A Case Study Of Kaizen Implementation In SMI

A.P. Puvanasvaran1, Robert S.T. Kerk1and A.R. Ismail2

1Faculty of Manufacturing Engineering

Universiti Teknikal Malaysia Melaka (UTeM)

Ayer Keroh, 75450 Melaka, Malaysia

E-mail:  Địa chỉ email này đã được bảo vệ từ spam bots, bạn cần kích hoạt Javascript để xem nó.

2Faculty of Mechanical Engineering, Universiti Malaysia Pahang

26600 Pekan, Pahang, Malaysia

Phone: +609-4242268, Fax: +609-4242202

Email:  Địa chỉ email này đã được bảo vệ từ spam bots, bạn cần kích hoạt Javascript để xem nó. ,  Địa chỉ email này đã được bảo vệ từ spam bots, bạn cần kích hoạt Javascript để xem nó.

(Kaizen 03)

ABSTRACT

Kaizen is a concept that focuses on improving a work area or an organization in incremental steps. Many organizations have begun to incorporate the philosophy of kaizen through the use of kaizen methodology.

The first well-known and most frequently cited proponent of kaizen was Imai, who wrote KAIZEN – The Key to Japan’s Competitive Success (1986). He outlined the concept, its core values and principles, its relation to other concepts and the practices used in the improvement process.

This paper illustrates about kaizen case study in Small Medium Industries (SMI) Company that is ABC Company, which produce machines spare part and food processing machines.

This case study is focused on reducing lead time of sales order processing. Kaizen steps are used as guidelines and PDCA Cycle is choosing as problem solving approach to conduct the case study.

The properly tools and techniques such as 5why, Work Instruction Sheet, Pareto diagram, Process Mapping, PDCA Cycle and brainstorming were used.

The kaizen implementation has reduced the percentage of time losses which is 48.44%. More than that, sales order processing lead time was reduced about 6.98% and production lead time reduced about 14.93%. These results have proved the effectiveness of kaizen methodology.

Keywords: Kaizen, Continuous Improvement, PDCA Cycle, SMI.