KAIZEN: CONTINUOUS PROCESS IMPROVEMENT
A form of enterprise learning Involving everyone in the organization Kaizen culture
Pemahaman:
Suatu bentuk enterprise learning Melibatkan semua pekerja: top managemen, middle management, supervisors, shop floor workers, support staf dengan motivasi untuk selalu mencari perbaikan Budaya kaizen: mecari peluang perbaikan Masalah = peluang perbaikan
LD-Kaizen/3-Dec-99/Slide No: 2
Contoh: Hasil Penerapan KAIZEN di Jepang
COSTS OF SEMICONDUCTOR LASERS USED INCOMPACT-DISC PLAYERS
600,000 500,000
P r ic e (J P Y)
14 12 10 8
L n (P r ic e )
400,000 300,000
6 200,000 100,000 0
78 79 80 82 84 85 19 19 19 19 19 19 19 19 19 86 81 83
4 2 0
Compact-disc players using semiconductor lasers went through hundreds of small improvements, increasing quality and reliability, and decreasing manufacturing costs.
LD-Kaizen/3-Dec-99/Slide No: 3
Siklus Aktivitas Kaizen: SIKLUS PDCA
Act: Jika hasil memuaskan, masukkan perubahan pada SOP dan latih pekerja untuk menguasainya
PL
A C T
AN
Plan: Identifikasi masalah Analisis masalah Perencanaan penanggulangan
PDCA Cycle
Check: Periksa hasil, & tentukan tingkat pencapaiannya Do: Implementasi rencana solusi Memastikan skill pekerja ang diperlukan
CH EC
LD-Kaizen/3-Dec-99/Slide No: 4
DO
Process Improvement & SPC: Deming Cycle (PDCA) & SDCA
(StandardizeDoCheckAction)
Kaizen
A
Kaizen
P D
A C
P D A C S D
Maintenance: SOP
A C
S D
Maintenance: SOP
LD-Kaizen/3-Dec-99/Slide No: 5
Problem Solving Cycle: PDCA Cycle
WHAT
Definisi Masalah Analisis Masalah
Plan (Manajemen) Do P Action (Manajemen) Check (Inspektur & Manajemen) A C Pekerja D
PLAN PLAN
WHY
Identifikasi Sebab
HOW
Rencana Pemecahan
DO DO
Implementasi
CHECK CHECK
Konfirmasi Hasil & Penyesuaian SOP Baru & Pelatihan (Standarisasi)
ACTION ACTION
LD-Kaizen/3-Dec-99/Slide No: 6
Faktor Kegagalan Program Perbaikan Proses:
Lack of top management leadership & commitment Expectations of quick results Lack of true employee empowerment Failure to recognize the need for culture change Limited scope of application Emphasis on the internal rather than the external customers
LD-Kaizen/3-Dec-99/Slide No: 7
Program Dasar Perbaikan Proses: Big-Q and Little-q
Big-Q: Program perbaikan yang mengintegrasikan TQM dalam struktur & strategi perusahaan dengan dukungan penuh dari manajemen puncak. Little-q: Program yang menekankan pada pelatihan, perangkat, dan teknik-teknik TQM, tetapi tanpa perubahan mendasar pada budaya kerja.
LD-Kaizen/3-Dec-99/Slide No: 8
Big-Q & Little-q:
100 90
80 70 60 50 40 30 20 10 0
0 1 2 3 4 5 6 7 8 9 10
Big "Q"
Little "q"
Time (Years)
Big-Q: Active & aggressive driving by top management Fundamental changes in culture, structure, & processes Well-articulated strategies Concepts integrated into the fabric of the company Persistent, long-term results
LD-Kaizen/3-Dec-99/Slide No: 9
Quality Improvement (%)
Big-Q & Little-q:
100 90
80 70 60 50 40 30 20 10 0
0 1 2 3 4 5 6 7 8 9 10
Big "Q"
Little "q"
Time (Years)
Little-q: Little top management support Training, tools, & techniques emphasized, not fundamental change Lack of an overall strategy Philosophy not integrated with end-to-end processes Some initial results, but fading within three years or so
LD-Kaizen/3-Dec-99/Slide No: 10
Quality Improvement (%)
Kaizen as An Umbrella Concept
KAIZEN
Procedure redesign Value-stream reinvention Customer orientation TQM, QC Training Suggestion system Productivity improvement Robotics IT platform evolution EDI (Electronic Data Interchange) evolution Software designed for continuous improvement
JIT techniques Continuous-flow manufacturing Small group activities Quality improvement Cooperative labor-management relations Product improvement New product development Relationships with suppliers Relationships with customers Business modeling Repository-based development Enterprise redesign
LD-Kaizen/3-Dec-99/Slide No: 11
Japanese & Western Approaches: Kriteria - P & Kriteria - R
PROSES HASIL
Usaha Perbaikan Dukungan & Stimulasi Kriteria - P
Performansi Pengendalian dengan carrot & stick Kriteria - Q
LD-Kaizen/3-Dec-99/Slide No: 12
Japanese & Western Perceptions: Kaizen & Management
Top Management Middle Management Supervisors Workers (1) Japanese perceptions of job functions (a) Top Management Middle Management Supervisors Workers (3) Western perceptions of job functions (4) Current practice in many western companies Maintenance (SOP) Innovation (2) Japanese perceptions of job functions (b)
tion v en ent in em Re g t ee ana -sh yM it an ual Cle al Q t Maintenance To
Innovation Improvement Maintenance (SOP) Kaizen Maintenance (SOP)
g nin sio Vi
(SOP)
LD-Kaizen/3-Dec-99/Slide No: 13
Comparison: TQM/Kaizen & Clean-sheet Reinvention
Dimension Effect Pace Timeframe Change Participation Approach Mode Spark Investment KAIZEN Long-term & long-lasting but not dramatic Small, steady improvement Continuous & incremental Gradual & constant Everybody Collectivism group efforts Maintain & improve Know-how of current processes Clean-sheet Revention Short-term but dramatic Quantum-leap improvement Intermittent & non incremental Abrupt & volatile Few champions, IT, strong leadership Individualism strong, innovative leadership Scrap & rebuild Technological breakthroough; new theories, innovative thinking Large initial investment Technology Results for profits
Little initial investment, major effort to sustain ongoing TQM Effort orientation People Evaluation Process & efforts for better results
LD-Kaizen/3-Dec-99/Slide No: 14
Comparison: TQM/Kaizen & Clean-sheet Reinvention
Results Results Time (1) Ideal pattern from quantum-leap redesign Time (3) Pattern from Kaizen, or TQM, slow and steady improvement
Standar Baru
Standar (what should be)
Results
Results
Maintenance
Maintenance Inovasi
Inovasi
Inovasi
KAIZEN
Time (2) Actual pattern from quantum-leap redesign.
Note: Without Kaizen, procedure tend to deteriorate. There are new problems with new procedures
LD-Kaizen/3-Dec-99/Slide No: 15
Inovasi
Aktual
Time (4) Reinvention and Kaizen..
Note: With Kaizen, reinvented process is made more practical. Its problems are solved. Many small improvements increase productivity & quality.