerPoint Presentation Slides. This complete deck contains 58 content ready templates. These PPT slides can be easy to customize. Users can edit the fonts, colors, and slide backdrop as per their need. Users can quickly download Presentation templates in both widescreen and standard screen. The presentation is fully supported with Google Slides. It can be easily converted into JPG or PDF format.

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Content of this Powerpoint Presentation

Slide 1 : This slide shows Example Kaizen Presentation. State the name of your company and begin. Slide 2 : This slide shows your company Agenda. Add them here and use it accordingly. Slide 3 : This slide states the Meaning of KAIZEN. Slide 4 : This slide shows Kaizen 5S Framework - Good Housekeeping which includes the following points- Short (Organization), Set in order (Orderliness), Shine (Cleanliness), Standardize (Standardized Cleanup), Sustain (Orderliness). Slide 5 : This slide presents 3 MUs Of Kaizen- MUDA, MURA, MURI as Wastefulness, Imbalance, Overload. Slide 6 : This slide shows 4M Checklist categorized as- 1.Man (Operator) Does the follow standards? Is his work efficiency acceptable? Is he problem-conscious? Is he responsible/accountable? Is he qualified ? Is he experienced? Is he assigned to the right job? Is he willing to improve ? Does he maintain good human relations ? Is he fit and healthy ? 2. Machine (Facilities): Does it meet production requirement? Does it meet process capabilities? Is the lubrication adequate? Is the inspection adequate? Is operation interrupted due to machine trouble? Dose it meet precision requirements? Does it make any unusual noises? Is the layout adequate? Are there enough machines/facilities? Is everything in good working order? Slide 7 : This slide also shows 4M Checklist categorized as- 3. Material: Are there any mistakes in the volume? Are there any mistakes in grade? Are there any mistakes in the brand name? Are there impurities mixed in? Is the inventory level adequate? Is there any waste in material? Is the handling adequate? Is the work-in-progress abandoned? Is the storage layout adequate? Is the quality standard adequate? 4. Method: Are the work standards adequate? Is the work standard upgraded? Is it a safe method? Is it a method that ensures a good product? Is it an efficient method? Is the sequence of work adequate? Is the setup adequate? Are the temperature and humidity adequate? Are the lighting and ventilation adequate? Is there adequate contact with the previous and next processes? Slide 8 : This slide shows Types of Wastes. We have mentioned seven of them which are as follows- Defective Products, Unnecessary Motions, Inventories/Storage, Process Inefficiencies, Transportation/Moving, Waiting, Overproduction. Slide 9 : This is a Kaizen Vs. Innovation graph form slide. Use it as per your business need. Slide 10 : This slide displays The PDCA Cycle subheaded as Continuous Improvement Cycle further sub divided into- Explain Reason, Set Goals, Prepare Action Plan, Gather The Date, Analyze The Date, Analyze The Facts, Develop Solution, Test Solution, Ensure Goals Are Satisfied, Implement Solution, Monitor Solution, Continuous Solution, Act, Check, Do, Plan. Slide 11 : This slide presents the Problem Statement with roadmap imagery. Slide 12 : This slide states four major Reasons for Unproductivity- Less Workforce, Work Pressure, Under Trained, Less Time. Slide 13 : This is Our Goal slide with icon imagery. State your goals here. Slide 14 : This slide showcases an Action Plan with- WHY are we undertaking the project. WHAT are we going to do? What date is required. WHO is responsible for each task? Who should be involved? HOW must it be accomplished? How do we review? WHERE can we find relevant data and facts? WHEN must a task be complete. Slide 15 : This slide showcases Data Collection- Checklist/ Checksheet. Slide 16 : This slide presents Data Collection in a Histogram form. Slide 17 : This slide shows Lead Time And Cycle Time as per Ticket Created, Ticket Resolved, Cycle Time, Lead Time, Start Work. Slide 18 : This slide shows Cycle Time By Month of products/ entities etc. graphically. Slide 19 : This slide shows Data Collection using Scatter Diagram. Slide 20 : This slide presents Data Collection & Analysis- Control Chart to showcase- Upper Limit, Point Label, Lower Limit. Slide 21 : This slide shows Data Collection & Analysis in a Flow Chart form. Slide 22 : This slide presents Analysis Techniques- Cause & Effect Analysis in a fishbone diagram form to show- Cause, Equipment, Procedures, People, Policies, Effect. Slide 23 : This slide shows Analysis Techniques- Pareto Analysis. Slide 24 : This slide shows Solutions to Problems provided with creative imagery. Slide 25 : This slide helps Re-Evaluating Goals/ Ensuring Success of Goals. Showcase both your Goals- to achieve and not to achieve here. Slide 26 : This is an Implement Countermeasures- Standard Operating Sheet slide. Fill relevant information and use it. Slide 27 : This slide presents PDCA Cycle- Summary with the following constituents- Plan, Do, Check and Act. Plan: Define & Analyze Problem, Identify Root Cause. Do: Devise solution, Develop detailed action plan, Implement plan. Check: Confirm Outcomes Against Plan, Identify Deviations / Issues. Act: Standardize solution, Review & define next issues. Slide 28 : This slide presents Kaizen Before and After Template with Kaizen Name to be added. Slide 29 : This is a Kaizen Report Form slide. Add in the necessary details and use it. Slide 30 : This is a Coffee break image slide. You can alter the content as per need. Slide 31 : This is Example Kaizen Presentation slide with various icons. Alter as per your need. Slide 32 : This slide is titled Additional slides. You can change the slide content as per need. Slide 33 : This is a Clustered Column slide to present product/ entity comparison, specifications etc. Slide 34 : This is a Stacked Column Chart slide to present product/ entity comparison, specifications etc. Slide 35 : This slide is titled Our Mission with background imagery. Slide 36 : This slide presents Our Team with name and designation. Slide 37 : This is an About Us slide where you can show-Professional, Creative or Talented aspects of your company. Slide 38 : This is an Our Goal slide. State your goals here. Slide 39 : This slide displays Comparison on the basis of gender. It shows male and female image compared in terms of percentages. Slide 40 : This is a Quotes slide. Insert a quote or whatever you desire here. Slide 41 : This slide showcases Financial score as per Advanced, Professional and Beginner levels. Slide 42 : This is a Dashboard slide with numerals to use for presenting kpis, metrics etc. Slide 43 : This is a World Map slide for pinning/ presenting Location for showing global presence, growth etc. Slide 44 : This is a Timeline slide. You can present yearly growth etc. with it. Slide 45 : This slide displays Post It Notes for pinning important facts, notices etc. related to the company. Slide 46 : This is a NEWSPAPER slide for representing any highlighted/ summarized text. Slide 47 : This is a Puzzle slide to show information, specifications etc. Slide 48 : This is Our Target slide. State your targets here. Slide 49 : This is a Venn diagram image slide to show information, specifications etc. Slide 50 : This slide showcases a Mind Map. State information, specifications etc. here. Slide 51 : This slide presents a Matrix with high, low and vice versa. You can add or modify text as per need. Slide 52 : This is a Lego slide to present information, specification etc. Slide 53 : This is a Silhouettes slide to present people specific information, specifications etc. Slide 54 : This is a slide for Hierarchical representation. Display the top to bottom management in the text boxes given. Slide 55 : This is an Idea slide in a creative bulb form. Slide 56 : This slide presents a Magnifying Glass image to showcase information, specifications etc. Slide 57 : This is Funnel image slide to showcase funneling aspects etc. Slide 58 : This is a Thank You slide with Address# street number, city, state, Email Address, Contact Numbers.

Example Kaizen Presentation Powerpoint Presentation Slides with all 58 slides:

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Lean Manufacturing

Kaizen Events: A Complete Guide To Planning & Holding A Kaizen Blitz

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What is a Kaizen event or Kaizen blitz?

What is kaizen, when to hold a kaizen event, benefits of holding a kaizen event, planning a kaizen event, holding a kaizen event:, metrics of success: how to measure improvement, beyond the kaizen event, share on social.

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Kaizen events, also known as Kaizen blitzes, are short-duration events, usually in the form of a week-long workshop, in which a facilitator guides a team in improving an area with a specific goal in mind.

Typically during a Kaizen event , the facilitator leads the team (which is generally comprised of people who work in the area in which the event is being conducted) in standardizing and documenting processes and identifying, implementing, and documenting improvements to that area. After the event, improvement opportunities are prioritized based on the needs of the business.

Download our Ultimate Guide to Kaizen & Drive Continuous Improvement in Your Operations →

“Kaizen” is the philosophy of continuous improvement. Translated from Japanese, the word “kaizen” translates to “changing something for the better.” It was originally used by Japanese businesses after World War II, influenced by teachings in American business and quality management, and became adopted by the Toyota Production System (also known as TPS), where employees are famously required to stop the line if an abnormality arises (known as Jidoka) and, along with their supervisors, suggest an improvement.

Kaizen is used as a tool in lean manufacturing with the goal of eliminating waste by continuously improving standardized processes, equipment, and other procedures for carrying out daily production. The main requirement is that existing procedures be standardized and documented so that improvements can be evaluated objectively.

While Kaizen is primarily associated with manufacturing, it is practiced across all functions of a business and has been adopted by other industries such as healthcare, finance, psychotherapy, life-coaching, government, and banking.

Beyond improving workflows, Kaizen is an ongoing process that can facilitate a culture of identifying and correcting inefficiencies and nurture a sense of ownership among workers. It also has the benefit of eliminating wastes in the process by reducing non-value added activities to a minimum.

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While the principles of Kaizen should be practiced by all members of an organization on a continual basis, scheduled Kaizen events may be necessary in order to tackle larger problems. Also, maintaining a culture of solving the root cause of problems before they become bigger is key.

Reasons to hold a Kaizen event include :

• Solving an urgent problem that puts the business at risk and needs to be addressed quickly • Achieving a strategic goal that will impact KPIs • Identifying and solving the root cause of issues that prevent daily improvement cycles from achieving results • Solving cross-functional challenges, such as improving the handoff of work between teams, including upstream and downstream events on a production value stream. • Sustaining the practice of continuous improvement in your company, especially if you haven’t had a Kaizen event in a while • Introducing new team members to continuous improvement techniques

In addition to the primary benefits of improvement in your standard work processes, holding a Kaizen event can foster problem-solving, collaboration, and communication skills and allow employees to demonstrate leadership. Engaging team members to identify problems and suggest improvements in their work areas encourages a sense of ownership over their work, which can improve overall motivation, morale, and productivity. Finally, holding a Kaizen event is one way to reinforce a robust culture of continuous improvement within your organization, after all, the best way to sustain the principles that you want to guide your company is to put them into practice.

Investing time into planning your Kaizen event is critical to the event’s success; in fact, properly planning the event is just as important as the event itself. Set your event up for success by clearly defining the goals and scope of the event and strategically assembling a team that will bring important insights to the table. Here are some key steps to planning your Kaizen event:

Appoint a skilled facilitator

The facilitator should be trained in lean techniques and philosophies and be able to help your team stay on track and motivate them; the facilitator should be someone who is passionate about creating positive change. You may wish to hire a consultant for this role or train a team leader from within your organization. Having a skilled facilitator is key to the success of your Kaizen event.

Make sure leadership is engaged

Make sure your organization understands the importance of the Kaizen event to your business’s bottom line. Gaining buy-in is crucial to the success of your Kaizen initiatives, and if your organization’s leaders are committed to sustaining a culture of continuous improvement, they will set the tone for the rest of the company.

Set the scope and limits of the event

Clearly define the scope of the Kaizen event. The main focus of the event should be an area or process in which it has been determined that inefficiency is reducing value to the customer. The focus can be narrowed by analyzing KPIs, root causes, and other Lean metrics. Keep in mind that the end goal is to promote continuous improvement and reduce waste

Assemble the team

While everyday Kaizen should involve all members of your organization (from employees on the shop floor to upper-level leadership), Kaizen event teams usually consist of 6-10 people and should be strategically chosen. Keep in mind the following when choosing team members:

• At least half of the team should be made up of people who regularly perform the work that the Kaizen event is intended to improve.
• Limit the number of managers/company leaders on the team.
• Choose team members from a wide range of relevant departments, who all touch the process being improved
• Include people who provide input to the area
• Include people who receive output from the area
• Include subject matter experts who have special knowledge about the process. • Include someone who’s not directly involved in the process to provide an outside perspective.

Define success

It’s imperative to be able to objectively measure success from your Kaizen event and other continuous improvement efforts. Identify metrics that quantify improvements. These may include metrics revolving around quality, cost, resource utilization, customer satisfaction, space utilization, staff efficiency, and other KPIs. Set benchmarks for improvement by measuring your current performance.

Provide training

Communicate expectations to the facilitator and team members.

Outline the event schedule

Have a rough schedule mapped out, including what you hope to achieve in the Kaizen event. Identify milestones for each day of the event.

Here is a typical outline for a week-long Kaizen event:

Day 1 : Define your goals for the event. Map and measure the process’s current state and identify wastes. Decide on desired results.

Day 2 : Consider the root causes of wastes and identify possible solutions. Achieve consensus on improvements to be implemented. Document resources needed to apply improvements.

Day 3 : Implement the improvements.

Day 4 : Test the improvements. Measure the results of improvements made and apply any necessary adjustments. Standardize and document new procedures.

Day 5 : Train employees on new standard work procedures. Communicate the changes to the organization. Recognize and reward team members who contributed to the success.

Measuring the impact of your Kaizen event is crucial to the success of future Kaizen efforts. In order to accurately measure improvements resulting from your Kaizen event, it’s important to make sure you have complete and accurate data about your operations before, during, and after your Kaizen event. Digitizing your operations using manufacturing software such as Tulip is a good way to gain visibility into your operations. Tulip collects data from your shop-floor employees, machines, and tools as they perform their tasks, so you can get an accurate view of production and quality metrics such as production rate, defect and scrap rate as well as defect causes, and process timing such as process and step cycle times. With this data in hand, you can conduct analyses into the effects of your continuous improvement efforts over time by using Tulip’s real-time analytics tools .

As always, Kaizen doesn’t stop when you’ve successfully completed your Kaizen event. You should see this Kaizen event as just in an ongoing series of efforts and improvements. Building a mindset of continuous improvement among your organization’s culture requires daily practice, and with time, you’ll see an increase in the efficiency, productivity, and quality of your operations.

For more resources to help you achieve continuous improvement in your factory, check out our Ultimate Guide to Kaizen .

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Download pre-designed Kaizen PPT templates and slide designs for presentations. Kaizen is a system of continuous improvement in quality, technology, processes, company culture, productivity, safety and leadership. Download awesome Kaizen slide designs and PPT templates that you can use in presentations on total quality management and continuous improvement slide designs.

Kaizen PICK Chart Template for PowerPoint

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Easy Guide About How to Conduct a Kaizen and How Does It Work

Have you ever wanted to improve how things work, but it felt too overwhelming? Well, that's where Kaizen comes in! It is a powerful method that helps you improve by making small, continuous changes. In this easy guide, we'll explore what it is all about and how it works. After that, you’ll learn how to conduct a Kaizen , including its principles. We have also provided the ultimate platform to use for creating a diagram. By the end, you’ll see how the Kaizen approach will make a difference. So, keep reading!

Part 1. How Does Kaizen Work

Part 2. how to conduct a kaizen, part 3. bonus: principles of kaizen, part 4. faqs about how to conduct kaizen.

Kaizen came from a Japanese word that means “improvement” or “good change”. Kaizen believes that everything can be improved and nothing stays the same. Hence, Kaizen is an approach based on continuous improvement. It usually starts with a small idea yet has ongoing positive changes. Then, it will result in significant improvements. Now, Kaizen works by focusing on making things better little by little, step by step. It also helps you by breaking down big problems into smaller and manageable parts.

Another essential thing about this approach is that it values everyone’s ideas. It encourages teamwork and listening to what everyone has to say. This way, everyone gets involved and feels like they're part of the solution. So, Kaizen is about making continuous, small improvements. Over time, these little changes build up and make things a whole lot better. People can use it, whether it's in a business, a project, or even in our daily lives.

By now, you’ve learned how Kaizen works. In this part, we’ll discuss the general process of how you should conduct a Kaizen. Afterward, get to know the best way to create a Kaizen diagram.

Step-by-Step Guide to Conduct a Kaizen

Gather a team.

First, you need to form a team. Gather the individuals who are familiar with the process and those affected by it. Their insights are valuable for generating ideas and solutions. So, involve them and ask for their help in identifying the problems.

Find and analyze problems.

Next, collect all the feedback from your team or employees. Then, list the problems and potential opportunities.

Create a solution.

Now that you have the problems, it’s time to create solutions. You can also motivate your team to offer some creative solutions. All their ideas will be taken into consideration. From the solutions presented, choose the best ones.

Evaluate the solution and implement it.

After that, test the solutions that you have gathered. Take some steps to check out the solutions provided. Then, implement them to see how well they work.

Assess the result.

Assess the impact of the solution and the changes. At different intervals, track the process. Finally, see and identify how successful the change has been.

To see the Kaizen cycle in a visual presentation, we’ll introduce the best diagram maker for you. Check out the tool below.

Kaizen Report Template

Document and summarize continuous improvement activities across your teams and org.

Trusted by 65M+ users and leading companies

About the Kaizen Report Template

Kaizen is a business philosophy that originated in Japan. It is based on the continuous improvement of working practices and personal efficiency. In companies that follow this philosophy, all members of the organization—from the CEO down to individual contributors—are expected to participate in kaizen practices.

When is a kaizen report useful?

A kaizen report helps identify gaps and inefficiencies. Under this approach, every employee in the organization is responsible for auditing their processes and understanding what they might have overlooked. In that way, a kaizen report can be an important tool for increasing accountability at all levels of the organization.

Kaizen is more of a general approach then a specific strategy, so people may include different elements in a kaizen report. Overall, though, a kaizen report is useful for the following reasons.

1 - Reduce waste. Kaizen reports help you discover how you can use your personnel and inventory more productively in the future.

2 - Increase employee satisfaction. Under the kaizen approach, everyone from an entry-level employee to the CEO creates kaizen reports. The reports can thereby make everyone feel as though they have a stake in the company and can showcase their impact.

3 - Improve employee retention. Since your employees are more likely to feel engaged, they are also more likely to stay at the company for longer.

4 - Increase your competitiveness. Kaizen reports help you identify gaps and inefficiencies. Once you’ve identified them, you can fix them and make your company even more competitive. This gives you an edge in your market.

5 - Improve customer satisfaction - Regular kaizen reports, and the kaizen approach more broadly, will improve your products. In turn, that will make your customers happier. 

6 - Solve problems more efficiency. Kaizen is a solutions-first approach. It empowers you to get at the root of a problem quickly and effectively.

7 - Build better teams. Overall, the kaizen approach will bring your teams closer together. Creating kaizen reports also makes it easier to train new team members, easily bringing them up to speed on processes and desired results.

What do you include in a kaizen report?

A kaizen report doesn’t need to be overly complicated. In its simplest form, it summarizes what the situation was before, which action(s) you took, and what the effect was after. You may wish to include visual elements (photos, diagrams, etc.) to help illustrate the story. 

Get started with this template right now.

Research Insight Synthesis Template

Works best for:.

UX, UX Research, Research Insights

The Intelligent Research Insight Synthesis Template in Miro is a game-changer for teams looking to streamline their research processes. This template leverages Miro AI to automate tedious tasks such as clustering data and summarizing large datasets, allowing teams to focus on deriving meaningful insights. One standout benefit of using this template is its ability to enhance collaboration by providing a structured framework that reduces the need for manual organization, ensuring that no critical insights are overlooked. This not only speeds up the synthesis process but also significantly improves the quality and accuracy of research outcomes.

Weekly Planner Template

Business Management, Project Planning

A weekly planner is a schedule that outlines your plans and activities for the week ahead. It helps you manage your time, keep track of your tasks, and organize your team on a day-to-day basis. Unlike traditional planners, which are often non-customizable, this weekly planner can be modified to suit your specific needs.

Lean Inception

Agile, Meetings

Lean Inception is a collaborative workshop for aligning teams on project goals and scope. It provides a structured framework for defining the product vision, user personas, and feature prioritization. This template enables cross-functional teams to collaborate, validate assumptions, and establish a shared understanding of the project vision and objectives. By promoting early alignment and customer-centric thinking, Lean Inception empowers teams to kickstart projects with clarity and purpose, driving efficiency and innovation from the outset.

Project Kickoff Template

Project Management, Documentation, Meetings

This Project Kickoff Meeting Template helps you have all the information about your project in one shared space, like a project manifesto. This template has seven activities to define your project’s goals and objectives, the team’s roles and responsibilities, and the next steps and resource materials for further consultation. Use the Project Kickoff Meeting Template to manage projects effectively and keep everyone aligned.

Hiring Process Template

Operations, Org Charts, Kanban Boards

Having a hiring process in place simplifies that process each step of the way, from recruiting for the position to making finalizing offers. This simple, effective template will give you a straightforward, high-level view of where employees are as they move from applicant to new hire.

Visual Story Map Template

Marketing, Desk Research, Mapping

Some people like to think of a visual story map as a stylized to-do list, but it’s a lot more powerful than that. Visual story mapping allows your product management team to visualize multiple dimensions of information.

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Kaizen PowerPoint Template PPT Designs

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Kaizen PowerPoint Templates PPT Designs and Diagrams For Presentations

If you are looking for a comprehensive and Kaizen PowerPoint Templates to explain and implement the Kaizen Method and strategy, train the Kaizen technique, quickly improve your manufacturing and production processes, or teach your company’s employees how to quickly improve your processes by applying the Kaizen techniques, then this PPT pack is your perfect choice. It comes with a complete set of Kaizen slides designs.

With these Kaizen (Continuous Improvement) PPT slide designs, you will find all pre-made templates, tools, models, diagrams, infographics to create a culture of continuous improvement in your company and engage your employees at all levels to work proactively to improve your company in terms of quality, production, and manufacturing.

What Is Kaizen?

Kaizen is a Japanese term (改善) meaning “change for the better” or “continuous improvement.” Kaizen is a strategy that helps improve a company in all departments such as the development, production by involving employees at all levels to work together in teams to achieve regular, incremental improvements to the manufacturing process and create a powerful engine for continuous improvement.

This collection of ready-to-use PPT graphics presentation of the Kaizen Strategy For PowerPoint  contains  125  Creative and fully editable slides with many variations options. they are visually appealing, you can easily modify color schemes, add your texts, resize and move the shapes and icons of each slide as per your requirement.

This template is available as Google Slides Template: Download Kaizen Google Slides Template Designs Here>

Key Features:

• 125 Unique & Creative PPT slides
• 2 Aspect Ratio (4:3 & 16:9)
• Fully and Easily editable content
• 120+ Stunning Premade Theme colors. ( What this means? )
• 5500+ Vector Icons! easily change size & color
• Base on Unlimited Color Schemes
• One-click to change all colors to fully fit your brand’s color. ( What this means? )
• 100% Vector Objects & Icons
• Free Fonts and Icons

Template Content:

Introduction to Kaizen

• What is Kaizen
• Kaizen Philosophy
• The Dual Nature Of Kaizen
• 3 Criteria of Kaizen
• Key Kaizen Approaches
• Key Elements of Kaizen
• Kaizen Principles
• Kaizen Umbrella
• Kaizen Cycle
• Kaizen & Lean
• Kaizen vs Innovation
• Kaizen vs Problem Solving
• Kaizen Benefits

Kaizen & Waste

• Methods To Increase Productivity
• Cost Reduction Principle
• Three MU’s: Muda, Mura, Muri
• What is Waste?
• Waste & Value
• Eight Types of Waste
• Using Kaizen to Eliminate Waste

Key Concepts of Kaizen

• Key Kaizen Concept
• Kaizen & Management
• Follow SDCA / PDCA Cycles
• Speak with Data
• Next Process is Customer
• Quality First
• Process versus Results
• Visual Management

Kaizen Management

• Cross-functional Management
• Hoshin Kanri
• Suggestion System

Kaizen Practices

• Management-oriented Kaizen
• Group-oriented Kaizen
• Individual-oriented Kaizen
• Kaizen Implementation
• Gemba House
• Gemba Process
• Kaizen Roles
• Ten Rules of Kaizen
• Kaizen Event
• Kaizen Blitz Approach

Problem-Solving Process & Techniques

• Basic Problem-Solving Tools
• PDCA Problem Solving Technique
• Six Sigma (DMAIC)
• 5 Whys Root Cause Analysis
• A3 Storyboard
• 8D of Problem Solving
• 5 M’s Method

Kaizen Tools

• 5S of Kaizen
• Fishbone Approach
• Value Stream Mapping, (VSM)
• Pareto Analysis
• Target Progress Report
• Kaizen Newspaper

Kaizen Role of Management

Kaizen Critical Success Factors

You May Also Like:

• PDCA Cycle Diagrams PowerPoint Template
• SIPOC Diagrams PowerPoint Template
• Six Sigma and DMAIC Model PowerPoint Templates Diagrams
• 5S Methodology PowerPoint Template Diagrams
• Hoshin Kanri Strategy Deployment PowerPoint Template

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Introduction to Kaizen

Oct 21, 2014

2.91k likes | 5.64k Views

Introduction to Kaizen. Answering the how, when, and why…. What is Kaizen?. Kai = Change; Zen = Good Kaizen = Good Change, Change for the Better, Continuous Improvement Small, incremental changes; break apart and put back together better Focus on small, quick changes for long-term success

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• eliminate waste
• customer requirements
• reduce cycle time
• waste 8 underutilized people

Presentation Transcript

Introduction to Kaizen Answering the how, when, and why…

What is Kaizen? • Kai = Change; Zen = Good • Kaizen = Good Change, Change for the Better, Continuous Improvement • Small, incremental changes; break apart and put back together better • Focus on small, quick changes for long-term success • Elimination of the 8 Wastes The REAL Kaizen Blog @ http://REALKaizen.com

What is Kaizen? • Kaizen is: • Rapid improvement in a particular work cell, work station, small process, factory location, office area, etc. • Kaizen is not: • Improvements in complex cross-functional or systemic problems where Projects or 6-Sigma are required The REAL Kaizen Blog @ http://REALKaizen.com

Kaizen Targets • Eliminate waste (non value added activities) • Increase productivity / output • Reduce inventory (less material and labor) • Reduce cycle time (less time to produce specific part) • Reduce space (work cell, office area) • Improve On-Time Delivery (OTD) • Improve quality of product and process • Improve housekeeping, 5S and visual management • Reduce downtime (setup time, maintenance) • Reduce transport time and distance • Standardize the process (less variation) • Reduce operating costs The REAL Kaizen Blog @ http://REALKaizen.com

Ground Rules & Guidelines • Try to make all improvements within the event area. Avoid blame on suppliers (internal or external) • Don’t accept excuses. Just say no to “we’ve always done it that way” and the status quo. Keep an open mind to change • Think of how it can be done, not why it won’t work. Don’t make excuses-just make improvement happen • Ask “why” five times until you get to the root cause of the problem (The 5 Why’s) • The Team solution is usually the best solution • Don’t over-analyze. Understand the process, then “just do it,” and see if it works • Don’t seek perfection the first time. Do something now – a 30% improvement is better than nothing The REAL Kaizen Blog @ http://REALKaizen.com

Ground Rules & Guidelines • “Fast and crude” is better than “slow and elegant” or “maybe never”. • In the worst case, the original process can be restored • Never leave in silent disagreement; Silence is agreement = ‘I can live with it’ • Every person has a voice and there is no such thing as a dumb question • Keep a positive attitude and have fun. The possibilities for improvements are unlimited • Everyone respect everyone else The REAL Kaizen Blog @ http://REALKaizen.com

What is Lean? • Lean production focuses on eliminating waste in all processes • Lean production is not about eliminating people • Lean production is about expanding capacity by reducing costs and shortening cycle times between order and ship date • Lean is about understanding what is important to the customer The REAL Kaizen Blog @ http://REALKaizen.com

Value Add & Non-Value Add • Value Adding Activity • An activity that transforms or shapes product or information to meet customer requirements. • Value added is always determined from the customer’s perspective. • How would you define value for your customers? • Non-Value Adding Activity • Those activities that take time, resources or space, but do not add to the value of the product itself. The REAL Kaizen Blog @ http://REALKaizen.com

Value Add & Non-Value Add • Value Add – Activities that are performed that the customer is willing to pay for • Value Enabling – Activities that support Value Add • Waste – Activities that do not contribute to Value Add The REAL Kaizen Blog @ http://REALKaizen.com

Value Adding Activity • Steps that could be considered essential because they: • Physically change the product / service • Are done in the right sequence or location in the process • Provide a real and sustainable competitive advantage • Would be seen by the client as delivering the value they seek that they would be willing to pay for them The REAL Kaizen Blog @ http://REALKaizen.com

Value Enabling Activity • Steps that could be considered necessary because they: • Support company measurement or reporting requirements? • Reduce risk, defect, cost, etc. • Allow subsequent work for the customer to be performed more quickly or accurately • Satisfy legal or regulatory requirements • Satisfy good business practice requirements The REAL Kaizen Blog @ http://REALKaizen.com

Waste • Steps that could be considered non-essential because they: • Do not change/add to the product or service to be delivered • Are done out of sequence and/or are performed to correct prior actions • Would not be seen by the client as delivering value and so they would be unwilling to pay for them The REAL Kaizen Blog @ http://REALKaizen.com

8 Wastes The REAL Kaizen Blog @ http://REALKaizen.com

Waste 1 - Overproduction • Definition • To produce items sooner or in greater quantities than required for customer demand • Causes • Poor planning • Incorrect bottleneck assumptions • Problems • Overproduction discourages a smooth flow of production • Leads to excessive work in process inventory The REAL Kaizen Blog @ http://REALKaizen.com

Waste 2 - Inventory • Definition • Any raw material, Work in Progress (WIP) or finished goods which are being stored • Causes • Overproduction causes inventorybuild up between processes • Problems • Adds cost • Requires space • Hides process defects • Can become a defect The REAL Kaizen Blog @ http://REALKaizen.com

Waste 3 - Motion • Definition • Unnecessary movementwithin a Process • Causes • Poor workplace layout • Poor process planning • Poor Housekeeping • No Standard OperatingProcedures • Problems • Adds time & cost • Can be a safety issue The REAL Kaizen Blog @ http://REALKaizen.com

Waste 4 - Waiting • Definition • People or Parts that are waiting for a work cycle to be completed • Causes • Unreliable Supply Chain • Bottlenecks • Down Time • Problems • Excessive Lead Time • Causes Bottle Necks • Additional Time & Cost The REAL Kaizen Blog @ http://REALKaizen.com

Waste 5 - Transportation • Definition • Unnecessary movement ofitems between processes • Causes • Poor layout and/or process Design & Planning • Unstructured or not understood Value Stream • Complex Material flow • Problems • Increased Time & Cost to transport & search • Increased Defects due to accidents The REAL Kaizen Blog @ http://REALKaizen.com

Waste 6 – Over processing • Definition • Processing beyond the valuerequired by the Customer • Causes • Lack of Customer Focus • “Always done it this way” • Lack of understanding • Scheduled work time is longer than needed • Problems • Increases Time & Cost The REAL Kaizen Blog @ http://REALKaizen.com

Waste 7 - Rework • Definition • A defect is when the Customerbelieves they did not get whatthey paid for • Causes • Process Variation • Customer requirements not understood • Problems • Additional Time & Cost • Reduces Customer Confidence The REAL Kaizen Blog @ http://REALKaizen.com

Waste 8 – Underutilized People • Definition • Underutilization of people’s Knowledge, Skills, and Abilities (KSA) • Causes • Constant management turnover unaware of talent pool • Employee not happy in current position • Problems • Great ideas might be missed • Dominant personalities may force focus in wrong direction The REAL Kaizen Blog @ http://REALKaizen.com

Potential Non-Value Add Opportunities The REAL Kaizen Blog @ http://REALKaizen.com

Kill The “Re’s” • Action verbs that start with “re” usually bad news: • Rework • Retool • Reject • Restock • Retest • Recall • Retrain, etc. The REAL Kaizen Blog @ http://REALKaizen.com

Steps to Eliminate Waste • Brainstorm! • Clearly identify business, processes or area to focus improvements on where bottlenecks, high costs, or long throughputs exist • Perform detailed “current state” process analysis through value stream mapping, time and motion studies, video, measurements, interviews with employees, collect process data, stand and observe the process, etc. • Identify “value-added”, “non value-added but necessary” and “waste”. • Define “ideal / future state” map for the targeted process (What should it be without any or with minimum waste?). • Justify improvement benefits in safety, quality, customer and financial impact The REAL Kaizen Blog @ http://REALKaizen.com

Steps to Eliminate Waste • Involve employees and perform Kaizen events (apply problem solving & 4-Quadrant analysis, define and prioritize solutions). • Set action plans to get from current state to future state (assign ownership for improvements, set timelines and follow-up method). • Execute improvements and follow-up on agreed actions. • Train employees, document and standardize the process based on improvements made. • Reflect and learn from the process (what we did right and what we did wrong, how to improve in future). The REAL Kaizen Blog @ http://REALKaizen.com

The Visual Factory Describes how information and data flows. Uses visual methods to display and convey how material flows, where it is located, and how the work is accomplished. Visual Factory tools include Andon boards, signs, and charts. The REAL Kaizen Blog @ http://REALKaizen.com

5S • Workplace organization standard focused on efficiency, effectiveness, and safety • Sort (Seiri) • Straighten, Set in order (Seiton) • Shine, Sweep (Seiso) • Standardize (Seiketsu) • Sustain (Shitsuke) The REAL Kaizen Blog @ http://REALKaizen.com

5S - Before • Workplace Targets Office (Before) Factory (Before) The REAL Kaizen Blog @ http://REALKaizen.com

5S - After Office (After) Factory (After) The REAL Kaizen Blog @ http://REALKaizen.com

Importance of the Visual Image The REAL Kaizen Blog @ http://REALKaizen.com

Importance of the Visual Image • All factories should be as clean as “Clean Rooms” The REAL Kaizen Blog @ http://REALKaizen.com

Rules to Good Housekeeping • Remove / eliminate everything you don’t need from the floor, drawers, shelves, etc. • Gain space and eliminate waste (simplify) • Everything left will have a clearly defined place (lined-up & identified) • Everything left will be clean and neat (regularly cleaned, re-painted, etc.) • Ownership in the area • Keep the area neat and don’t let others mess it up The REAL Kaizen Blog @ http://REALKaizen.com

Waste ID – Gemba/MUDA Walk • Spend 1 to 2 hours in the area identifying waste • Write down every waste you see for 30 minutes (use form) • Prioritize and identify top 3 (15 minutes) • Propose solutions (15 minutes) • Discuss with Team all opportunities while in the area following the process (1 hour) The REAL Kaizen Blog @ http://REALKaizen.com

Going Lean Thru Kaizen Turn This… …Into This! The REAL Kaizen Blog @ http://REALKaizen.com

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KAIZEN. WHAT IS KAIZEN. CONTINUOUS IMPROVEMENT NEW TECHNOLOGY ADAPTATION. KAIZEN. These improvement were made by involving all employees hence their Morale, Productivity and Quality went up, resulting in cost reduction Whenever any new technologies were introduce, the changeover was

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KAIZEN. 2008. CANADIAN COAST GUARD AUXILIARY - PACIFIC. The Principle of Kaizen. The Principle of Kaizen. Kaizen is a Japanese philosophy that extols an ideal of continuous improvement. The Principle of Kaizen.

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Answering the how, when, and why…. Introduction to Kaizen. What is Kaizen?. Kai = Change; Zen = Good Kaizen = Good Change, Change for the Better, Continuous Improvement Small, incremental changes; break apart and put back together better Focus on small, quick changes for long-term success

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Kaizen. A Simple Approach to Improving Research Administration Processes Spring 2013. Good Change. Kai = change Zen = good A journey of a thousand miles begins with a single step. Kaizen.

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KAIZEN. KAIZEN . Is a Japanese word which means…. Change for better. quest for continuous improvement. TOOLS / METHOD TO MAKE KAIZEN WORK:. 1. Human Resources(HR) emphasis 2. Three(3) balloons to success 3. Three(3) M for doing a job. 4. Five(5) S strategy

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Kaizen. Group 2: Rocillo Piscos Mateo Ra ñola Vinoya. What is Kaizen?. Kaizen. JAPANESE. refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, game development, and business management .

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Kaizen. 今井正明. Kaizen Ongoing improvement involves everyone Top management Managers Workers A culture of supporting quality improvement more important than the use of any specific tools. Kaizen The unifying thread running through The philosophy The systems

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Approach to KAIZEN

Approach to KAIZEN. Quality Assurance Department Komatsu Ltd. February 2005. Kaizen( Improvement ). Stabilized era of economical field allowed just to follow the Job Description. Job shall be variable depending on environmental surroundings. Today. Future.

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Kaizen. Plan. Act. Study. Do. Constant Never Ending Improvement -. Élan Enterprises LLC. What is Kaizen?. Kaizen (Ky’zen) “Kai” means “change” “zen” means “good (for the better)” Pronounced 'Gai San' in Chinese - Gai - The action to correct

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FORMS. Kaizen. SMED Forms. WASTE ANALYSIS. Team:. Event:. Date:. Location:. OPPORTUNITY SELECTOR. IMPLEMENTATION REF. No Opportunity Ref No Opportunity Ref. Team:. Event:. Date:.

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Kaizen. Lean Manufacturing Series. Outline. What is Kaizen? History How to Kaizen The Kaizen Blitz Roadblocks. What is Kaizen?. Kaizen (Ky’zen) “Kai” means “change” “zen” means “good (for the better)” Gradual, orderly, and continuous improvement Ongoing improvement involving everyone.

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Introduction to Kaizen Institute Consulting Group

Kaizen Institute provides consulting services to companies around the world in the areas of Consulting, Training, Benchmarking as well as Qualification. To read more kindly browse through: http://in.kaizen.com/

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Introduction to Kaizen. Agenda. Kaizen! Learn the basics of Kaizen Understand Kaizen terminology Recognise when to Kaizen Understand how to Kaizen Kaizen tools & examples. What is Kaizen?.

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Kaizen. The Definition of Success:. Health Relationship Work: Excellence and Enthusiasm Sustained over Time. Exercise 1. What are your strategies for creating change? Please discuss a change, sale or improvement you made. What was your strategy?. The First Definition of Kaizen.

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