Learning Guide: The Ethiopian TVET-System
Learning Guide: The Ethiopian TVET-System
Learning Guide: The Ethiopian TVET-System
Learning Guide
Unit of Competence: Maintain Quality System and
Continuous Improvement Processes
(Kaizen)
Module Title: Maintaining Quality System and
Continuous Improvement Processes
(Kaizen)
Date:
TLM Development Manual
Compiled by: business and finance Department
LO1 Develop and maintain quality framework within work area
One of a way of organization improvement is a lean approach and its key part Kaizen concept. Almost
thirty years ago the lean approach was relatively radical, even for large and sophisticated companies.
Now the lean is being adopted outside it traditional automotive, high-volume and manufacturing roots.
The lean approach to managing operations is founded on doing the simple things well, on gradually
doing them better and, above all, on squeezing out waste every step of the way. Often seen as the
practitioner of the lean approach in Japan, the Toyota Motor Company has developed a set of practices
which has shaped what we call lean.
The most significant part of the lean philosophy is focused on the elimination all forms of waste. Waste
can be defined as any activity which does not add value. One “the seven forms of waste” is concerned
with identifying waste as the first step towards eliminating it.
Toyota has identified seven types of waste (Japanese Muda), which have been found to apply in
many different types of operations (service and production) and which form the core of lean
philosophy: over-production, waiting time, transport, process, inventory, motion and defectives
(table 1).
Waste Description
producing more than client needs (frozen capital, used
Over-
energy, warehousing expenses); also too much
production
information
straighten – position things in such a way that they can be easily reached whenever they are
needed;
shine – keep things clean and tidy; no refuse or dirt in work area;
Lean management is one of a few ways which a company could go towards improvement of quality
Kaizen means continuous process of improvement which engages top management of a company,
management staff and all employees. It requires relevant changes in people’s behavior and authority
based on experience, authority of leader. Kaizen is based on assumption that all employees possess
skills which can be used in a better way (Frąś, 2013, p. 264).
A big meaning for growth of this philosophy has had enlargement of Total Quality Management
concept, in which originally Kaizen was an element of improvement characteristic for Japanese
techniques of quality management, e.g. zero defects, Deming Cycle, quality circles, prevention system,
Just-in-Time and so on. This approach meant that everything could be done better, that thanks to small
steps planned effects could be achieved. Improvement concerns everything, it should be realized every
day, by everybody, from small improvements to big strategic changes. Kaizen induces employees to
improve their work stand, to bigger independence and self-control. Fundamental goals of Kaizen
concern improvement of: quality, cost and time of delivery.
Improvements can be divided into two groups: innovation and Kaizen. Innovation, which is a domain
of western companies, is perceived as a change caused by breakthrough in technique discipline,
implementation of the newest management concepts and manufacturing techniques. It has rather
revolution character. Sometimes, innovation is defined as an idea, behavior quality different thing from
so far existing, and its typical feature is this, that after its implementation time of discipline collapse
happens, positive effects of innovation have a tendency to disappear. Kaizen is small improvement, but
permanent, with determination and consequence. Improvements have gentle character. A characteristic
feature of this approach is this, that it does not need complicated techniques or the newest technologies.
This what is needed it is conventional techniques (e.g. Pareto diagram, Ishikawa diagram, control
cards) and common sense. Table 2 shows differences between Kaizen and innovation.
Kaizen is a continuous process, including all people in organization, every manager and every
employee is engaged in its aspects. Kaizen requires a mission, changes in people’s behavior, dialogue
between managers and employees and orientation on quality process. In assessment of Kaizen
important is not only effect of every action, by effort taken for its realization, every employee tries to
work as good as possible.
The company uses in every day practice Kaizen concept and its rules and tools. According to
representatives of management of the company Kaizen is: “lowcosts, common sense and creative
approach to improvement. Kaizen essence are small changes which could minimize losses. The biggest
amount of such ideas are created on the lowest level of organization structure”.
In analyzed company in the framework of Kaizen are organized so called “weeks with Kaizen”.
These are groups of employees (8–12 persons) delegated to exact actions, excluded from daily duties.
During such workshop employees work over solutions of selected problems, with use of Kaizen tools.
For example: brain storm, Ishikawa diagram or 5S tool. The purpose of “week with Kaizen” is to create
and implement visible improvements in exact area of a company (often in exact processes).
—— positive attitude,
In the second quarter of 2014 team of Kaizen worked over implementation of 4S tool in exact places of
analyzed company: weld room, warehouse of parts to cranes and ironworks. In workshop took part
eight employees who constituted mentioned goal about implementation. Plan of week presents figure 4.
During the first day of work the team started observation in analyzed places. The amount of suggested
ideas was 128. After strong discussion and classification of ideas stayed 76 ideas, some of them were
repeated, a few members perceived similar problems. The team decided to implement 53 ideas. The
main criterion to choose ideas was reality of implementation. For them matrix of influences and
difficulties was prepared (figure 5).
The table 4 shows perceived chosen problems and ways of their improvement. Examples of problems
mentioned in the table 4 perceived and repaired during Kaizen process are only small percent of total
amount of malfunctions defined by Kaizen team. Only in this selected places of analysis the team was
able to perceive more than fifty problems chosen to improvement. It shows that scale of areas and
problems to improvement in companies and organizations is really big.
At the end of Kaizen action the team prepares a presentation showing a whole week of work, amount
of problems and ideas (solutions) identified by the team. The team presents implemented solutions and
first results of improvements. In analyzed company after Kaizen action is realized so called “after
Kaizen” period. Some of identified problems could be solved immediately, during Kaizen week, but
some of them requires longer action. This is “after Kaizen” time. Designated person (usually a member
of Kaizen team) is responsible for implementation of defined solutions and prepares at the end of all
actions a report documenting achieved results.
There is no better way than Kaizen to reflect organization culture geared towards improvement realizes
by minor steps, step by step, every day, within the framework of all processes. Kaizen derives from
Japan and means gradual, systematic and continuous improvement. This concept pulls in all employees
in improvement process. Kaizen concentrates on elimination of all defects, losses in all systems and
processes. Every employee is obliged to improve his/her individual skills in order to be able to achieve
high quality, low costs and deliveries on time. Kaizen is not based on modern technologies,
revolutionary and expensive investments, but on success achieving by steady minor changes