Kaizen: Gaining the Benefits of Continuous Improvement training centre in Bangladesh

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Kaizen: Gaining the Benefits of Continuous Improvement

Introduction

How does "change" happen in your organization? Is it through major initiatives, or is it part of the ongoing way you work?
Kaizen, (Kai: change, Zen: good) Means Change for Betterment also known as continuous improvement, is a long-term approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality. Kaizen can be applied to any kind of work, but it is perhaps best known for being used in lean manufacturing and lean programming. If a work environment practices kaizen, continuous improvement is the responsibility of every worker, not just a selected few.
Developed in Japan after World War II, Kaizen business philosophy involves promoting constant improvement by monitoring business processes and making ongoing adjustments. Built on the Deming Cycle (plan, do, check/study and act), Kaizen philosophy can permeate all aspect of business culture in an organization committed to promoting its methods.
Streamlining and simplifying business processes can increase profit potential and improve workplace harmony.

Benefits from Kaizen?
Kaizen aims for improvements in productivity, effectiveness, safety, and waste reduction, and those who follow the approach often find a whole lot more in return:

• Unlocking the Human Potential
• Less waste – inventory is used more efficiently as are employee skills.
• People are more satisfied – they have a direct impact on the way things are done.
• Improved commitment – team members have more of a stake in their job and are more inclined to commit to doing a good job.
• Improved retention – satisfied and engaged people are more likely to stay.
• Improved competitiveness – increases in efficiency tend to contribute to lower costs and higher quality products.
• Improved consumer satisfaction – coming from higher quality products with fewer faults.
• Improved problem solving – looking at processes from a solutions perspective allows employees to solve problems continuously.
• Improved teams – working together to solve problems helps build and strengthen existing teams.

Learning Objectives:
• Know the definition and traditional application of Kaizen
• Understand the core concepts of lean, and how Kaizen projects help pave the way on the lean journey
• Use Kaizen to attack cost, defects, cycle time, and other waste
• Study the Kaizen methodology, its steps and tools, and application techniques of Kaizen breakthrough events
• Perform a successful Kaizen event
• Form Kaizen teams and facilitate the agenda for developing Kaizen improvement projects
• Develop plans for a lean transformation within your organization

Benefits:
• Reduce the amount of waste your company produces
• Increase the efficiency of production in your organisation and the procedures carried out
• Have more insight and awareness of the processes and procedures that are undertaken within your organisation
• Increase profitability of the organisation by eliminating unnecessary use of resources
• Reduce the amount of management time, resolving issues
• Produce better quality products, with the result of customer satisfaction

Methodology


Class Room Learning
Hands On Demo
Simulation and games
Group Work
Video Presentation

Contents of Training:

• Kaizen Philosophy
• History
• What is Kaizen
• Kaizen Journey
• Kaizen Function at Different Job Level
• Elements
• Kaizen Umbrella
• Kaizen principles
• Kaizen Goals
• Kaizen Projects
• Kaizen events
• Types of Kaizen
• Sprit of Kaizen and 10 Commandments
• Kaizen Attitude
• Benefits of Kaizen, Pit Falls
• Deming Wheel: PDCA
• Path of Improvement
• Building Lean Enterprise
• Preparation for Kaizen

o Kaizen Mindset
o How to select a Kaizen Event?
o How to Select a Problem?
o Hoe to Select a Leader
o How to Select Team Members?
• Kaizen Breakthrough methodology
• Kaizen Team Ground Rules
• Building Kaizen Charter
• Where to Kaizen:

o 3M
o VA & NV Activities
o 5S
o Identifying the deadliest waste and eliminate
• VSM to Identify the Kaizen Events (As is State and Future State)
• Improvement Rules
• Improvement Key Metrics
• Kaizen in Action: Phases

o Execution Phase Activities
o Tools: C&E Diagram, Brainstorm, spaghetti Diagram, MBPM, PACE Improvement
o Gemba Walk, Finding Gembutsu. Jujitsu
• Basic Problem Solving Approach
• RCA & 5 WHY
• Standardization of Work
• Kaizen Events Report Out, Celebration
• Plan to Succeed: Sustainability

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