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Kaizen: The Concept of ContinuousImprovementPhillip AdamsLean and Agile EngineeringSubmitted in partial fulfilment ofthe requirements of Leeds Beckett Universityfor the Degree ofMSc in Information and TechnologySchool of Computing, Creative Technology andEngineeringMay 2019Authorship DeclarationI, Phillip Adams, confirm that this dissertation/assignment and the work presentedin it are my own achievement.Where I have consulted the published work of others this is always clearlyattributed;Where I have quoted from the work of others the source is always given. With theexception of such quotations this dissertation is entirely my own work;I have acknowledged all main sources of help;If my research follows on from previous work or is part of a larger collaborativeresearch project, I have made clear exactly what was done by others and what Ihave contributed myself;I have read and understand the penalties associated with Academic Misconduct.Signed:Date: 5th May 2019Student ID No: C3375331AbstractManufacturing has embraced the many different methods of Lean and Agileengineering, and it has helped many of them to thrive as a business and to buildquality products.This report begins with an explanation of some of the ‘lingo’ associated with Leanand then moves onto a review of some of the different methods available tomanufacturing, highlighting their potential advantages and disadvantages.The third section of this report is a case study that looks in detail at the method ofKaizen and the concept of continuous improvement, suggesting that manymanufacturers could benefit from embracing all that it has to offer. Especiallywith its flexible approach and alignment with other Lean methods.Contents1 INTRODUCTION………………………………………………………………………………….71.1 Report Aims and Objectives………………………………………………………………………………………………71.1.1 Aims……………………………………………………………………………………………………………………………..71.1.2 Research Objectives………………………………………………………………………………………………………..71.2 Rationale…………………………………………………………………………………………………………………………..71.3 Chapters……………………………………………………………………………………………………………………………81.4 Ethics………………………………………………………………………………………………………………………………..82 LITERATURE REVIEW………………………………………………………………………..92.1 Introduction to Lean………………………………………………………………………………………………………….92.2 Lean Lingo Explained……………………………………………………………………………………………………….92.2.1 Kaizen…………………………………………………………………………………………………………………………..92.2.2 Muda…………………………………………………………………………………………………………………………….92.2.3 Muri…………………………………………………………………………………………………………………………….102.2.4 Mura……………………………………………………………………………………………………………………………102.2.5 Gemba…………………………………………………………………………………………………………………………102.2.6 Jidoka………………………………………………………………………………………………………………………….102.2.7 Hansei…………………………………………………………………………………………………………………………102.2.8 Hoshin Kanri………………………………………………………………………………………………………………..102.2.9 Poka Yoke……………………………………………………………………………………………………………………102.2.10 Kanban……………………………………………………………………………………………………………………112.2.11 Heijunka………………………………………………………………………………………………………………….112.3 Kaizen…………………………………………………………………………………………………………………………….112.4 Workspace Productivity – 5S…………………………………………………………………………………………..112.5 Dealing with the 7 Deadly Wastes…………………………………………………………………………………….122.6 Practical Problem-Solving……………………………………………………………………………………………….132.7 Value Stream Mapping……………………………………………………………………………………………………142.8 Quick Changeover. The SMED System…………………………………………………………………………….163 THE KAIZEN WAY…………………………………………………………………………….183.1 Introduction to Kaizen…………………………………………………………………………………………………….183.2 The History of Kaizen and the Toyota Motor Company……………………………………………………183.2.1 W. E. Deming………………………………………………………………………………………………………………193.2.2 Toyota and the Toyota Production System……………………………………………………………………….203.2.2.1 Heijunka (hi-JUNE-kuh)……………………………………………………………………………………….223.2.2.2 The 5 Whys…………………………………………………………………………………………………………223.3 The Concept of Kaizen…………………………………………………………………………………………………….243.4 Kaizen vs Innovation……………………………………………………………………………………………………….243.5 TQC (Total Quality Control)……………………………………………………………………………………………253.5.1 PDCA………………………………………………………………………………………………………………………….263.6 The Practice of Kaizen…………………………………………………………………………………………………….273.6.1 Gemba…………………………………………………………………………………………………………………………273.6.2 Gembutsu…………………………………………………………………………………………………………………….273.6.3 Genjitsu……………………………………………………………………………………………………………………….283.7 Kaizen Activity………………………………………………………………………………………………………………..283.7.1 Kaizen Events………………………………………………………………………………………………………………293.8 Documenting Kaizen……………………………………………………………………………………………………….304 CONCLUSION AND RECOMMENDATIONS………………………………………..325 REFERENCES…………………………………………………………………………………..336 BIBLIOGRAPHY………………………………………………………………………………..397 APPENDICES……………………………………………………………………………………407.1 Appendix 1 – CIT Kaizen Report Form……………………………………………………………………………407.2 Appendix 2 – Consult 101 Kaizen Forms………………………………………………………………………….41 List of FiguresFigure 1: Tool Shadow Board (Nair, 2018)…………………………………………………..13Figure 2: Value Stream Map (Waldo, n.d.)…………………………………………………..16Figure 3: SMED Transformation (LeanSixSigma, n.d.)………………………………….18Figure 4: Kai Zen Translation (Japan Products, 2017)…………………………………..19Figure 5: The Deming Wheel (Millard, 2015)………………………………………………..20Figure 6: Deming’s 14 Points – Total Quality Management (ASQ, n.d.)……………21Figure 7: Toyota Production System “House” (TPS, n.d.)………………………………22Figure 8: Heijunka Relationship for Levelling (Friddle, n.d.)……………………………23Figure 9: The 5 Whys in Action (Kanbanize, 2019)……………………………………….24Figure 10: The Differences between Kaizen and Innovation (Arashi, n.d.)……….26Figure 11: The PDCA Cycle (Citoolkit, n.d.)…………………………………………………28Figure 12: Kaizen Events Rundown (Bradbury, n.d.)…………………………………….311 IntroductionThis report will look at Lean Manufacturing and its many strategies, covering eachone in turn and critically evaluating their philosophies, use of resources and tools,and benefits to manufacturing companies. It will also look at how they can help acompany adapt to the markets that are continually changing.1.1 Report Aims and Objectives1.1.1 AimsThis report aims to research and present the findings from research gatheredconcerning Lean and Agile engineering methods. There will be a critical evaluationof the theories surrounding Lean Product Development and Manufacture, and also acase study for the Kaizen method, demonstrating its suitability in the workplace as amethod of increasing efficiency.1.1.2 Research Objectives To gather research concerning Lean and Agile engineering methods andpresent findings in a critical manner. Critically evaluate the theory behind Lean Product Development andManufacture. Present a case study for the use of the Kaizen method of Lean Engineeringand how it is suitable for workplace efficiency.1.2 RationaleLean and Agile engineering plays a pivotal role in manufacturing across the globe.Understanding the different methods and approaches available are a crucial elementin succeeding in businesses associated with mass production. This report willtherefore critically analyse the various means of Lean engineering to assist itsintended audience in choosing an appropriate method for the way forward in theirorganisation.1.3 Chapters Chapter one introduces the concept of Lean and Agile engineering and howthe report will assess the various methods of Lean, detailing the aims andobjectives. Chapter two is a literature review of some of the widely used systems of Leanengineering. Chapter three is a case study which presents the Kaizen method ofengineering, analysing its usefulness in a manufacturing environmentalongside the history of how it came to be in its current format. Chapter four will conclude this report and offer recommendations based on theresearch obtained for this paper.1.4 EthicsLean engineering as a concept is ethical. Whichever method is chosen by amanufacturer, the ideals that that system purveys is to deal with the good points of aproduction system and the bad. The TPS (Toyota Production System) at Toyota wasdesigned to define what is good and bad or right and wrong in an environment whereproduction occurs (Carver, n.d.). Indeed, when a study was made around theworking conditions of Nike workers after switching from traditional to leanmanufacturing, it was found that adopting the new methods, made working conditionsbetter of varying degrees depending on how many lean initiatives were introduced(BizEd, 2017). This was however seen as a by-product of a decision that was madepurely for business and financial reasons as it there was no indication beforeapplying the new ways of working that workers would benefit in any way.Manufacturers, to remain or become ethical, need to fully understand that no matterwhat or how a product is made, the bigger picture is thinking the reasons for makingit and for whom.2 Literature ReviewIn this chapter, the concept of Lean will be introduced along with an evaluation ofdifferent Lean Engineering methods.2.1 Introduction to LeanWhen companies are looking to improve their productivity, there are many avenuesthat can be explored. Some will be dependent on the type of work involved but, as itapplies mostly to factory production, many are similar and come from different partsof the business and manufacturing world. Dr. W. Dekker, Chairman of theSupervisory Board at N. V. Philips’ Gloeilampenfabrieken, advises that there is noroom for what amounts to workplace snobbery when he states that companiesshouldn’t let cultural differences get in the way of achieving good manufacturingpractices. No matter the country the methods originate, they deserve to be looked into and taken into consideration (Imai, 1986).2.2 Lean Lingo ExplainedThere are many different words associated with Lean engineering, and this sectionwill aim to define the more significant ones. All are Japanese in origin.2.2.1 KaizenThe practice of continuous improvement. Kaizen is made up of two words: Kaimeaning ‘change’ and Zen meaning ‘good’. Mostly translated as ‘Change for Good’.2.2.2 MudaMuda, the Japanese word for waste, is one of the three types of waste in productionand is anything that does not add value to the product or the process. There areseven categories associated with Muda: Overproduction, Inventory, Repair/Rejects,Motion, Processing, Waiting, and Transport (Do, 2017).2.2.3 MuriIn Japanese, Muri, another of the three types of waste, translates as ‘unreasonable’or can also mean to ‘overburden’. Putting too much work on a team in too short aspace of time, for example (Do, 2017).2.2.4 MuraThe third type of waste, Mura stands for inconsistency or unevenness. This is whentoo much effort or resource is put into one area while starving another area of what itneeds (Do, 2017).2.2.5 GembaTranslates as the ‘actual place’ that something takes place.2.2.6 JidokaA critical part of the Toyota Production System, Jidoka is when a production linestops due to a defect being found.2.2.7 HanseiTranslates as ‘Self-reflection’, meaning to learn from one’s mistakes and pledge to bebetter in the future.2.2.8 Hoshin KanriAlso known as Policy Deployment, it is a way of making sure that the progress of acompany is on target to meet its strategic goals, helping to eliminate waste thatcomes from errors in communication and direction (LeanProduction, n.d.).2.2.9 Poka YokePoka Yoke means to error-proof a process so that defects are spotted and amendedduring the production process (Mulder, n.d.).2.2.10 KanbanA scheduling system that was developed by Toyota for its TPS to improve efficiency,especially when wanting to achieve JIT (Just-In-Time). Used today mostly insoftware development where an agile approach is utilised.2.2.11 HeijunkaTranslates as ‘levelling’ so that production demands can be met without addingwaste in the form of time, reducing unevenness in the process.2.3 KaizenThe Kaizen method, which translates as ‘Change (for) Good’, is about continuousimprovement and is discussed in detail in chapter three below.2.4 Workspace Productivity – 5SOf all the improvement methods, 5S is the key to having a workplace with order,efficiency, stability, safety, and profitability (Marshall, 2016). It consists of (Japaneseterms in brackets):1. Sort (Seiri): Going through all items and removing ones deemed unnecessary.2. Set In Order (Seiton): Allocating a place for everything.3. Shine (Seiso): Ensuring that the area worked in is clean.4. Standardise (Seiketsu): Once the best practice is identified, make it standardthroughout the workplace.5. Sustain (Shitsuke): Ensure that once new ways of working have beenstandardised, old methods don’t resurface.Some businesses argue that there should be a 6th ‘S’ and it should stand for safety.Others will assert that safety is already covered as having a place for everything in aparticular order and keeping things clean will ultimately lead to a safer workplace(Creative Safety Supply, n.d.).5S is an integral part of Lean manufacturing, and used in conjunction with othermethods, can help companies to improve on their record of safety, and also helpworkers improve their efficiency. People work differently and have their way, butstandardisation is a must to ensure that organisations are efficient, and knowledgecan be passed on habitually. This cannot happen without the implementation of thefirst three of the 5S.A simple example of 5S in action is displayed in figure 1 below:Figure 1: Tool Shadow Board (Nair, 2018)A tool shadow board allows anyone to see if any piece of the equipment is missingas there will be an empty space. It also will enable workers quick and easy access tothe tool they need at the desired time, improving efficiency and reducing timewastage (Muda).2.5 Dealing with the 7 Deadly WastesThe 7 deadly wastes are associated with Muda, as they are processes and activitiesproduction that do not add any value. In other words, they don’t help, workers andthey take money away from the business unnecessarily (Bradbury, 2018).The Kaizenworld blog (Kaizenworld, 2016) argues that in today’s society, thereshould be 9 wastes:1. Overproduction: making more than what the customer asked for.2. Rework: having to redo something because of errors made before.3. Waiting: having gaps in the workflow between processes and the customer.4. Inventory: making sure there is no remaining stock by making to order.5. Transport: not having unnecessary floorspace to reduce travel betweenprocesses.6. Motion: relates to number 5 but with only human movement.7. Process: ensuring that the process does not have any time or money wastes.8. Human being: having employees that do nothing, for example, someone whostands, and watches machines all day.9. Natural resources: using materials that are not harmful to the planet.The last two wastes are the opinion of the blog writer and, although saving the planetis becoming more and more at the forefront of manufacturers’ minds, it inevitablycomes second to the financial side in a lot of cases. Point 8 is a contentious point assome company’s employee people to do just that. Stare at machines to monitor andintervene where needed – a vital function of production.Identifying the wastes in a company, outside of the traditional sense of the word inscrap material, is essential to ensuring that no area of a company is bereft of valuewhere it needs it most.2.6 Practical Problem-SolvingSenior Manager at Toyota, Mark Davies (Lean Enterprise Academy, 2013), whenaddressing a workshop on problem-solving, identified an 8-step process:1. Make the problem clear2. Break the problem down3. Set targets for solving the problem4. Figure out what the root cause of the problem is5. Develop a way of ensuring that the problem doesn’t occur again by insertingcountermeasures6. Ensure those countermeasures are delivered7. Keep an eye on the results of the process from this point8. If successful, normalise the processThe above steps are designed to seek out any problems, identify what went wrong,fix the problem, and make sure the issue doesn’t occur again. Tools that could beeffective here are Pareto, to help breakdown the problem, and the 5 ‘whys’ to grinddown to the root cause. The 5 ‘whys’ is discussed in greater detail in the case studyin chapter 3.It is essential to get to the crux of a problem before that issue gets too big to fix. Asmall problem now could become a big problem in the future (Lean Masters, n.d.). Inrespect of the Kaizen approach to lean management, a problem is an opportunity toimprove and one that must not be passed up.2.7 Value Stream MappingA value stream refers to all of the processes in the workplace that flow goods fromthe company (supplier) to the customer. This is visualised as a value streammapping (VSM). Kanbanize (What Is VSM, n.d.) describe value stream mapping asdisplaying all of the important steps that are taken in a process to go from the start ofa product to the finish when it is in the customer’s hands. Lian and Van Landeghem(2007) argue that there are limitations to the approach with criticism such as VSMtaking up too much time, or the ability to fully show how complicated, certain parts ofa process can be. ASQ.org, a training company in the U.S.A., explains how it wasToyota that created the original template for VSM to remove activities that weredeemed unnecessary from the process of making a product. With the actual ‘valuestream’ section focussing on making sure that value is added to a process to bettermeet the needs of the customer (ASQ VSM, n.d.).Figure 2 below is from the Lean Methods Group website (Waldo, n.d.) and shows asimple VSM:Figure 2: Value Stream Map (Waldo, n.d.)Waldo (n.d.) recommends that to achieve the above and create a meaningful VSMprocess; there should be eight questions that need answering during the creation of aVSM:1. Are there any steps that are no longer required?2. Are there any steps that are still required but are needed less than others?3. Can any steps be streamlined or put together?4. Is there any cycle time that is longer than takt time?5. Where there is promised time, is there lead time that is longer?6. Where is the accumulation of inventory, if any?7. Identify the changeover times that are longest.8. Of the First Pass Yield losses, where are the biggest ones?Following the steps above could help to get towards improving the value stream of aprocess quickly and precisely.2.8 Quick Changeover. The SMED SystemSMED stands for the Single-Minute Exchange of Dies and is a system that aims toreduce significantly the amount of time it takes for the complete changeover ofequipment (LeanProduction SMED, n.d.). It was the work of Shigeo Shingo, anengineer at Toyota that developed SMED into a system that can drastically reducechangeover times from, for example, 90 to 5 minutes.The key concept behind SMED is to move as much of the internal setup (tasks thatcan only be done when a machine is not operational) to the external setup (tasks thatcan only be completed when a machine is operating). Once this has been done, thetask is to then analyse the internal tasks to get the times needed to complete themreduced (LeanSixSigma, n.d.). Figure 3 below illustrates this transformation ofreduced times:Figure 3: SMED Transformation (LeanSixSigma, n.d.)The most obvious example of SMED in action is that of the Formula One pit stopmechanics who can change all four tyres of a race car in an amazingly quick time.This process has been honed down the years amidst changing regulations (likefuelling being allowed, banned, allowed, and then banned again) until in its currentformat where it can be done in under three seconds for the changing of all four tyres(Walthert, 2014). This illustrates where technology has played a part in helpingprocesses become quicker alongside the development of human techniques inperforming the procedure.3 The Kaizen Way3.1 Introduction to KaizenKaizen, within Western society, is better known as continuous improvement.However, its literal translation is Change (for) Good, as illustrated below:Figure 4: Kai Zen Translation (Japan Products, 2017)The term itself originated from the works of Masaaki Imai (Pandita, 2018). Hepublished two books on the subject, “Kaizen: Japanese Spirit of Improvement”, and“Gemba Kaizen: A Commonsense, Low-Cost Approach to Management”, both ofwhich helped bring the idea of Kaizen to the West. It can be used for selfimprovement but was designed with manufacturing in mind. Defining Kaizensuccinctly, it is about changing the functions and processes of a company for thebetter but doing so continually, and it involves everyone in the organisation, fromCEO to employees on the shop floor.3.2 The History of Kaizen and the Toyota Motor CompanyJapan suffered immense damages during World War II and, with American forces stillin occupation after Japan’s surrender and consequent demilitarisation, they weregiven the task of helping the country rebuild (World War 2, n.d.). According toPandita (2018), in collaboration with Japanese business managers, they came upwith new ways to improve manufacturing production quality and the amount that theyproduced over a period.3.2.1 W. E. DemingIt was W. E. Deming, brought in to war-devastated Japan to teach in his area ofexpertise of statistical quality control, who helped Japan go from a country known forinferior quality products, to become the world leader in quality goods. This wasachieved through the introduction of a philosophy that saw organisations developtheir way of thinking to embrace change and continuous improvement (BritishLibrary, n.d.).Imai (1986) states that during his time in Japan, Deming introduced the ‘DemingWheel’ (see figure 5 below). This was seen as vital to the success of continuousimprovement and is a predecessor of PDCA (Plan-Do-Check-Action) which will becovered later on. Deming declared that it was very important for all areas of thewheel to interact with other in order to ensure quality products are delivered togratified customers.Figure 5: The Deming Wheel (Millard, 2015)Deming also created 14 key principles to help businesses transform effectively and itis point 13 that encompasses Kaizen. It states that all companies must have someform of education program for everyone to be encouraged to participate in selfimprovement (ASQ, n.d.). Below, figure 6 depicts all 14 key principles:Figure 6: Deming’s 14 Points – Total Quality Management (ASQ, n.d.)3.2.2 Toyota and the Toyota Production SystemWhile Deming is credited with being one of the founding fathers of Kaizen, it isToyota that is recognised as the first company to adopt the philosophy for theircompany and globalise it into their business plan (Graphic Products, n.d.).The Toyota Motor Company was founded in the 1930s by the Toyoda family, whohad already been successful with their Automation Loom Works company afterdeveloping a technique called Jidoka. Breaking Jidoka down, it essentially meansthat when a defect is found, stop everything and find a fix for that particular problem.Then, figure out and correct the root cause to ensure it doesn’t happen again. Itinvolves automation with human interaction (Lean Manufacturing Tools, 2012).Toyota added a second concept to this, the just-in-time (JIT) method (a way ofensuring low stock levels by only requesting parts needed for current production),and together they form the two pillars of what is known as the Toyota ProductionSystem (TPS).Figure 7: Toyota Production System “House” (TPS, n.d.)It was Eiji Toyoda (a former chairman of Toyota) who, by using Just-In-Time andJidoka, increased the productivity of workers and came up with the TPS. In doing so,he ensured that Toyota could compete with European and U.S. companies (ToyotaTPS, n.d.).Within Toyota, having excellent communication between all staff at every level is keyto the success of TPS. Figure 4 above illustrates how Kaizen is crucial to the TPSfoundations alongside ‘Standardised Work’ (covered in chapter 2.4), and ‘Heijunka.’It is these that allow ‘Just-in-Time’, and ‘Jidoka’ to function appropriately and obtainthe ultimate goal of a high-quality product for the lowest cost in the shortest timepossible.3.2.2.1 Heijunka (hi-JUNE-kuh)When appropriately used, Heijunka assists a company in finding a way, quickly, tomeet customer demand while reducing production and process waste. This is knownas a levelling process and is illustrated in figure 8 below:Figure 8: Heijunka Relationship for Levelling (Friddle, n.d.)Heijunka, if used correctly, gives predictability for levelling the demand, flexibility todecrease the time of changeovers, and stability by ensuring that production volumeaverages out over time (Friddle, n.d.)In Toyota, it is the Just-in-Time production method that enables Heijunka to work andis paramount when ensuring smooth operations between departments andproduction sequencing, where it ensures that there is the right amount of inventory toproduct proportionality (Toyota Blog, 2013).3.2.2.2 The 5 WhysThe 5 Whys can be considered part of Jidoka as it is used when a problem occurs.In using the 5 Whys technique, the problem is made clearer as well as the solution tofix it (Kanbanize, 2019). Figure 9 below shows a simple illustration of the 5 Whys inaction:Figure 9: The 5 Whys in Action (Kanbanize, 2019)There are, however, downsides to using the 5 Whys method for root cause analysis.If the cause remains unknown to a person who is doing the problem solving, nosolution will be found. Also, there may be more than one cause for each symptom ofthe problem, and they may never all be found. If one of the answers given to anystage of the 5 Whys is weak, it can throw off the whole process. And finally, if morethan one person attacks the problem, they could all come up with different solutions(Anderson, 2009).A study in the Journal of STEM Education in 2016, which looked at students usingthe 5 Whys method for their assignments, presented some issues that would needrectifying in future development (Moaveni & Chou, 2016). The students werespending longer on their work and were concerned about time commitments.Transferring that to a factory shop floor would mean concern for lack of productiontime and loss of potential income. There was concern from the students also that ifthey didn’t have the right person with the specified skills or interest to assist in theproblem solving, then the incorrect solution could be misidentified. This aligns withthe concerns made above by Anderson (2009).3.3 The Concept of KaizenAuthor and specialist in management development, Tony Barnes (1996), stressesthat there is always room for improvement within an organisation and as such, noprocess, product, or procedure is ever deemed perfect. There must still be a way to,for example, cut costs, reduce waste, or produce something quicker.And this is where Kaizen comes in. Employees are asked to continuously look forways in which to improve the way they work. Their mindset should be one that seesa problem as an opportunity. Covering up a small problem and not dealing with itcan lead to a bigger problem further down the line. Kaizen helps to reduce suchscenarios and, in this way, helps to maintain and increase the quality of the workproduced (Agadoni, n.d.).3.4 Kaizen vs InnovationKaizen is all about making small changes that can improve workflow or an area ofproduction in order to build towards saving or making a company money. Innovation,on the other hand, is coming up with a solution that would involve a big project. Thisis the difference between Japanese and Western companies, the latter preferring totake massive leaps of faith with new technologies or the latest ‘big’ idea (Imai, 1986).Kaizen requires commitment from individuals to make improvements with small stepsover a long period whereas Innovation is more broken, with the implementation ofsignificant changes made at various points of time. This is seen as more of arebuilding process rather than improvements to a current way of working (Sutevski,2019).However, there comes a time when Innovation is the only way forward, as littleimprovements along the way, can only take a process so far before a completerethink is required as no more improvement can be done. Innovation and Kaizen canwork together in a continuous cycle (Arashi, n.d.). Figure 10 below shows thedifferences between Kaizen and Innovation:Figure 10: The Differences between Kaizen and Innovation (Arashi, n.d.)3.5 TQC (Total Quality Control)Quality control is perceived as being about ensuring the that product being producedis of top quality. Imai (1986) argues that it is people that should be infused with theelements of quality. Get this right and the company will be halfway to producingquality products. He also believes that business is made up of three building blocks:hardware, software, and ‘humanware’ and it is the latter that is required to obtainTQC. Put this in place before even considering the business aspects of hardwareand software.TQC is different from TQM (Total Quality Management) in various ways. TQC:(2010) places importance on the actual process and improving that processcontinuously requires all employees to take part and come up with new ideas and see themthrough a realisation is flexible in that any methods and processes that have been implemented canbe amended easily there is no set target to assist in working with a continually evolving marketTQM: sets targets and focusses on hitting that target as quickly as possible systems are simple the delivery of information is preciseWith TQC there is a tendency to have too much focus on the specific process andlose sight of the overall goal, sometimes ending up with a different result to the oneenvisaged. With TQM, employees are entirely focussed on the target because theydon’t want to miss any deadlines and as such, attempting to find improvements alongthe way is deemed unimportant. There needs to be a combination of both, forcompanies to be ultimately successful and to learn from each other.3.5.1 PDCAAs mentioned earlier in this report, W. E. Deming introduced the ‘Deming Wheel’ inorder to assist organisations in creating quality products. As also stated previously,this was the forerunner to the PDCA Cycle. PDCA standing for: Plan (look ahead to identify any possible future improvements, predictingfuture results) Do (do whatever action is appropriate and pertinent) Check (keep an eye on the changes made and the effects they are having (ornot), collecting data along the way) Act (normalise the process if improvements are noticeable for future work)PDCA is a continuous cycle of improvement that each team in an organisation shouldbe looking to implement (Barnes, 1996). It is not a process that has an ending andwill benefit companies in their daily routines (for both individuals and teams), canhelp with problem-solving, and development in several areas including projectmanagement and new product development (Deming Cycle iSixSigma, n.d.).Figure 11: The PDCA Cycle (Citoolkit, n.d.)3.6 The Practice of KaizenIn its basic form, practising Kaizen entails three underlying concepts: gemba,gembutsu, and genjitsu. It involves seeing how products are currently beingmanufactured directly (Kaizen 3G, 2018) rather than relying on reports on how otherpeople interpret the process.3.6.1 GembaGemba roughly translates as the actual place and is an opportunity for managementto see a process being performed in the workplace. It lets them see how somethingis produced in front of them.3.6.2 GembutsuSeeing the process in which a product is made is one thing but looking deeply intothe product itself and how each stage was produced is the real driving force behindgembutsu. It enables management to see where value could be added to theproduct or help erase flaws in the process that are affecting the quality of the product.According to Imai (1997), when used in the perspective of gemba, gembutsu canmean anything from an irate customer to a broken tool. In this way, seeing how thisis dealt with should lead to improvements to make a better-quality product.3.6.3 GenjitsuGenjitsu simply means establishing the facts and not just looking for someone toblame for something going wrong. Once the actual ‘facts’ of a situation aredetermined, it is then that full picture emerges and improvements can be put in placeto eradicate errors and poor quality in the future (Ferraro, 2016).3.7 Kaizen ActivityThe overall aim of Kaizen is to eradicate waste from the organisation’s processesand make better quality products. According to Choudhury (n.d.), there are 7 phasesof Kaizen activity that can help achieve this:1. Recognise where there may be an opportunity to change and improve aprocess2. Once an area has been identified, analyse it3. Design the best solution to the area of improvement identified4. Apply the solution defined in the previous phase5. Analyse the results achieved through the implemented solution6. If phase 5 above delivers a satisfactory outcome, standardise it7. Make plans for further improvements, identify areas that may require newsolutions in the futureOpportunities can be recognised at the simplest level. For example, an employeecould be following a process every day in their day-today work and suddenly comeup with an idea that may make their job simpler or save the company money. Orbest of all, both. Discussing the idea with their supervisor/manager would get the ballrolling to go through the phases listed above.3.7.1 Kaizen EventsA way of looking for improvements would be to have Kaizen events. The CorporateFinance Institute (CFI, n.d.) describes an event as following the pattern of PDCA bygetting all employees together, either a few employees or a whole department, todiscuss a set of rules and values for the way forward for the section, in line with whatthe company stands for. This will identify the parts of the business or departmentthat require change and to what level. Once plans are established, act upon them,ensuring that employees are following new guidelines and practices. After it hasbeen in action for a while, check how it’s going with reports, employee surveys, andtargets met. Upon these results, it can then be decided whether or not to standardisethe process and document accordingly.The website leanmanufacturingtools.org (LMT, 2012) describes Kaizen events asroughly week-long improvement projects that although, are considered one-timeprograms, should be regular ways to improve processes within an organisationcontinuously. It also states the importance of picking the right people to be part of anevent team as opposed to just getting all the staff from a department together. Justchoosing the right team leader is crucial as someone who has a positive attitudetowards the process will enable creativity and be open to exploring different ways ofimprovement.Ken C. E. Lewis (1995) in establishing Kaizen at his small manufacturing company,Dutton Engineering, saw noticeable differences upon implementation. He suggestsgetting someone at a senior level to appoint a ‘Kaizen champion’. Someone that willhead any initiatives for their department and discuss ideas generated with otherchampions to see if any benefits can be recognised across the different areas of thebusiness. He recommends that a Kaizen champion should look at the area inquestion and do the first Kaizen by themselves. In this way, it will allow them to seethe small improvements that are needed and ensures a personal interest that will bemaintained throughout the Kaizen with the whole team. What they mustn’t do isfocus their attention on saving money, throw away any ideas by deeming themirrelevant, or set deadlines and targets. This will allow changes to happen naturallywithout any time constraints and pressures.Although there are subtle differences between the way that different companies useKaizen, the criteria are very much the same throughout. Especially for a Kaizenevent. Below shows how Joel Bradbury of Graphic Products views it:Figure 12: Kaizen Events Rundown (Bradbury, n.d.)Bradbury (n.d.) agrees with Lewis that Kaizen events need to include people from alldepartments of the organisation as, even if some employees don’t think theirdepartment affects any of the others, it is wrong to assume this as doing so couldcreate a small problem that could escalate into something significant.3.8 Documenting KaizenThere are varying degrees as to how much paperwork can be involved with Kaizen.It can depend on what has changed but also on how much detail managementdesire. There is an argument to say that the more detail documented, the better it isfor future Kaizens. The Continuous Improvement Toolkit website (Saadeddin, n.d.)offers a single page document that can be modified to the user’s specific needs (seeAppendix 1). However, Anand Subramaniam, a Lean Consultant with Consult 101Pty Ltd in Sydney, Australia (Subramanium, 2010) believes there should bepaperwork for each stage of the Kaizen process to fully document every componentof the Kaizen (see Appendix 2). Considering that continuous improvement issomething that should be contemplated every day, documentation is a vital part ofthe process and as such, the more detail there is to look back on, the better scopethere is for positive change.4 Conclusion and RecommendationsLean and Agile engineering is something that all manufacturing companies shouldembrace. Some of the methods described in this report would be useful to anycompany that is looking to improve its current or new processes through continuousimprovement.Japanese businesses, especially Toyota, helped bring Lean engineering, with theideas of wanting to improve continuously, to the forefront of Western attitudes when itcomes to transforming the processes and fortunes of a business. Before this,innovation was king.The main component of any successful attempt at implementing Lean is ensuringthat all employees of a business are on board with the philosophies and attitudesassociated with it, from CEO down. Without this, and the communication that ensuesfrom all departments, attempting any of these Lean methodologies may result infrustrated failure and a demoralised workforce.5 ReferencesAgadoni, L. What Is the Kaizen Concept? [Internet]. Available from: [Accessed 13 March 2019].Anderson, S. (2009) Root Cause Analysis: Addressing Some Limitations of the 5 Whys |Quality Digest [Internet]. Available from: [Accessed19 March 2019].Arashi Innovation vs. Kaizen [Internet]. Available from: [Accessed 20 March 2019].ASQ VSM Value Stream Mapping Tutorial – What is VSM? | ASQ [Internet]. Availablefrom: [Accessed 6 April2019].ASQ Deming’s 14 Points: Total Quality Management Principles | ASQ [Internet]. Availablefrom: [Accessed20 March 2019].Barnes, T. (1996) Kaizen strategies for successful leadership. 1st ed. London, Pitman Pub.Bradbury, J. (2018) Muda, Mura, Muri. Kaizen Institute Blog. Available from: [Accessed 4 April2019].Bradbury, J. Using Lean Kaizen Theory in Manufacturing [Internet]. Available from:[Accessed 25 March 2019].British Library W Edwards Deming: Total Quality Management thinker [Internet]. Availablefrom: [Accessed 20 March 2019].CFI Kaizen – Definition, Components and Business Examples [Internet]. Available from: [Accessed 25March 2019].Choudhury, A. Kaizen with Six Sigma Ensures Continuous Improvement | iSixSigma[Internet]. Available from: [Accessed 24 March 2019].Citoolkit PDCA Cycle | Continuous Improvement Toolkit [Internet]. Available from: [Accessed 23 March 2019].Creative Safety Supply 5S Training | Learn About Lean Manufacturing [Internet]. Availablefrom: [Accessed 3 April 2019].Deming Cycle iSixSigma Deming Cycle, PDCA – iSixSigma [Internet]. Available from: [Accessed 23 March 2019].Do, D. (2017) What is Muda, Mura, and Muri?. The Lean Way. Available from: [Accessed 4 April 2019].Ferraro, T. (2016) Kaizen – 3 ‘G’ Principles. Creative Safety Supply. Available from: [Accessed 27 March 2019].Friddle, J. Heijunka: The Art of Leveling Production | iSixSigma [Internet]. Available from: [Accessed 19 March 2019].Graphic Products Kaizen: A Lean Manufacturing Tool. Available from: [Accessed 27 March 2019].Imai, M. (1997) Gemba kaizen. 1st ed. New York, N.Y., McGraw-Hill.Imai, M. (1986) Kaizen. 1st ed. New York, McGraw-Hill Publishing Company.Japan Products (2017) How Premier Fixtures uses Japanese kaizen to improve efficiency andincrease capacity [Internet]. Available from: [Accessed15 February 2019].Kaizen 3G (2018) Gemba, Gembutsu, Genjitsu – The 3 G Of Kaizen. Six Sigma Free TrainingSite. Available from: [Accessed 27 March 2019].Kaizenworld (2016) Muda. Kaizenworld. Available from: [Accessed 4 April 2019].Kanbanchi What is Kaizen? [Internet]. Available from: [Accessed 19 February 2019].Kanbanize (2019) 5 whys: The Ultimate Root Cause Analysis Tool [Internet]. Available from: [Accessed 19March 2019].Lean Enterprise Academy (2013) Back to Basics: Problem Solving at Toyota. The LeanEnterprise Academy. Available from: [Accessed 4 April 2019].Lean Manufacturing Tools (2012) Jidoka [Internet]. Available from: [Accessed 6 March 2019].Lean Masters Root Cause Problem Solving | Lean Masters [Internet]. Available from: [Accessed 4 April2019].LeanProduction SMED SMED Dramatically Reduces Setup (Changeover) Time | LeanProduction [Internet]. Available from: [Accessed 6 April 2019].LeanProduction Hoshin Kanri Aligns Strategy to Manager and Operator Actions | LeanProduction [Internet]. Available from: [Accessed 3 April 2019].LeanSixSigma What is SMED? [Internet]. Available from: [Accessed 7 April 2019].Lewis, K. (1995) Kaizen. Kempston, Bedford, IFS International.Lian, Y. & Van Landeghem, H. (2007) Analysing the effects of Lean manufacturing using avalue stream mapping-based simulation generator. International Journal of ProductionResearch, 45 (13), pp.3037-3058.LMT (2012) Planning and running Kaizen Events [Internet]. Available from: [Accessed 25March 2019].Marshall, J. (2016) what is 5S-sort, set in order, standardise, sustain| kaizenworld.com[Internet]. Available from: [Accessed 3April 2019].Millard, M. (2015) The History and Evolution of the PDSA Cycle. KaiNexus Blog. Availablefrom: [Accessed 20 March 2019].Moaveni, S. & Chou, K. (2016) Using the Five Whys Method in the Classroom: How to TurnStudents into Problem Solvers. Journal of STEM Education: Innovations & Research, 17 (4),pp.35-41.Mulder, P. Poka Yoke: the definition and meaning, steps and an example | ToolsHero[Internet]. Available from: [Accessed 3 April 2019].Nair, R. (2018) Importance Of 5S In Six Sigma. GreyCampus. Available from:[Accessed 3 April 2019].Pandita, R. (2018) The History of How the Kaizen Philosophy Gained Global Popularity[Internet]. Available from: [Accessed 17February 2019].Saadeddin, D. (2019) Kaizen Report Template | Continuous Improvement Toolkit [Internet].Available from: [Accessed 27March 2019].Saadeddin, D. Kaizen Report Template | Continuous Improvement Toolkit [Internet].Available from: [Accessed 27March 2019].Subramaniam, A. (2010) Kaizen – Forms & Checklists.Sutevski, D. (2019) What is the Biggest Difference Between Kaizen and Innovation[Internet]. Available from: [Accessed 13 March 2019].Toyota Blog (2013) Heijunka – Toyota Production System guide. Toyota: The official Blog ofToyota GB. Available from: [Accessed 19 March 2019].Toyota TPS, T. Toyota Global Site | The origin of the Toyota Production System [Internet].Available from:origin_of_the_toyota_production_system.html> [Accessed 15 March 2019].TPS Toyota Production System “House”. Available from: [Accessed 6 March 2019].TQC (2010) Total Quality Control – a thought revolution in management [Internet]. Availablefrom: [Accessed 24March 2019].Waldo, W. Use Value Stream Mapping to Create Flow, Not PowerPoints! – Lean MethodsGroup [Internet]. Available from: [Accessed 6 April 2019].Walthert, M. (2014) The Evolution of Formula 1 Pit Stops: Speed and Consistency [Internet].Available from: [Accessed 7 April 2019].What Is VSM What is Value Stream Mapping? Definition and Details [Internet]. Availablefrom: [Accessed 6 April 2019].World War 2 The Devastation of Europe and Japan [Internet]. Available from: [Accessed 19 February2019].6 BibliographyAnon Aims and Objectives [Internet]. Available from: [Accessed 4 February2019].BizEd (2017) Lean Manufacturing Promotes Ethical Business Practices | BizEd Magazine[Internet]. Available from: [Accessed 3 April 2019].Carver, M. Lean Manufacturing is a Form of Ethics. iSixSigma. Available from:[Accessed 3 April 2019].CHG Lean Team (2016) Kaizen office example Pursuit of happiness. Available from: [Accessed 29 March 2019].Lean Lab (2018) What is Kaizen – The Lean Experts’ Answer. Available from: [Accessed 29 March 2019].Martin, J. What is The Toyota Production System? [Internet]. Available from: [Accessed 28March 2019].Xpertivity Limited (2016) Toyota Kaizen Clip. Available from: [Accessed 29 March 2019].7 Appendices7.1 Appendix 1 – CIT Kaizen Report Form7.2 Appendix 2 – Consult 101 Kaizen Forms Grading Criteria: To be completed by module leader Excellent 70%+Very Good 60%+GoodSatisfactory 40%+Unsatisfactory less than40%Grade 40% – ReportBackground literature review(Harvard referenced).Excellent backgroundliterature review with allsources fully cited and acomprehensive list ofappropriate referencesusing Harvard styleA very good backgroundliterature review with agood number of sourcescited. Good use ofHarvard referencing.A good number ofsources cited and goodused of Harvardreferencing.Some backgroundliterature reviewpossible limited in typei.e. should have used,journals, books, websites. Some evidence ofHarvard referencing.Limited or nobackground literaturecited with poor or noattempt to use Harvardreferencing.Grade 30% – ReportImplementation, examples,test scenarios.An excellent and fullydocumented possiblebenefits / prototypes /methods for a companyto implement such astrategy, with clear andinsightful evaluationstating the potential andlimitations of the subjectarea.A very good and welldocumented possiblebenefits / prototypes /methods for a companyto implement such astrategy, with clear andinsightful evaluationstating the potential andlimitations of the subjectarea.Some documentation ofpossible benefits/prototypes /methods fora company toimplement such astrategy, with someevaluation stating thepotential and limitationsof the subject area.The documentationshows some benefitsprototypes/ methods fora company toimplement such astrategy, with littleevaluation and limitedin-depth research.Little or no researchshown. Poor overallstructure and lacks anyevaluation of possiblemethods/strategies orsubject areas.Grade 10% – ReportConclusion/discussionAn excellent conclusion,which is both wellpresented, and therecommendations arerealistic based on theend results of theresearch.A very good conclusion,which draws upon theresearch carried out andis presented in a logicalformat.A good conclusion withsome key issues drawnfrom the main projectresearch. Wellpresented.A satisfactoryconclusion, which drawson some of the keyissues discussed withinthe research report.Presented well.Limited conclusion,which does not link tothe actual researchcarried out. Poorlypresented. Turnitin Report –Comments