WORKSHOP

ON
KAIZEN

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 CONCEPT OF 3 “MU”S

MURI – STRAIN
3 “MU”s MURA – INCONSISTENCY
MUDA - WASTE

THE WORD STRAIN, INCONSISTENCY AND WASTE ARE EXPRESSIONS OF

PROBLEMS

1. MURI : - EXCESSIVE EFFORT, EXERTION OR TENSION

- EXCESSIVE DEMAND ON ONE’S EMOTIONS
2. MURA : A. NOT EQUAL – IN SIZE, STRENGTH, ABILITY, VALUE, RANK,
NUMBER, AMOUNT ETC.
B. NOT- EVEN, REGULAR, UNIFORM.

3. MUDA : ACTIVITY WHICH DOES NOT ADD VALUE TO THE JOB.

NECESSARY UNNECESSARY UNAVOIDABLE

NON VALUE ADDED (N VA) AVOIDABLE

VALUE ADDED (VA)

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AREAS FOR KAIZEN

PREVENTING COST
DEFFECT SAFETY
RECURRENCE

QUALITY INADEQUACY

CUSTOMER PRESENT
CONDITIONS
WASTE
SERVICE

TRUST INCONSISTENCY

MAINTENANCE PRODUCTIVITY
ENERGY
CONSERVATION
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 5S Improvement Strategy

• Reason to begin with 5S Improve Quality

• It can be done today
• Everyone can participate Reduce Cost

• Waste is made visible

• Has a wide area of impact Safety

- Improves set up times

- Improves quality Customer Experience
- Improves safety
- Improves morale World Class Performance
- Improves productivity

Example :
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5S Improvement Steps

Meaning

Seiri Sorting Out Sorting, keep the necessary in work area,

dispose or keep in a distant storage area less
frequently used items

Seiton Systematic Arrangement Systematic arrangement for the most

efficient and effective retrieval

Seiso Spic and Span

Cleaning with a daily follow up in order to
sustain the improvement

Seiketsu Standardizing
Standardizing. Set as a standard so to keep
these good practice work area

Shitsuke Self-discipline Setting up a formal system; with display of

results, follow-up, the now complete 5S get
insured to live, and be expanded beyond their
initial limits

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Benefits Of A Visual Process Control

Getting visual:
 Facilitates worker autonomy.
 Serves to eliminate waste.
 Promotes prevention.
 Fosters continuous improvement.
 Allows for quick recovery.
 Leads information sharing.
 Exposes abnormalities.

Attributes
Attributesof
ofaadesirable
desirablebusiness.
business.

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 WHAT IS KAIZEN

KAIZEN IS BASICALLY SMALL

SMALL IMPROVEMENTS CARRIED
OUT BY THE PERSON WHO IS DOING
THE JOB IN HIS/HER DAY TO DAY
WORK
Productivity Profits

INNOVATION + KAIZEN MAINTENANCE

Quality

INNOVATIO
N
3
ALONE
2
1
Time

INNOVATION
KAIZEN+INNOVATION
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 KAIZEN VS INNOVATION

KAIZEN : GRADUALIST APPROACH

INNOVATION : GREAT LEAP APPROACH

KAIZEN INNOVATION
JAPAN STRONG WEAK
WEST WEAK STRONG

INNOVATION : Produces major changes by means of technological

process, introduction of new management concepts or
production techniques. Innovation is dramatic and
produces spectacular improvements.

KAIZEN : Is generally subtle and undramatic results are not

immediately visible. Process is achieved through
continuous improvements by the involvement of all. It
does not need any State-Of-The-Art technology nor
warrant huge investment.
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WHAT IS KAIZEN

4
Work / In Other’s
Improveme- Areas
Out of nt Done Out
Routine Of Routine
In Own
Tasks
Area
3
2
Normal (Expected) Work
done now that could not
be done earlier due to lack
of time or otherwise
Routine
Responsibility 1
Routine
Routine done by a
Done different method resulting
Regularly in benefits

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 WHAT IS KAIZEN
EXAMPLES
1.
 NEW WAY OF STORING THAT SAVES SEARCHING TIME
 USE OF TECHNOLOGY TO SAVE TIME AND REDUCE FATIGUE
 REARRANGE WORK ORDER & SCHEDULE
2.
 DAILY FILING OF PAPERS
 DISPOSAL OF OLD FILES
 LEARN NEW PC/TECHNOLOGY TOOLS
3.
 DISPATCH CLERK PRORITIZING DELIVERIES (FIFO)
 IT INVENTING A METHOD TO EXTRACT MULTIPLE REPORTS
AT A TIME.
4.
 EMPLOYEE SUGGESTING METHOD TO ELIMINATE
BREAKAGES/REJECTION.
 IDEA ABOUT HOW TO SAVE ENERGY COST IN
COMPANY/TURNING GREEN.

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 WHY KAIZEN

1) TO REMAIN COMPETITIVE WE NEED TO CHANGE FOR

BETTER & HENCE KAIZEN
2) IF WE DO NOT MOVE FORWARD. WE WILL MOVE
BACKWARD.
3) WE MAY BECOME WORSE IF WE DO NOT USE OUR ABILITY
TO THINK.
4) NOTHING WILL GIVE MORE SATISFACTION, MOTIVATION
THAN SEEING OUR IDEAS IMPLEMENTED.
5) TO MAKE OUR JOB EASIER, SAFER, SIMPLER.
6) TO IMPROVE OUR CUSTOMER SERVICE & MAKE OUR
CUSTOMER HAPPIER.
7) TO WORK SMARTER AND NOT HARDER.
8) TO IMPROVE PRODUCTIVITY & QUALITY.
9) TO ACHIEVE ORGANIZATION GROWTH.
10) TO BECOME WORLD CLASS ( VISION & MISSION ).

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 IMPROVEMENT STRATEGY

THE 3 MORTA
THE 4 M’s MANUFACTURING SINS

MATERIALS
MURI (OVER STRIN) WITH EASE
MACHINES
MURA ( UNEVENNESS) ELIMINATE JOB (OPERATION) BETTER
MANPOWER
MUDA (WASTE) FASTER
METHODS
CHEAPER
SAFER

A.
B.
C.
TYPE OF D.
WASTE E.
F.
G.
H

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 EXERCISE:-
WRITE DOWN ATLEAST TWO EXAMPLES EACH OF 3 MU’S (MURI, MURA & MUDA) IN 4 MS ( MAN, MACHINE, MATERIAL &
METHOD)

1)MAN MURI A)____________________________________________________________

B)____________________________________________________________
MURA A)____________________________________________________________
B)____________________________________________________________
MUDA A)____________________________________________________________
B)____________________________________________________________
2)MACHINE MURI A)____________________________________________________________
B)____________________________________________________________
MURA A)____________________________________________________________
B)____________________________________________________________
MUDA A)____________________________________________________________
B)____________________________________________________________

3)MATERIAL MURI A)____________________________________________________________

B)____________________________________________________________
MURA A)____________________________________________________________
B)____________________________________________________________
MUDA A)____________________________________________________________
B)____________________________________________________________
4)METHOD MURI A)____________________________________________________________
B)____________________________________________________________
MURA A)____________________________________________________________
B)____________________________________________________________
MUDA A)____________________________________________________________
B)____________________________________________________________

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 WHEN TO DO KAIZEN
When to do Kaizen:
WHENEVER THERE IS
Where To Do Kaizen
1. PAIN AREA FOR INDIVIDUAL
KAIZEN CAN BE DONE IN
2. PAIN AREA FOR ORGANIZATION
3. DISSATISFACTION OVER WORKING 1. ONE’S OWN WORK AREA
METHOD a) ROUTINE
b) NON ROUTINE

Who Should Do Kaizen 1. COMMON RELEVANT AREA

KAIZEN IS TO BE DONE BY EVERY ONE, a) WITH YOUR DEPT PEERS
RIGHT ACROSS THE ORGANIZATION AS b) WITH OTHER DEPT
EVERY ONE IS CONTRIBUTING TO THE
ORGANIZATION OUTPUT
1. OTHER’S WORK AREA
a) CANTEEN
b) RECEPTION
How To Do Kaizen
USE OF 5W 1H 1. ONE’S OWN PERSONAL AREA
a) HOUSE
SCARE
VALUE ADDED
NON VALUE ADDED
PDCA
4
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File Number
 5W 1H METHOD

WHAT WHAT IS WRONG ?

WHAT IS CAUSING PROBLEM?

WHERE WHERE IS THE PROBLEM ?

AREA, LOCATION ETC.

WHO WHO DOES IT?

WHO IS RESPONSIBLE FOR THIS?

WHEN WHEN DOES IT HAPPEN?

WHY DOES IT HAPPEN?

WHY WHY DO WE DO IT THIS WAY?

HOW HOW ELSE COULD IT BE DONE?

HOW TO IMPROVE THE SITUATION?

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 VA / NVA ANALYSIS

1. DRAW PROCESS FLOW CHART

2. IDENTIFY WHETHER VALUE
ADDED
3. ANALYSE REASONS FOR THE
NVA ACTIVITIES
4. ELIMINATE NVA ACTIVITIES
5. NEW METHOD OF WORKING

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 ASK WHY 5 TIMES

1. WHY IS PRODUCTION LOW?

MACHINE BROKE DOWN!
1. WHY DID THE MACHINE BREAK DOWN?
COOLANT MOTOR BURNT!
1. WHY DID THE COOLANT MOTOR BURN?
OVERLOAD!
1. WHY OVERLOAD?
DIFFICULTY IN PUMPING!
1. WHY DIFFICULTY IN PUMPING?
FILTER CLOGGED!

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 MORE WAYS FOR IDEA FORMULATION

1. USE IT ANOTHER WAY

2. BORROW AN IDEA FROM SOMETHING
SIMILAR
3. CHANGE IT
4. EXPAND IT
5. REDUCE IT
6. USE ALTERNATIVES
7. REPLACE IT
8. REVERSE IT
9. MIX IT

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 Kaizen Starting Point
Kaizen's Starting Point:
Setting the Right Mindset & Business Environment

• not a single day should go by without some kind of improvement being made somewhere in the company
• customer-driven strategy for improvement - any management activity should eventually lead to increased
customer satisfaction
• quality first, not profit first - an enterprise can prosper only if customers who purchase its products or services are
satisfied
• recognition that any corporation has problems and establishing a corporate culture where everyone can freely
admit these problems and suggest improvement
• problem solving is seen as cross-functional systemic and collaborative approach
• emphasis on process - establishing a way of thinking oriented at improving processes, and a management
system that supports and acknowledges people's process-oriented efforts for improvement

The Key Kaizen Practices

Mindset & Culture Production Process

• customer orientation • automation & robotics
• quality control (QC) circles • autonomation
• suggestion system • zero defects
• discipline in the workplace • total productive maintenance (TPM)
• small-group activities • Kanban
• just-in-time (JIT)
• cooperative labor-management relations
• productivity improvement
• total quality control (TQC)
• new product development
9• quality improvement File Number
 Kaizen Evaluation Parameters
Kaizen Evaluation Parameters
Evaluation Parameters Pl enclose / support with the
relevant document / data
and testimonial

1Improvement resulted into reduction of

(a) Strain

(b) Inconsistency

(c) Waste

2How did Kaizen result in achieve ing the following initiatives

(a) Financial Saving

(b) Quality Improvement

(c) Producitivity Improvement

(d) Growth

(e) Customer Satisfaction

(f) Emplyee satisfaction

(g)Preventing defect reccurance

(h) Improving the safety standard

(i) Energy conservation

(j) Others( specify )

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