KAIZEN 基礎教育

Kaizen Basic
Education
Created on February 2011
1
1.What is Kaizen?
The general meaning of Improvement (Kaizen) is to improve a thing that is in bad condition.
The term Improvement in the manufacturing industry has the meaning of bottom
up activities are carried out mainly by the factory workers.
Summary:
The activities of improving the production are to equip modifications, new tools and work to ensure
the safety and operational efficiency of a production error proofing all over the area and to prevent
problems related to quality production.
Improvement is often described as Kaizen nowadays. When the expansion of Japanese
manufacturing plants abroad, trainers were dispatched from Japan to teach the local staff. MIT
researchers became the centre of the strength of Japanese manufacturing in the 1980s. Mari
Hiroshi as well as overseas are one of the most important manufacturing industry in Japan.
Through such result, Kaizen became the world-wide word in the world.
In order to improve current facilities, quality of the machine and productivity,
Field side’s wisdom, quality and the activity of increasing productivity are done.
2
1. What is Kaizen?
1. Production facilities that incorporate the wisdom, have a lead to others using the same
equipment.
2. By making modifications on their own to suppress large-scale investment rather
than just buying what you lack.
3.
Improvement is not just working under the order of company but the characteristic of workers
changing things out of their own wisdom.
4. Employers support a lot of QC-circle activities. Moreover improvement is not finished once
but one after another, sustainability and continuity are important.
Multiply time
with money to
Effect
get the effect.
Value of improvement
＝
Money×Time
Increasing the value without paying out money but using the wisdom to.
3
2. The History of Kaizen
The management system of Toyata is the first to incorporate and utilize the wisdom of
the workers systematically to achieve achievements. The productivity in the
field side, changing of the work methods in order to improve the quality and the jigs are
used in any country and any era have been implemented with the immediate onsite productivity without spending money and improve the quality.
1. Sakichi Toyoda ・・・ ‘Automation with A Human Touch’
2. Kiichiro Toyoda ・・・ Just-in-time (J.I.T)
3. Taiichi Ohno ・・・ Systemization of the production of Toyata
Toyata is the first to incorporate and utilize the wisdom of the workers
systematically to achieve achievements.
4
Reference 1. History and philosophy of Toyota Production System
Sakichi Toyoda
Kiichiro Toyoda
(Inventor)
(Founder)
‘Automation with A Human
Touch’
‘JUST－IN－TIME’
“Machine stops itself when a
problem occurs”
"What is needed, when
needed, as needed!"
Taiichi Ohno
(Executive Vice President )
Introduction of ‘Toyota
Production System’
Year 1942
“Elimination of waste”
Install a device to stop the machine to
stop automatically when abnormality
occurs, then investigate the cause.
Passenger Type AA (mass-produced
passenger car type A1) production
starts. Year 1936
5
Reference2. The Philosophy of Toyata Production
•
The success of the Toyota Production System is not just because of the tools
of production management such as ‘Kanban’, ‘Kaizen’ etc., it is a culture or a
system that can cultivate ideas and make good products day and night at the
site by the carpenters.
A culture or a system of cultivating ideas.
• Persist in on-the-spot decisionmaking TOP management
• Process-oriented principles. (The
changing of results depends on the
luck by the time.)
• The mechanic of lighting up Kaizen
desire.
• The use of automation.
This steady is the practice of maximum effort and because the results are
influenced by the good or bad luck so do not be glad and sad by turns.
(Process-oriented principles)
The Toyata Production System is a transmission of the good Japanese
traditions nowadays.
“The sincerity and humanity itself is impossible without incident.
However, the lack of them destroys everything.”
Peter Drucker
6
Reference 3. The Kanban System
From the beginning until the last process,
take only the required amount of the
required items when required. Then, the
earlier manufacturing process is to supply
only the amount of production which was
taken over. In this way, the Kanban
method prevents over process while being
a tool of putting the overall just-in-time into
practice.
1. The origin of ‘one piece flow’
manufacturing
2. Following with the take-back
process
3. Zero inventory
4. ‘Leveling work’ → Obey the
cycle time
5. Do not make it so fast.
7
Reference 4
“Automation with A Human Touch”
1. Immediately stops the line when poor
response occurs.
2. It brings confusions to customers if
a product is produced without handling the real
cause.
3. “Automation with a Human Touch” is not
about "Automation" but to attach humans’
wisdom onto the machine so it will not shut off
automatically.
4. Keep asking the question ‘Why?’ even for 5 or
10 times and is necessary to have a line of does
not want something bad to occur for the second
time.
8
Reference 5. Muda (Waste) Elimination
‘Treasure things’ and ‘the thinking of do not waste’ are the
origin of eliminating muda.
1. Muda of processing
4. Muda of waiting
2. Muda of inventory
5. Muda of repair/rejects
3. Muda of overproduction
6. Muda of transport
9
Reference 6.The Mind of Toyota's manufacturing
"In a company when there is no race to get each
person to add their good ideas to the work they do, I
think this ruins people. Your improvements make the
job easier for you, and give you time to make further
improvements. Unlike in the [Charlie] Chaplin movie
where people are treated as parts of a machine, the
ability to 'add your creative ideas and changes to your
own work' is what makes it possible to do work that is
worthy of humans."
Taiichi Ohno
10
3. The Kaizen Philosophy
The world is constantly changing. Therefore, corporations as well as the people are
changing, if countermeasures are not practiced, one cannot survive.
At first, explore the changes that are under the constraints.
There is an infinite ways of changing but in able to survive, change is finite. However, no
one knows what is the BEST changing. Possibility for changes in BEST are hidden
from the changes in non-BEST.
The valuation of whether it is BEST or not is, because the decision is made by the external
world (customers), the decision itself cannot determine and be concluded.
When the evaluation of the outside world is good, then that is the good one.
Therefore, the first thing we need to do is to take action of the changes.
Results will be known if action is taken, the next action can be taken if the results is
analyzed.
Getting cold.
Countermeasure 1: Wear a coat.
Countermeasure 2: Use the heating system.
Countermeasure3: Move to a warmer place.
Select the BEST option
to fit the constraints.
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3. The Kaizen Philosophy
Taking a serious view of the results or the process?
For everything, it is not a big achievement if something successes
according to the plan in our head. Because such a thing has always
already been implemented..
The probability of successful is low, the thing no one wants to do,
no one implements it and therefore, there is a value of trying.
Then try to verify why failures occurred.
Never give up and key to success is in it.
“Our greatest weakness lies in giving up. The most certain
way to succeed is always to try just one more time.”
Thomas Edison
12
3. The Kaizen Philosophy
According to the global changes, the method of work has
to correspond in accordance with the corresponding reality.
At first, grope for the correspondence in the constraints.
・New technology
development
・Groundbreaking
material development
・Moves of competitors
Reality and
constraint
corresponding
Kaizen
・Costumer needs
・Legal regulations
A task is defined as a work to achieve a given objective. While Kaizen is
defined as a better way to achieve the business objectives and make
changes to a method.
13
4．How to proceed Kaizen?
Organization. Management. Cogitation.
1) Organization: The continuity of developing the entire Kaizen
organization.
・Membership
・Rules and regulations are made.
2) Management: Make an approachment and a mechanism to keep the
management system on track and the activation of Kaizen
activities.
・Select and train a leader.
3) Cogitation：Explain and make the employees consent to the definition of
Kaizen.
・Kaizen education
Organization is set up in order to continue the promotion system at the field level.
14
4. How to proceed Kaizen?
Promote Kaizen to employees.
1. The way of thinking：
Understand the meaning of Kaizen and urge the participation of Kaizen
activities.
2. Enthusiasm：
Set a notice board and premium for those who are actively involved.
3. Education：
Educate the technology of efficiency improvement and methods.
Thinking
Education Enthusiasm
Employees’ opinions, enthusiasm and education are necessary.
15
4. How to proceed Kaizen?
Kaizen Implementation
1. Immediate implementation. Immediate action:
If there is any problem, apply Kaizen on the spot.
There are Kaizen chances if problems occurred especially when
the problems only occur occasionally.
Analyze the situation on the spot and investigate the problem.
Start at once
2. Do not waste time:
Do not conduct special meetings but instead proceed Kaizen.
Seek advice from supervisors and seniors if there is something
to consult and confirm.
Time is Money
3. Do not spend money:
The resolution of trouble cannot be handled by money.
The thinking of whether one can access alternatively cheap and
available for carrying out present item as well as commercial item.
Don’t Spend Money
4. Suggestion from others:
Seek suggestions from supervisors, seniors as well as
managers from other departments.
Two heads are better than one
16
5. Kaizen & Innovation
Innovation
The innovation type of revolution of the world leads to a contribution in
development and spend a lot of time and money on invention. Also again, there
are many developed, invented and copied items, profit as well as the members
who are in charge of it comes to only have a small amount and it often does not
occur.
Characteristics:
1. It needs an enormous cost.
2. A long-term studies is needed.
3. Miscellanies do not occur frequently.
4. Easy to be imitated.
5. Planned implementation. (Analysis of present state, countermeasure,
affirmation, evaluation)
Invention of light bulb, print technology, airplane…
Invention of internet, e-mail, Messenger…
Invention of CD, personal computer, microwave…
17
5. Kaizen & Innovation
Increasing The Productivity
Productivity can be improved by increasing the productivity which
consumes a lot of time and money and it includes the members and
all the field workers. Also, a good management system that is built is
difficult to be imitated by other companies.
Characteristics:
1. Huge sum of money and does not take time.
2. Possibility of educating the employees.
3. Can respond to daily problems.
4. Difficult to imitate.
5. Take actions immediately.
Kaizen is a system, there is no point in learning techniques
and their own individual cultures.
18
5. Kaizen & Innovation
Comparisons
Kaizen
Innovation
Effect
Long-term, continuous
Short-term, dramatic
Time
Fast response
Development for a long
time
Change
A constant slow
Sudden & explosive
Participation
All
Some elite
Approach
Collectivism and systems Individualism idea
approach
Way
Maintenance &
improvement
Scrap & build
Benefit
Function in low-growth
economy
Features of high-growth
economy
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5. Kaizen & Innovation
The Type of Innovation
Ideal innovation pattern
Actual innovation pattern
Loss
management
Loss
management
Loss
management
Outbreak of
innovation
Outbreak of
innovation
“The organization or the system is an organization (or a system) that is to
be finished begins to degenerate.”
Parkinson’s law
20
5．Kaizen & Innovation
QC Management & Facilities Management
Ideal innovation pattern
Reality innovation pattern
Loss
management
Loss
management
Outbreak of
innovation
Loss
management
Outbreak of
innovation
In order to reduce loss management, QC management and
facilities management are implemented to maintain and continue
the status quo.
21
5. Kaizen and Innovation
Kaizen
Ideal innovation pattern
Reality innovation pattern
Kaizen pattern
Kaizen
Loss
management
Kaizen
Loss
management
Outbreak of
innovation
Kaizen
Loss
management
Outbreak of
innovation
Kaizen is the better way to explore under restriction limits.
22
6. Practical Kaizen System
What is Kaizen?
Kaizen is about the changing of the method of work without hassles, without
spending money and using the wisdom to make work easy, safe and fast.
Also, write down notes of Kaizen and doing recording is important.
If manifestation is being measured and communized with everyone is possible,
a new Kaizen is born.
Kaizen = Reality measures
Enforcement
• Without hassles
• Without spending money
• Using the wisdom
Communization
Recording
23
6. Practical Kaizen System
Implementation
• In order to promote Kaizen, the important thing is there
must be implementation.
• The traditional proposal system is going to be outdated
in the future. The idea of ‘I am the proposer. You are the
conductor. ’ does not work in the coming years.
• Try to practice it if you have any idea. If the idea is not
good, rethink and try again.
24
6. Practical Kaizen System
Of Record
1. Record the carried out Kaizen activity.
2. Content?
3. Effect?
4. The remaining challenges.
Start with the recorded and datalysed work.
25
6. Practical Kaizen System
Communization
1. Contact the other departments related to the
implementation, discuss and communize the problem.
2. Provide education to the other departments.
3. Pose and review the problems.
‘Databaselized’,
Discuss with friends &
superior authorities
Kaizen types
Survey about IT &
other departments
education materials
Implement
Verification of
effectiveness
Communization
Provides information to other
departments
26
7. The Real Kaizen
The Formula of Kaizen Value
【Standardization of the Pantograph Wear】
Overhead wires stretched diagonally in order to reduce the wear of
the pantograph on the train and the contact part with overhead wires.
Pantograph
Track
Direction of movement
Aerial
wiring
Track
V = Effect ÷(Money ×Time)
•
•
•
Does not take time.
Does not need money.
Does not trouble.
27
7. The Real Kaizen
Simple Is The Best
1. If the work goes complicated, the mistakes will increase.
2. Consider the current situation and its original purpose of
the work and determine if there is no waste.
3. Consider whether there are better ways or not.
There are ways to achieve various
objectives but select the best one
according to the present state!
28
7. The Real Kaizen
Eliminate The Unnecessary Works
1. To discern the necessary and unnecessary works.
2. Eliminate the unnecessary works to improve.
3. Focus on the primarily necessary work.
4. Attempt to improve the productivity and quality.
Firstly, eliminate the unnecessary work at the beginning!
29
8. Standards of Kaizen
The Know-How of Kaizen
『Stop』
・Stop wasting
・Stop the unnecessary
・Stop the excessive
『Reduce』: Abolition ⇒ Reduce
『Add』
・Change the point of view.
・Change the procedures and methods.
・Replace the materials and components.
・Change crisis into opportunity.
・Return to the origin o basics.
Learn the standards of Kaizen and practice them
at the site.
30
8. Standards of Kaizen
2 Types of Problems
Unclear
Not enough
Unsafe
Uncomfortable
No ways
Tools are hard to find
Hard to place
Hard to be seen
Hard to grip
There are only 2 problems: 『No』 and 『Hard to~』.
Therefore, there are only 2 measures: 『~tion』 and 『Easy of~』.
31
8. Standards of Kaizen
The 2 Measures
Clarification
Of sufficient
Securing
Of sound
Tools are easy to find
Easy to place
Easy to be seen
Easy to grip
The only 2 measures : 『Of~』 and 『 Easy to~』.
32
8. Standards of Kaizen
Embodiment?
Definite plan：
Make it transparent.
Change the direction.
Change the position.
Practice, take immediate action and put in habit on repeating asking
the question why and find a better way to reification.
33
8. Standards of Kaizen
Visualization
Make it larger.
Visualization
Make it visible.
Make it brighter.
Plans Kaizen in order to find the problems easily.
34
8. Standards of Kaizen
Visualization: Specific examples
1. Make it larger
2. Make it visible
3. Make it brighter
Visualize the small problems earlier in order to avoid the
occurrence of the big problems.
35
8. Standards of Kaizen
『Issue』
Stationarized. Regularized. Stylized.
Problems of
irregular, etc.
uneven
Must be adjusted
『Kaizen Implementation』
○-lized
No adjustment
needed
It consumes excessive time to fix the irregular pieces separately.
Fixing is not needed if stationarized, regularized and stylized are done.
36
8. Standards of Kaizen
~ized: Specific Examples
1. Stylized: Memo of phone messages
Omission is not forgotten once you
have completed the necessary items
prepared beforehand in stylized form.
2. Stationarized: Tool board
Decide where to place and eliminate the
waste of searching.
37
『Issue』
8. Standards of Kaizen
~ tion
Duplication, repetition and
other problems
Extra effort needed
『Kaizen Implementation』
~tion
Does not require extra
effort
「Diversification」
Share the duplicated collaboration part of elements and conditions in
advance. Strengthen the diversification according to the situation of
things. However, there is an incompatibility in the mere diversification
of the scattered and mixed. The basic part is to plan the
collaboration and demonstrate the unique synergy.
Identity
Sharing
Compatibility
38
8. Standards of Kaizen
Common in-: Specific Examples
1. Communization: Caliber of the guns & bullets
Decides if the diameter of a pre-caliber and the
bullets are compatible.
Musket
2. Collaboration: Basic PC software
Models, manufacturer and the data can be
collaborated.
PC OS
39
8. Standards of Kaizen
Centralized
『Issue』
Simultaneous occurrence
of common
tasks with huge
organization
Wasted effort
needed
『Kaizen Implementation』
Centralized
No wasted needed
The duplicate of an element will be a complicated mess.
For example, a huge waste is occurred when the size of an
organization is expanding and it collects similar data and
does the same thing as other departments. The waste of
duplication can be omitted if "unify or centralize" is done.
A
B
Centralized
overlap
C
40
8. Standards of Kaizen
Of~ : Specific Examples
1. List of ~ : Checklist
To list multiple items, check the waste to
prevent leakage.
2. Centralization:
Centralized the printing of the label,
expiry date and bar code label of the
product to reduce working process.
41
9. Education of Kaizen Ability
1. Education of employees and administrators are included.
2. Kaizen leadership education and training.
3. Learn from other departments:
Lecturer from other department、other plant tour
4. Create case studies and information about Kaizen
(Self study regarding to DVD and server usually.)
“To send the people to battle without teaching them is to abandon them.”
Confucius
42
9. Education of Kaizen Ability
Example of a Tabulation Plan
In
charge
April
Kaizen
leader
2nd
Wednesda
y
Kaizen leadership
training
Other
department
3rd Friday
Director education
Other
department
20th of May
Kaizen
leader
5th May
Items
Field education
Other plant tour
Lecture and
education from
other departments
All
May
June
July
August Septem
ber
2nd
Wednesda
y
2nd
Wednesda
y
2nd
Wednesday
2nd
Wednesday
2nd
Wednesda
y
3rd Friday
20th of July
5th August
Mid of
June
Each participants create a Kaizen education plan.
43
9. Education of Kaizen Ability
Learn from others
•
•
•
•
Learn information from other jobs and industries.
For this, learn it with the attitude of humble and obedient.
Do not learn anything from arrogance.
It is necessary to be aware of the problems.
“The master said: “ When I walk along with two others, they may
serve me as my teachers. I will select their good qualities and
follow them, their bad qualities and avoid them.”
Confucius
44
9. Education of Kaizen Ability
~ Education program ~
Education of
entering a
company
Regular
education
Entering a
company
• Kaizen practical course
• Kaizen basic
courses
Professional
course
• Kaizen basic
practises
1) QC method
External Education
• External education
courses
• Other plant tour
• Presentation
2) Measuring
instruments
3) Equipment
maintenance
4) IE
5) Conserve
energy
6) Safety
7)PC・IT活用
Provides mental and technical education in order to improve the motivation and skills. 45
9. Education of Kaizen Ability
Reference
Case
Valuation & Qualifications
Beginner
Intermediate Advance
Instructor
Course & Test
Attend the
basic course
and pass the
test.
Attend the
intermediate
course and
pass the test.
Attend the
advance course
and pass the
test.
Attend the
instructor course
and pass the test.
Practical
Practical
suggestion
More than 100
Practical
suggestion
More than 300
Practical
suggestion
More than 500
More than 10
educated
beginners
Valuation
Compensation:
X million ¥
Compensation:
X million ¥
Compensation:
X million ¥
Compensation:
X million ¥
Increase the staffs’ motivation by introducing a licensing system and judicialized the valuations.
46
Kaizen Collection of
Cases
Created of February 2011
47
1. Kaizen example: Boxing
Present condition
Boxing heavy products.
Issue: Arms are tired.
Traditional thinking:
1. Get used to it very soon at first.
2. Try your best spirit!
3. There is no enjoyable job!
Nothing perfects come into existence from the maintenance of the status quo.
48
1. Kaizen example: Boxing
Of not in pain.
Issue: The arms are in pain.
Arms are in in pain? Why?
Why?
Why?
Why?
1. No strength. - Suggestion: Muscle-building
2. Heavy products. - Suggestion: Make them light.
3. Lifting - Suggestion: Make them do not need to be lifted.
Make them do not need to be lifted.
1. Aiming of entering it on the top of the box.
2. Aiming of exceeding the height of the box.
Load
49
1. Kaizen example: Boxing
Kaizen approach 1
1. Slide into the box horizontally.
2. Drop from the top.
Topic: Hard to do.
Topic: Worry for the impact of falling.
The approach of Kaizen is to find the optimal way in the innumerable constraints. 50
1. Kaizen example: Boxing
Kaizen approach 2
1. Side slope into the box.
2. Lay a cushion on the bottom of the box.
Topic: The cushions
cost.
It does not cost if it can be
responded immediately.
Cushion
Find the most suitable one out of the constraints!
51
1. Kaizen example: Boxing
Kaizen approach 3
Change the work order.
Assemble the boxes, after that do not place the goods
into the box but assembles the products when the box is
plane.
It is better to assemble the products than not taken the empty space
reasonably before keeping the boxes planed as it is.
52
2. Kaizen example: Airborne Dust
Rationalize the work and settlement to avoid airborne
dust caused by machining work.
Consider the steps of operating before implementing the operation.
53
3. Kaizen example: Cup Noodles
Issue: Frequent damage of the noodles in the process of inserting
noodles into the cups.
Damaged
noodles
Remove the broken pieces of the noodles during the process of putting the noodles into the cup. 54
4. Kaizen Example of Visualization ①
Human’s vision is the most developed among the five senses,
most of the information is getting through the eyes.
Before Kaizen
After Kaizen
Forget to turn the air-conditioner off. Attach the ribbon to the air outlet.
Cannot confirm with the eyes. Can confirm with the eyes.
55
5. Kaizen Example of Visualization ②
Human’s vision is the most developed among the five senses,
most of the information is getting through the eyes.
Before Kaizen
After Kaizen
Forget to close the tap occurs.
Change it to lever.
Close
Open
Close
Open
56
6. Kaizen Example of Visualization ③
Human’s vision is the most developed among the five senses,
most of the information is getting through the eyes.
Before Kaizen
After Kaizen
Forget ordering occurs.
Turn the order form over once
an order has made.
Order form
Order
57
7. Kaizen Example of Visualization ④
Human’s vision is the most developed among the five senses,
most of the information is getting through the eyes.
Before Kaizen
After Kaizen
The coffee has not served yet in an
order of a set of lunch and a cup of
coffee.
Prepare the spoon and plate
beforehand for the set served with
the coffee.
Order form
注文票
58
8. Kaizen Example of Visualization ⑤
Human’s vision is the most developed among the five senses,
most of the information is getting through the eyes.
Before Kaizen
After Kaizen
Cannot manage the stationary of the Implementation of the management
tools.
board.
59
9. Kaizen Example of Visualization ⑥
Human’s vision is the most developed among the five senses,
most of the information is getting through the eyes.
Before Kaizen
After Kaizen
Does not know the screw is
loose.
Tightening of the loose screw
can be seen by eyes.
60
10. Kaizen Example of Visualization ⑦
Human’s vision is the most developed among the five senses,
most of the information is getting through the eyes.
Before Kaizen
After Kaizen
Does not know where had one
return the book.
Immediately return to the book’s
original position because there is a
mark on it.
61
Kaizen- Present Guide
Created on the February of Year 2011
62
1. Practical Use of Current System
1. Information Age
There is an era of gathering and absorbing the knowledge one wants
efficiently. Innovation has mostly already been developed. It has become
official. After that, it is important how to leverage that knowledge to cords.
Information
System
Machine
Creative choice
Componentization
Utilizing the current system!!
63
2. Learning and Creative Choice
There are already ancestors from BC who came up with creative
thoughts. Things that created by geniuses like Socrates,
Plato, Buddha, etc. have already been documented in a book.
We can learn and select the thoughts which have been thought by
the ancestors. We now have a duty free and creative
editing to coding network simply by selecting from the
choices given.
master said: “ If a man keeps cherishing his old knowledge, so as
““The
The master said: “ If a man keeps cherishing his old knowledge, so as
continually to be acquiring new, he may be a teacher to others.””
continually to be acquiring new, he may be a teacher to others.””
Confucius
Confucius
64
3. Turning Knowledge Into Wisdom
• Selection
• Evaluate
• Try
• Enquire
• Valuation
• Actual field
Using the knowledge according to the field conditions.
65
4. Kaizen’s Standard Tactics of
Application of ○
Use the features, services and tools efficiently.
The wrong idea of creating anything new is Kaizen.
There is Kaizen by selecting an existing use.
It is reasonable to learn, arrange and select the
Kaizen pattern faster.
66
5. Kaizen of Functional Utilization
Improvements carried out by using existing features. To do
so, you must learn the features priorly.
Before Kaizen
After Kaizen
Lost of data when the PC runs
out of battery.
Add an auto-save features.
Working with some current stuff!
67
6. Kaizen of Auxiliary Tools
Auxiliary Tools:
① Time
② Stamp
③ Magnet
④ Glass
⑤ Clip
Using auxiliary tools to make the job easier!
68
7. The 3 Stages of The Application of
Auxiliary Tool
1. Current use:
100¥ Shop, obtaining something without delaying at the home
centre.
2. Betterment:
To combine with the present condition and process the
commercial product.
3. Production:
Combine and make use of the things that are already available.
Select and implement the better condition out of the constraints.
69
8. Kaizen of Can Be Done by One Person
There were 2 persons in charged of the inspection of the ramp of
the car in an automotive repair shop: the one on the driver’s seat
and the one outside the car.
Before Kaizen
After Kaizen
Examine the ramp by 2 persons.
Place the mirrors in front of and the
back side of the car and make it
possible to examine the ramp alone.
Attrition!
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Kaizen- Thinking Guide
Created on February 2011
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1. The Kaizen Spirit
1. Choose the creative choice of ‘If that is
not good, take this. If this is not good, take
that.’.
“The more you fail, the closer you are to success.”
Thomas Engine
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2. There is Kaizen if ‘Atarimae’ is
practiced.
1. Definition:
The definition of ‘Atarimae’ of boss and workers is different.
So, there is a reality of superiors are surprise with the sensible content at a glance.
Failure does not occur if Atarimae is practiced the way it should be.
Will there be various problems if Atarimae is not practicing for some reason?
There is a majority that does not practice Atarimae even when a big problem
happened in the market.
It’s Atarimae!
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３．『一流企業はアタリマエの事を
アタリマエにやっている』
１．一流
１．一流企業：
(Top company):
アタリマエの事をしてない時に即時、Kaizenし実行できる風土がある。
なにも特殊なことをしているわけではない。
なにも特殊なこ
『契約した内容』を間違えなく、遅れなく実施しているだけである。
ルール通りに実施する事である。
２．．三
．三流企業： (Third class company)
駄目な会社はアタリマエの事をしてない事に気がつかない。
またに気がついてもそれをアタリマエにしない。
よってアタリマエの事ができず、つまらない間違い
、トラブルが頻発する。
Follow the rules!!
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4. Changes of Proper Criteria
Innovation
50 years ago
20 years ago
Now
Social environment, social affairs, innovation and everything is
constantly changing. Satisfy with the current conditions and it can no
longer response to the changing that have been vacant even the matter
of course.
Not satisfied with the status quo, improve the case every day!
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5. Kaizen Report
Did something foolish.
Improved the foolish thing.
Manifestation of the problem.
Face up to reality
Communization of the problem.
Without facing the reality and without doing anything, theory is being widespread.
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8. Present Kaizen
Utilization of The Internet
1. Mailing list：
A structure of e-mail delivery to multiple people simultaneously (multi-destination delivery) .
2. Video chat:
Real time image through voice chat and implemented transmission function webcam.
3. SNS (Social Network Service) :
The community-based subscription services defined as the promotion and supporting of the
connection of people. Alternatively, it may also provided service like websites such as Facebook,
Mixe, QQ etc.
4. BBS (Bulletin Board System) :
The mechanism is provided so that you can use the network environment, write articles, browse and
comment.
5. Online file storage service:
The users are renting disk space on the server machine. With the allocated disk space, the
user will be able to read and write freely over the internet.
6. Knowledge community:
The members answer questions of each other. It is called The Q&A Site and it resolves questions.
Some of the examples are Yahoo知恵袋,技術の森 etc.
Utilize the free IT services and plan Kaizen.
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8. Present Kaizen
Application of Mailing List
1. Definition of mailing list:
E-mail delivery to multiple people simultaneously(broadcast) mechanism. Abbreviated
as ML. As for services, they are often used to exchange information when a group is
interested in a particular topic.
2. Sample reference: Yahoo Group
Yahoo is running a free mailing list.
Share information and tasks with all the members.
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8. Present Kaizen
Utilization of Video Chat
1. Definition: Video chat
The webcam is an implementation of real time image transmission in a voice chat.
Free TV conference and the image can be shared.
2. Sample reference: Skype（Member: 5.6million people Year 2010)
Group video
Colleagues around the world not only can
build close relationships with customers and clients,
working can also be more efficient if group video call
is being used.
Advantage of screen sharing
Content that is hard to explain in words can actually be
shown. The screen of a presentation can be shared under
the control over one’s side and one can be taught on the
screen during a call.
Free TV conference and the image can be shared.
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8. Present Kaizen
Utilization of SNS
1. Definition:
The promotion and supportiveness of the connections between people are defined as communitybased subscription service.
2. Sample reference: Facebook
Real Name Registration:
There is a trust in close interaction with
acquaintances in reality via real-name
registration.
Benefits of images and video-sharing:
The group can share images and videos.
Utilization of limited group
It is okay to exchange information within a limited group.
Information sharing between people and people who are utilizing IT.
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8. Present Kaizen
Utilization of Forum
1. Definition:
The mechanism is provided so that you can use the network environment, write articles, browse
and comment.
2. Sample reference: Yahoo forum
Public information bulletin is available on IT.
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8. Present Kaizen
Utilization of Online Storage Service
1. Definition:
Service users are lending disk space on the server machine. With the allocated
disk space, users are able to read and write freely over the Internet.
2. Sample reference: Google Document
One can manage and edit the data
wherever if he is connected to the IT.
Sample reference: Baidu 文庫
Instant data sharing.
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8. Present Kaizen
Utilization of Knowledge Community
1. Definition:
There is a website which fellow members answer questions to solve each other’s problem . It is
called the Q&A site.
2. Sample reference: 技術の森 http://mori.nc-net
Technology manufacturing site Q&A
Sample reference: Baidu 百度知道
Chinese Q&A site
Net questions and answers.
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9. Current Kaizen Issues
1. Personnel training:
Kaizen has been reduced by an increase in the power of temporary workers in the field. To
those who work in a short period, it is not the benefits to themselves. Kaizen is in the state of
no progression because there is no problem in the work remains to be said. Because the
work of maintaining the status quo getting more and more, managing become more
troublesome as well as the increasing of temporary workers in moving in the direction of
ensuring the apparent benefits.
2. Sharing:
When there are 2 temporary agencies in the factory, the Kaizen of a different temporary
agency and the process of another temporary agency are not reflected, at all. Although they
are on the same line, the production methods for each temporary agency are different.
3. Strategy and Tactics:
It is impossible for Kaizen to be the strategy. This is because there are activities until the end
at the field site… Currently, even overseas, the skills they are using at the field site has been
improved. The continuous winning of the global competition of the field site’s Kaizen only,
has become difficult from now on. The public and private sectors planned a strategy together
to focus on the future of long-term manufacturing of TOP management and the
implementation is an urgent.
Manufacturing is eternal as long as people improve.
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Reference
Case
Art of War
According to Sun Tzu, the 5 following points are the 5 factors to compare
one’s friend or foe.
•
Moral Ethnics (Tao) - Ways to strengthen unity and political
rulers and the people.
•
Heaven (Tian) - Changes in the weather, seasons,
temperature, etc.
•
Terrain or Ground(Di) – Geographical features
•
Leadership or Commands ( Jiang) - Competence of the war leader.
•
Methods and Discipline (Fa) - Military regulations of the army system.
道
(Tao)
天
(Tian)
将
(Jiang)
地
(Di)
法
(Fa)
To be more specific, judge according to the following ‘Seven Stratagems’.
1. Which of the two sovereigns is imbued with the moral ethnics?
2. Which of the two generals has the most ability?
3. With whom lie the advantages derived from heaven?
4. On which side is discipline most rigorously enforced?
5. Which army is stronger?
6. On which side are officers and men more highly trained?
7. In which army is there the greater constancy both in reward and punishment?
Compared to the above pre-war elements, soldiers must be raised when a an adequate chance of success
is expected.
Revitalizing the techniques by understanding the human mind!
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Reference
Case
The Ethics of Confucius
There were four things which the master taught:
Letters, ethnics, devotion of soul and truthfulness.
Learn the letters and implement what one has learnt, devote the
implementation with truthfulness and have faith in what one is doing.
- Letters is the knowledge one gains from books.
Ethnics
- Ethnics is implementation.
Letters
- The devotion of soul is one devotes
something with sincerity.
Devotion of
- Truthfulness is one keeps promises and
soul
gained trust from others.
Truthfulness
Learning, implementing, doing things with sincerity and credibility is important.
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‘There is no such thing, the God is
watching!’
Peter Drucker ‘From The Origin of The Professional’
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参考文献
参考文献
出版社
著作者
改善基礎講座
産業能率大学
東沢文二
ＫＡＩＺＥＮ
講談社
今井正明
クリエイティブ・チョイス
日本実業出版社
堀内浩二
改善リーダー養成講座
日刊工業新聞社
山田日登志
トヨタ生産方式の実践哲学
日刊工業新聞社
山田日登志
プロフェッショナルの原点
ダイヤモンド社
P.F.ドラッカー
88

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