Gemba kaizen download

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The 3rd component - Organization Structure for Sustainment. Embed Size px. Start on. Show related SlideShares at end. WordPress Shortcode. Share Email. Top clipped slide. Download Now Download Download to read offline. Gemba Kaizen Aug. Besides, inventory was reduced by 30 per cent, which is saving the hotel Rs. The hotel is also investing in front-end infotech systems to ensure that the information about a customer that is entered in one place is seamlessly replicated throughout the organisation.

There have also been improvements in watch repair times: 95 per cent in 7 days to 95 per cent in 4 days. It is one of India's oldest and largest engineering companies. It is the biggest industry of its kind in Asia. The company is engaged in the manufacture and supply of capital equipment; machine tools and spares needed for the following core sector industries. Heavy machine tools plant H. One of the essentials of kaizen is to maintain high quality standards.

HEC follows a strict quality standard to make its customers happy. Production of quality makes customers happy. HEC practices Heijunka. This is how HEC has reduced employee burden by balancing the difficult jobs with the easy ones so as not to cause overload on the people and machinery.

Company uses wagons inside the workshop to move heavy items. The tool manipulator made cutting, marking and making dents an easier job. Lifting the tong became much easier and simpler by just inserting a lever. They design and produce according to the specific requirements of the customers. HEC follows andon concept. It uses various foolproof machines. Vacuum Arc De Gasing Furnace. It is an automatic detecting machine. The machine is used for melting various metals. If the argon quantity is a little less or little more, or the temperature is not according to the standard specified the red light automatically goes on with a loud beep.

Another machine at HEC is designed in such a way that when the machine breaks down there is no need to diagnose the cause of the breakdown. There is a screen on the machine itself which automatically flashes the problem, the reason as well as how to repair the machine. This saves a lot of time. The reasons for the breakdown are also displayed and therefore the employees get alert and see to it that the machine does not breakdown again in the future due to the same reason.

Hence we see how smartly problems are made visible at gemba. Waste is sent to the forging plant and re-melted and recasted. The raw materials go through strict inspections before they are fed into the machine. This reduces the chances of producing defective goods.

There is no wastage in the form of over production as there is no batch production. HEC also practices gemba kaizen.

The managers often go to the gemba and see what are the problems. Then they roll up their sleeves and start working in the gemba to solve the problem. In case the production line stops for more than two minutes the assistant manager comes to solve the problem. If he is not able to solve the problem the senior manager takes over. HEC practices quality control Suggestion boxes had been placed at every plant and the employees also made good use of it.

The suggestions are put forward before the top management and they scrutinize the same. These suggestions are implemented as soon as possible. Various awards are also given to the employees for giving good suggestions. HEC follows the concept of zero tolerance.

HEC follows 7th class accuracy. Defective materials lead to defective products. Hence the raw materials are strictly inspected before they are put into the process. After the completion of the job it is again inspected which confirm to the standards specified. To deliver high quality products Kirloskar constantly updates technology, processes, machinery and resources.

It also tries to produce zero defect products through self-assessment, right from the suppliers to the shop floor. Kirloskar has adopted the Toyota Production System. It has an excellent cell layout. The infrastructure in the workshop is superb. The workers enjoy working there, as their work has been made less tiring and less laborious. In the designing department, while designing it is kept in mind that the machine uses less lube oil, saves diesel and does not use any pollution.

It has adopted the ISO standard. Excessive Emission tests are conducted and latest emission standards are adhered to. Continuous changes in the design are made so that the engines adhere to such standards. At Kirloskar the nuts are tightened with a machine called as Automatic Pulse Tool. Hence the force applied is uniform throughout. This avoids vibration in the engines and the nut bolts dont get loose. The ply-wheel berth station is also very systematic. There is a place for everything and things are kept in the most efficient way.

There is no need for the workers to bend again and again to fetch things. The ergonomics is outstanding. For crankcases, lift systems are in place.

In order to drain the oil completely from the machine a pneumatic tilter is used. Engine testing is done very systematically using electrical and hydraulic dynamometer.

Kirloskar uses high quality component, which has close tolerance. This increases the capacity of the engine and also reduces the need for maintenance. The quick response by management to these small ideas and quick recognition and reward kept the morale of the employees high.

Wipro's paperwork processing operations in Bangalore, Pune, and Chennai bear an uncanny resemblance to a Toyota plant. Signs hanging over each aisle describe what process is being handled there -- accounts receivable, travel and entertainment, and so on. Just like in a Toyota factory, electronic displays mounted on the walls will shift from green to red if things bog down. Factories: no walls. Offices: walls, cubicles personal desks. At Wipro cubicle walls were removed so that the workers handling the transactions would work side by side at long tables.

The process flowed step by step down the line presumably one piece at a time. Move beyond the misconception information transactions are not like production At Wipro paperwork processing is done like an assembly line with people lined up along tables. Visual signs hanging over the tables identify that these are workstations rather than individual desks. The process is designed to flow. Team leaders supporting workers and monitoring performance There is a minute startup meeting before each shift.

Team leaders set goals at the beginning of each shift. Digital display boards show the status of their performance. That tendency, continued in Gemba Kaizen, makes the text an intimidating murk of symbols. This philosophy came from Japan. But the nut of the new book is the idea of "gemba," an almost mystical notion that does much to lift the impossible burden of assimilating all of Mr.

Imai's abbreviations. Roughly translated, gemba is where the action is. In business, however, gemba refers to the place where value is created. The most common use of the term is in manufacturing. Written by Masaaki Imai, pioneer of modern business operational excellence and founder of the Kaizen Institute, Gemba Kaizen, Second Edition is an in-depth revision of this renowned, bestselling work.

The book "Gemba Kaizen" by Masaaki Lmai By applying kaizen to gemba, you can achieve incremental improvements in your most critical business processes. Gemba kaizen is a Japanese business philosophy that shows how step-by-step improvements process refinements and enhancements are the surest, easiest, quickest method in maximizing productivity. The book reveals how to implement cost-effective, incremental improvements in your most critical business processes.

Kaizen encompasses several strategies, including total quality control, total productive maintenance, just-in-time production, quality circles, and suggestion systems.

Going to Gemba Gemba literally means the workplace, and more specifically, the place where a company makes its product and comes into contact with customers. The definitive, fully up-to-date guide to continuous improvement in the workplace The methods presented in Gemba Kaizen, Second Edition reveal that when management focuses on implementing kaizen incremental, continuous improvement in the gemba the worksite unique opportunities can.

Gemba Kaizenpicks up where Kaizen left off, introducing real-world application of continuous process improvement methods in production and service businesses. The File Size: KB.