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5S Master Presentation.ppt

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© Kazuo Tsuchiya / 1997 © Kazuo Tsuchiya / 1997 © Kazuo Tsuchiya / 1997 © Kazuo Tsuchiya / 1997 A Nation Grows with Improved Productivity Presented by Kazuo Tsuchiya Revised 1998 - 07 © Kazuo Tsuchiya / 1997 © Kazuo Tsuchiya / 1997 © Kazuo Tsuchiya / 1997 © Kazuo Tsuchiya / 1997 KAIZEN © Kazuo Tsuchiya / 1997 © Kazuo Tsuchiya / 1997 © Kazuo Tsuchiya / 1997 © Kazuo Tsuchiya / 1997 Productivity Improvement is for Everyone There are two contrasting approaches to improving prod
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  A Nation Grows with Improved Productivity SUPER 5S IS FOR EVERYONE Presented by Kazuo Tsuchiya Revised 1998 - 07  PART   ? KAIZEN Kaizen versus  Innovation    Productivity Improvement is for Everyone There are two contrasting approaches to improving productivity in companies: 1. the gradualist approach - Kaizen 2. the great-leap approach - Innovation Kaizen means improvement. Moreover, it means continuing improvement in one’s personal life, home life and working life. When applied to the workplace, Kaizen means continuing improvement that involves everyone - managers and workers alike. Japanese companies generally favor the gradualist approach and Western companies the great-leap approach. Innovation is dramatic, a real attention-getter. Kaizen, on the other hand, is often undramatic and incremental. In fact, every Japanese company concentrates on Kaizen or an employee involvement program, because it is within the control of every manager and supervisor. It is less expensive than capital investment (innovation). It enhances the quality of work life; it recognizes participative management; it improves quality of products and services; it reduces costs of operation, etc.  Features of Kaizen and Innovation Focus Kaizen Innovation Effect Long-term but undramatic Short-term but dramatic Pace Small steps Big steps Timeframe Continuous and incremental Intermittent Change Gradual and constant Abrupt and volatile Approach Group efforts Individual ideas and efforts Involvement Everybody Selected few Mode Maintenance and improvement Scrap and build Know-how Conventional know-how Technological breakthrough Requirement Little investment Large investment Orientation People Technology Evaluation Process and efforts Results for profits
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