appendices - jicaopen_jicareport.jica.go.jp/pdf/12037966_02.pdf · appendix 23: signed m/m on...

APPENDICES

LIST OF APPENDICES Appendix 1: Table of JICA Study Team Members Appendix 2: Table of KAIZEN Unit Members Appendix 3: Complementarity of KAIZEN with Benchmarking and Business Process

Reengineering Appendix 4: Preliminary survey with 60 Candidate Companies and Characteristics by Sector Appendix 5: Change in KAZEN Guidance Programme Appendix 6: Photo Reports First Group Appendix 7: Photo Reports Second Group Appendix 8: Supplementary KAIZEN Guidance programme Appendix 9: KAIZEN Guidance Qualitative Performance Monitoring Report (QPM) Appendix 10: KAIZEN Guidance Participant Questionnaire for understanding KAIZEN Appendix 11: Early Wins Report Pilot Project First Group Appendix 12: Early Wins Report Pilot Project Second Group Appendix 13: KAIZEN Guidance Company Assessment Report Appendix 14: Basic Indicators for Management of Production Appendix 15: Morale Survey with Pilot Company Appendix 16: List of TVET Appendix 17: Newsletters Appendix 18: Signed M/M on Inception Report Appendix 19: Signed M/M on Selection of Companies for Pilot Project Appendix 20: Signed M/M on the Changes in the Selected Companies for the Pilot Project Appendix 21: The Scope of Work Appendix 22: Signed M/M on An Expert for Assistance of Formulation of National Plan of

KAIZEN Appendix 23: Signed M/M on Review of Draft Final Report of The Study on Quality and

Productivity Improvement (KAIZEN) in the Federal Democratic Republic of Ethiopia between KAIZEN Unit of Ministry of Industry and JICA Study Team

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Appendix 1

Table of JICA study team members

Name (Period) Title Job description Motokazu Kanokogi (October 2009 – March 2010)

Team leader

Manage the project overall / coordinate with counterpart, local stake folders and other donors. Plan and coordinate seminars / act as a speaker at the seminars. Support execution of study trips to Japan and the third countries. Prepare study reports and manage thereof Assist to prepare the quality and productivity improvement plan (National Plan) Overall management of the Pilot Project. Establish the criteria for selecting the targeted pilot project companies followed by participation of the selection meeting.

Jun Takeyama (July 2010 –) (October 2009-)

Team leader/ Quality and Productivity Improvement No.1

Manage the project overall / coordinate with counterpart, local stake folders and other donors. Plan and coordinate seminars / act as a speaker at the seminars. Support execution of study trips to Japan and the third countries. Prepare study reports and manage thereof Assist to prepare the quality and productivity improvement plan (National Plan) Overall management of the Pilot Project. Establish the criteria for selecting the targeted pilot project companies followed by participation of the selection meeting. Coordinate PP (diagnosis of pilot companies / technology transfer to C/P) implementation. Prepare PP implementing schedule, implement and coordination. Manage technical transfer to KU members Coordinate for the preparation of the quality and productivity improvement manual draft. Prepare the quality and productivity improvement manual draft. Study on specific management skills (such as diagnosis or development of local consultants) Coordinate the KAIZEN technical seminar as a trainer. Support creation of audio visual material scenario.

Katsuyoshi Hamahashi

(July 2010 – )

Sub leader (dissemination and acting for team leader)

Coordination of project planning and implementation Promotion of coordination and cooperation with counterpart Relation management of relation with local stake holders. Relation management of other donors. Support execution of study trips to Japan and the third countries. Prepare and edit of IC／R, PR／R, IT／R and F／R. Coordination and management of counterpart and other stakeholders on construction of dissemination. Support preparation of the national plan system and coordination thereof.

Masanobu Ninomiya

Planning and construction of

Support preparation of the quality and productivity improvement plan (national plan).

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Appendix 1

(October 2009 - ) dissemination (dissemination strategy)

Preparation of the national plan system (study on what to include) Study on a suitable system to promote KAIZEN activity and effective organization. Relation coordination of local stake holders. Relation coordination of other donors. Support to analyze various issues in industries of Ethiopia Problem analysis of legal system in terms of the quality and productivity improvements. Based on the cross-cultural point of view, coordination or support of PP (overall/individuals) as well as participation of seminars (as a trainer).

Akinobu Mizuno (July 2010 - )

Planning and construction of dissemination (audio visual material)

Coordinate preparation of the audio visual material (sub-contract to local consultants ) Survey existing audio visual materials in other countries to advise Ethiopia. Define KAIZEN activities to coordinate related parties. Clarify difference between KAIZEN and BPR/Benchmarking. Prepare KAIZEN stories to coordinate with PP team. Inspect the audio visual material once completed and propose revised plan if necessary. Prepare and manage the audio visual materials.

Yasuhira Takeshi (October 2009 ~ March 2010)

Quality and Productivity Improvement No.2

Prepare implementation plan of PP / implement PP ( advices, monitoring, evaluating, and record PDM recording) Technical transfer to KU members Participate to the preparation of the audio visual material scenario. Participate the company visit / seminar (as a trainer) Support to establish the quality and productivity improvement plan (the national plan)

Takeshi Adachi (July 2010 -)


Prepare draft of the quality and productivity improvement manual. Prepare implementation plan of PP / implement PP ( advices, monitoring, evaluating, and record PDM recording) Technical transfer to KU members Participate to the preparation of the audio visual material scenario. Participate the company visit / seminar (as a trainer) Support to establish the quality and productivity improvement plan (the national plan).

Toru Tomoshige (October 2009 ~

Sep.2010 )


Prepare draft of the quality and productivity improvement manual. Prepare implementation plan of PP / implement PP ( advices, monitoring, evaluating, and record PDM recording) Technical transfer to KU members Participate to the preparation of the audio visual material scenario. Participate the company visit / seminar (as a trainer) Support to establish the quality and productivity improvement plan (the national plan).

Hiroshi Ezawa (Oct. 2010 ~ Dec.

2010)

Hiroshi Ezawa (July 2010 ~

Quality and Productivity

Prepare draft of the quality and productivity improvement manual.

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Appendix 1

Sep. 2010) Improvement No.4

Prepare implementation plan of PP / implement PP ( advices, monitoring, evaluating, and record PDM recording) Technical transfer to KU members Participate to the preparation of the audio visual material scenario. Participate the company visit / seminar (as a trainer) Support to establish the quality and productivity improvement plan (the national plan).

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KAIZEN Unit of Ministry of Industry (MOI), Ethiopia

No Name Transferred from Effective from Description

1 Getahun TadesseMetal Industry DevelopmentInstitute

October, 2009 Manager

2 Assefa YimerPrivatization & publicenterprises Supervising Agency

October, 2009 Team leader

3 Sientayehu GashawMetal Industry DevelopmentInstitute

October, 2009Absent from April toJune 2010 due tobusiness trip.

4 Yigedeb AbayMetal Industry DevelopmentInstitute

October, 2009Absent from April toJune 2010 due tobusiness trip.

5 Delo BenkaTextile Industry DevelopmentInstitute

October, 2009

6 Selamawit KirosAgro-processing Department,MOI

October, 2009

7 Zemedkun AklewegChemical Industry DevelopmentDirectorate, MOI

October, 2009Absent from July toSep 2010 due tobusiness trip.

8 Kemila Abdela Privatization & public enterprisesOctober, 2009

9 Samson KebedeLeather Industry DevelopmentInstitute

December,2009

10 Fetene Getachew Leather Industry Development InsFebruary, 2010

* Effective Oct. 2010, Ministry of Trade and Industry is changed its nam

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Appendix 3

Complementarity of KAIZEN relative to Business Process Reengineering (BPR) and

Benchmarking

A study was done in the course of the Study to review differences and complementarity between

KAIZEN versus Business Process Reengineering (BPR) and Benchmarking. BPR and

Benchmarking are the management improvement methods that have been employed in the government

and other sectors in Ethiopia. There were a number of questions asked in the early stage of the

KAIZEN Study regarding how different KAIZEN is relative to BPR or Benchmarking. This material

is an essential summary of the comparative review done in the Study.

1. Differences between KAIZEN relative to BPR and Benchmarking

KAIZEN’s guiding principles BPR / Benchmarking relative to KAIZEN

Integrated and

Cooperative Undertaking:

KAIZEN is an integrated system of cooperative

work among the top, middle managers and

front-line employees.

BPR and Benchmarking are driven by top

management and executed by manager level

personnel.

Genuine Participatory Undertaking:

KAIZEN is based on genuine participation of

frontline workers who play critical roles in

planning, executing, evaluating and standardizing

throughout the improvement efforts.

BPR and Benchmarking are respectively an

intensive top-down effort with senior

management taking the leading role

throughout the process.

Workplace-focused Undertaking:

KAIZEN focuses on the workplace and

encourages improvements of efficiency in existing

resources allowing low cost improvements to

accumulate for significant contribution to the

company goals.

BPR and Benchmarking focus on project

team-based intensive study or best practice

study, and do not focus on

workplace-originated ideas that are normally

piecemeal.

Endless Undertaking:

KAIZEN is an endless undertaking. KAIZEN is

continuous and never-ending activities in

revolving cycles of the PDCA discipline. This is

made possible through the wide employee

participation that promotes self-motivated

initiatives in the entire company. Once put in

place and activated, KAIZEN’s impact is

extremely significant.

BPR and Benchmarking can be a one-time

improvement undertaking. Continuous

undertaking of BPR and Benchmarking is

sometimes recommended, but doing so relies

each time on the top management’s decision

for a new project.

Endogenous Undertaking (towards a new

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Appendix 3

corporate culture):

Practicing KAIZEN in itself naturally leads to a

corporate culture of continually self-innovative

organization and self-motivated workforce.

In BPR and Benchmarking, although creating

a corporate culture of challenge for innovation

is strongly advocated, doing so would mean an

additional management undertaking.

(Source: JICA KAIZEN Study Team)

2. Complementary Aspects of BPR, Benchmarking and KAIZEN

Despite the differences between KAIZEN versus BPR and Benchmarking, they are not incompatible,

but rather they are supplementary to each other.

Having recognised the differences, the discussion below confirms the complementary aspects in

terms of KAIZEN relative to BPR and Benchmarking.

Both BPR and Benchmarking are designed to deal with a situation where a company faces a need for a large-scale change which should be realised in a short period of time. This type of situation may be infrequent, but companies do come across such a situation. KAIZEN does not deal with this type of large-scale, one-off change. Companies should employ an intensive project type method such as BPR or Benchmarking.

KAIZEN may play a role in a large-scale innovation where, for instance, a QC Circle identifies a need for such a change that exceeds the capacity of the QCC and makes a suggestion to the management, which may trigger a management decision to initiate a management-led project using such methods as BPR or Benchmarking.

Benchmarking’s essential concept of learning from advanced practice of other companies may at times be applied in a KAIZEN context such as in QCC activities when developing improvement measures, albeit in a much smaller scale than a typical Benchmarking project.

KAIZEN’s basic methods, such as standardisation for work environment (5S), standardisation of operation and ‘7 Muda’ for elimination of waste, are also effective and useful in BPR and Benchmarking. It can be interpreted that KAIZEN activity may lay a foundation or preparatory stage for effective implementation of BPR and Benchmarking. For instance, accustomed use of QC seven tools will lead the company to enhance data management capability which further contributes towards BPR and Benchmarking.

KAIZEN can be applied on the results of BPR and Benchmarking to make them improve. A Benchmarking method in the form of Collaborative Benchmarking may have many

application possibilities in the dissemination of KAIZEN. Companies interested in learning more KAIZEN application knowledge and techniques can work together to do mutual benchmarking or mutual learning based on experience sharing, similar to Japan’s QC Conference and various study groups organized by trade associations, chambers of commerce & industry and others.

KAIZEN, with its guiding principles of participation and collaboration of all accompanied with

enhanced motivation, can reach to all sectors of industries where diffusion of other management

improvement methods remained limited. KAIZEN has the potential to fill this gap with its call to

movement for quality culture and for industrial development in Ethiopia towards growth and

transformation.

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Appendix 4

Preliminary Survey with 60 Candidate Companies and Characteristics by Sector

1. Preliminary survey with 60 candidate companies

From the initial ‘long list’ consisting of 479 companies prepared by KU, companies which participated the First National KAIZEN seminar and expressed their intention to be a part of the pilot project were filtered as the initial candidates. Then, final confirmation by KU via telephone conversation determined the final candidates of the pilot project companies. The following table shows the list of candidate companies made up of 61 companies in total. Preliminary survey was conducted by means of visiting all the companies with the objective of collecting basic information through questionnaires.

Table-1: 60 Candidate Companies

No Name of Company (alphabetical order) Sub-Sector Sector Total

1 Abyssinia Steel Metal

18

2 Akaki Spare Part and Hand Tools Share Company Metal 3 Alem Steel Pvt. Ltd. Co. Metal 4 Gatepro P.L.C Metal 5 Gelan Metal Industry P.L.C Metal 6 GNM Industry P.L.C Metal 7 Holland Cars P.L.C Metal 8 K.G Engineering P.L.C Metal 9 Kasma Engineering P.L.C Metal 10 Koteba Metal Tools P.L.C Metal 11 Maru Metal Industry P.L.C Metal 12 Mesfin Industrial Engineering P.L.C Metal 13 Nehemia Engineering Metal 14 Ocfa Metal Manufacturing Metal 15 Syntec Ethiopia P.L.C Metal 16 Techtera Engineering P.L.C Metal 17 Walia Steel Industry P.L.C Metal 18 Yesu PLC Metal 19 Ada Flour & Pasta Agro

14

20 Addis mojo edible oil Agro 21 Awash Winery Agro 22 Hilina Enriched Food Agro 23 Kality Food Agro 24 Luna Export Slauter Agro 25 Meta Abo Brewery Agro 26 Misrak flour & Bread Factory Agro 27 Nas Foods Agro 28 Royal Candy Agro 29 Sarem Food Agro 30 Seka business group Agro 31 Sebeta Agro-industry Agro 32 Universal food Agro 33 Adama Spinning Textile

10 34 Akaki garment Textile 35 Ambassador garment Textile 36 Concept international Textile 37 Crown Textile Textile

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Appendix 4

38 Ediget Yam & Sewing Thread Textile 39 Ethio-Japan Textile Textile 40 G seven Trading & Industry Textile 41 Knit to Finish Textile 42 Nazareth Garment Textile 43 Awash Melkassa Aluminium Sulphate and Sulphuric Acid S.C Chemical

12

44 Bekas chemicals Chemical 45 Bekrobe Business Group PLC Chemical 46 East Africa group plc Chemical 47 East African pharmaceutal Chemical 48 Ethio pulp and paper S.C Chemical 49 Kadisco Chemical industries P.L.C Chemical 50 Matador Addis tyre factory Chemical 51 National veternary Institute Chemical 52 Oromia pipe factory plc Chemical 53 OXFORD AMALGATED PLC Chemical 54 Zenit Gebs Eshet Chemical 55 Dire Industries PLC Leather

7

56 ELICO(Ethio Leather Industries PLC) Leather 57 Ethiopia Tannery Leather 58 Mesaco Global Tannery Leather 59 Ramsay Shoes Leather 60 Walia Tannery Leather 61 Wallia Shoes Leather

Total Number of Candidate Companies and Enterprises 61

2. Results of questionnaire from the 60 candidate companies

The general management indicators by sector were summarised from the results of questionnaire as shown below. Capital per head was used here as a replacement of labor equipment ratio (capital expenditure / number of employees). In case some companies did not disclose their indicator such as gross profit per sales, these companies are excluded from the denominator. The average value is calculated by the simple average method.

Table-2 General management indicators of 60 companies by sector

Sector Sub Sector

gross profit

per sales

Sales amount per head

gross profit

per head

capital turnover

ratio

capital per head

unit %Thousand

BirrThousand

BirrTurnover

Thousand Birr

1 Metal Metal 16.9 413 29.7 1.7 3322 Engineering 39.1 379 73.1 2.8 5423 Average 20.2 346 48.2 2.1 4134 Agro Flour Product 10.2 152 26.4 1.5 1315 Others 15.7 268 82.0 4.1 2056 Average 12.1 204 27.8 2.6 1447 Textile Textile 17.5 76.8 15.3 0.7 2538 Garment 27.7 64.7 21.2 0.15 2769 Average 21.6 73.8 17.6 0.6 26010 Chemical Consumer 18.7 263 54.7 2.9 143

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Appendix 4

3. Characteristics by sector

From the general management indicators, characteristics by sector are analysed as follows.

1) Metal sector

“Gross profit per sales” of metal sector is higher than the average of all sectors. Especially for engineering sub sector, the “gross profit per sales” marks the highest among all sectors. The background is strong demand for building materials boosted this sector, especially the engineering sub sector. Metal sector occupies the top position in the “sales amount per head” among all sectors, and ranked number two in the “gross profit per head” following to Chemical sector. Engineering sub sector is also ranked as the highest in this indicator.

“Capital turnover ratio” in this sector shows lower than the average of all sectors, but it is not negative sign. This is because, the average of all sector in capital turnover ratio is boosted by the remarkably higher value of the leather sector. However, capital per head shows approximately twice higher than the average. This is because that companies in this sector require heavy equipments so that the capital turnover ratio of this sector is depressed.

2) Agro-Processing sector

Gross profit per sales of Agro-Processing sector is lower than the average of all sectors, suggesting severe competition among this sector. Both sales amount per head and gross profit per head are significantly below the average of all sectors, suggesting the tough management situation in this sector. Further, while capital per head is remarkably lower than the average of all sectors, capital turnover ratios is still lower than the average. It concluded that the capacity utilisation in this sector can be remarkably low. The reasons of this conclusion may include the difficulty in appropriate procurement of raw material. Another factor may be due to the simple sales channel, capacity utilisation is directly affected by orders from customers. Therefore, companies in this sector need products development to exploit multiple sales channels. Further, streamlining of procurement is required.

3) Textile sector

In this sector, gross profit per sales is higher than the average of all sectors. However, although capital per head is greatly higher than the average of all sectors, both sales amount per head and gross profit per head is significantly lower than the average. Further, capital turnover ratio is the lowest across all the sectors. In summary, as the nature of this sector is labor-intensive, the capacity utilisation is very poor. As the feature of this sector, the upstream industries such as spinning, weaving and garment, is more likely to be capital –intensive, while downstream is more labor-intensive. Therefore, the overview across the sector shows simultaneously one aspect of labor-intensive and another aspect where the capacity utilisation is low. In summary, businesses in this sector have difficulty in

11 Pharmaceutical 8.75 196 14.3 1.3 17812 Others 32.3 360 87.5 3.8 20913 Average 22.2 288 55.3 2.5 17314 Leather Tannery 11.2 379 30.4 10.9 45.615 Shoe 15.0 117 17.5 2.2 53.416 Average 11.8 244 28.2 9.2 47.117 Average of all sectors 17.6 231 35.4 3.4 207

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Appendix 4

management. In order to overcome the situation, the improvement of the capacity utilisation is urgently required.

4) Chemical sector

Chemical sector shows higher than the average of gross profit per sales. On the other hand, the capital per head is lower than the average of all sectors. Further, several indicators including sales amount per head、gross profit per head、capital turnover ratio are higher than the average of all sectors. From the above, this sector is now in booming economy. Specifically, companies like Matador-Addis Tyre, Oromia Pipe Factory that are categorised in ”others” can be considered as in good financial health.

5) Leather sector

Leather sector is the typical labor-intensive industry that shows the lowest capital per head but the highest capital turnover ratio. Another point is poor gross profit per sales and gross profit per head. Specifically, shoe subsector shows remarkably low capital per head compare to the Textile/Garment subsector that is typical labor-intensive industry, indicating disadvantage of their technology.

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ledg

e if

nec

essa

ry, e

tc.

Rev

iew

K.

acti

viti

es&

com

plem

ent

defi

cien

cy k

now

ledg

e if

nec

essa

ry, e

tc.

Not

e: S

: Sem

inar

= g

rou

p tr

ain

ing

(gu

idan

ce);

VV: V

isit

to

indi

vidu

al c

ompa

ny,

i.e.

, on

-sit

e tr

ain

ing

(dia

gnos

is &

gu

idan

ce)

V

(3)

Sec

ond

Gro

up

Pla

n (

Oct

ober

– D

ecem

ber)

II. U

nde

rsta

ndi

ng

Sta

nda

rdis

atio

n o

fW

orkp

lace

& O

pera

tion

III.

Im

plem

enti

ng

KA

IZE

NA

ctiv

itie

s at

th

e co

mpa

ny

IV. U

nde

rsta

ndi

ng

Ove

rvie

w o

f Q

CC

12V

. Pre

para

tory

wor

k fo

rC

ompa

ny-

wid

e K

AIZ

EN

acti

viti

esV

V. O

rgan

isin

g Q

CC

Act

ivit

ies

at t

he

Com

pan

y

11V

. Pre

para

tory

wor

k fo

rC

ompa

ny-

wid

e K

AIZ

EN

acti

viti

esV

(2)

Fir

st G

rou

p (J

uly

– S

epte

mbe

r)

II. U

nde

rsta

ndi

ng

Sta

nda

rdis

atio

n o

fW

orkp

lace

& O

pera

tion

III.

Im

plem

enti

ng

KA

IZE

NA

ctiv

itie

s at

th

e co

mpa

ny

IV. O

rgan

isin

g K

AIZ

EN

Act

ivit

ies

at t

he

com

pan

y9

Car

ryin

g ou

t Q

CC

act

ivit

ies

for

con

stru

ctin

g Q

C S

tory

13/141

Reporton

KAIZENProgress

inPilotProjectCom

panies

Agro-ProcessingSector

Sep

9,2010

The

DevelopmentStudy

onQuality/ProductivityImprovem

ent

(KAIZEN)intheFederalDem

ocraticRepublic

ofEthiopia

-2-

MainContentsofKAIZENGuidance

JIC

ASt

udy

Team

inco

llabo

ratio

nw

ithK

Uof

MO

TIim

plem

ents

Pilo

tPro

ject

with

the

sele

cted

30co

mpa

nies

fort

hepu

rpos

eof

crea

ting

am

anua

land

draf

ting

apl

anto

diss

emin

ate

KAI

ZEN

inth

em

anuf

actu

ring

indu

stry

inEt

hiop

iaan

dco

nduc

ting

rele

vant

tech

nolo

gytr

ansf

erto

KU

mem

bers

.

Purpose

ofPilotProject

Basicpolicy

Methodofguidance

The

KAI

ZEN

guid

ance

was

desi

gned

with

apa

rtic

ular

focu

son

the

area

sof

:St

anda

rdis

atio

nof

wor

kpla

ceen

viro

nmen

t;an

dSt

anda

rdis

atio

nof

oper

atio

n.Fr

omth

epe

rspe

ctiv

eof

Ethi

opia

nK

AIZE

Nad

apta

tion,

itw

asre

cogn

ised

that

thes

ear

eth

em

ostc

ritic

alel

emen

tsth

atne

edto

beun

ders

tood

and

assi

mila

ted

byth

eco

mpa

nies

’key

pers

onne

l.

1.G

roup

trai

ning

cour

se(4

-day

sem

inar

)pro

vide

str

aini

ngon

the

foun

datio

nof

KAI

ZEN

incl

udin

gth

eab

ove

area

s.2.

Com

pany

visi

tspr

ovid

eon

-site

guid

ance

inco

njun

ctio

nw

ithm

odel

wor

kpla

cepr

actic

eof

stan

dard

isat

ion

ofbo

thw

orkp

lace

envi

ronm

enta

ndop

erat

ion.

3.C

ompa

nyvi

sits

inco

njun

ctio

nw

ithm

odel

wor

kpla

ceQ

CC

activ

ities

assi

stth

eco

mpa

nyin

orga

nisi

nga

syst

emof

impl

emen

ting

KAI

ZEN

byth

emse

lves

.Te

chnn

ical

Not

e:Th

etr

ansi

tion

from

stan

dard

isat

ion

activ

ities

toQ

CC

activ

ities

isde

term

ined

inte

rms

ofth

eco

mpa

ny’s

achi

evem

entl

evel

ofst

anda

rdis

atio

nof

wor

kpla

ceen

viro

nmen

tand

oper

atio

n.If

nots

uffic

ient

,the

com

pany

isto

revi

sitt

hest

anda

rdis

atio

nac

tiviti

es.

Implem

entation

andoutcom

e0810110001414

Implem

entation

andoutcom

e

14/141

Implem

entation

andoutcom

eImplem

entation

andoutcom

e

Implem

entation

andoutcom

eof0810110001614

Implem

entation

andoutcom

e

15/141

Implem

entation

andoutcom

eImplem

entation

andoutcom

e

Implem

entation

andoutcom

eImplem

entation

andoutcom

e

16/141

Implem

entation

andoutcom

eof0810110001414

Implem

entation

andoutcom

e

Implem

entation

andoutcom

eImplem

entation

andoutcom

e

17/141

Implem

entation

andoutcom

eImplem

entation

andoutcom

e

18/141

Reporton

KAIZENProgress

inPilotProjectCom

panies

MetalSector

Sep

9,2010

The

DevelopmentStudy


ent


ocraticRepublic

ofEthiopia

-2-


JIC

ASt

udy

Team

inco

llabo

ratio

nw

ithK

Uof

MoT

Iim

plem

ents

Pilo

tPro

ject

with

the

sele

cted

30co

mpa

nies

fort

hepu

rpos

eof

crea

ting

am

anua

land

draf

ting

apl

anto

diss

emin

ate

KAI

ZEN

inth

em

anuf

actu

ring

indu

stry

inEt

hiop

iaan

dco

nduc

ting

rele

vant

tech

nolo

gytr

ansf

erto

KU

mem

bers

.

Purpose

ofPilotProject

Basicpolicy

Methodofguidance

The

KAI

ZEN

guid

ance

was

desi

gned

with

apa

rtic

ular

focu

son

the

area

sof

:St

anda

rdis

atio

nof

wor

kpla

ceen

viro

nmen

t;an

dSt

anda

rdis

atio

nof

oper

atio

n.Fr

omth

epe

rspe

ctiv

eof

Ethi

opia

nK

AIZE

Nad

apta

tion,

itw

asre

cogn

ised

that

thes

ear

eth

em

ostc

ritic

alel

emen

tsth

atne

edto

beun

ders

tood

and

assi

mila

ted

byth

eco

mpa

nies

’key

pers

onne

l.

1.G

roup

trai

ning

cour

se(4

-day

sem

inar

)pro

vide

sth

etr

aini

ngon

the

foun

datio

nof

KAI

ZEN

incl

udin

gth

eab

ove

area

s.2.

Com

pany

visi

tspr

ovid

eon

-site

guid

ance

inco

njun

ctio

nw

ithm

odel

wor

kpla

cepr

actic

eof

stan

dard

isat

ion

ofbo

thw

orkp

lace

envi

ronm

enta

ndop

erat

ion.

3.C

ompa

nyvi

sits

inco

njun

ctio

nw

ithm

odel

wor

kpla

ceQ

CC

activ

ities

assi

stth

eco

mpa

nyin

orga

nisi

nga

syst

emof

impl

emen

ting

KAI

ZEN

byth

emse

lves

.Te

chni

calN

ote:

The

tran

sitio

nfr

omst

anda

rdis

atio

nac

tiviti

esto

QC

Cac

tiviti

esis

dete

rmin

edin

term

sof

the

com

pany

’sac

hiev

emen

tlev

elof

stan

dard

isat

ion

ofw

orkp

lace

envi

ronm

enta

ndop

erat

ion.

Ifno

tsuf

ficie

nt,t

heco

mpa

nyis

tore

visi

tth

est

anda

rdis

atio

nac

tiviti

es.

Implem

entation

andoutcom

eof0810125000914

Implem

entation

andoutcom

e

Resultof

factorydiagno

sis

1.M

UD

Aof

ove

rpro

du

ctio

n

2.M

UD

Ao

finv

en

tory

3.M

UD

Ain

tra

nspo

rtat

ion

4.M

UD

Aof

defe

ct-

ma

king

5.M

UD

Ain

pro

cess

ing

6.M

UD

Ao

fmo

tion

7.M

UD

Ao

fwa

iting

8.3

S

Process

Assessm

ent

Aft

er(

Tec

htr

a)

Te

chtr

aE

ng

ine

erin

g

19/141

Implem

entation

andoutcom

eImplem

entation

andoutcom

e

KA

IZEN

’spr

ogre

ssan

dim

prov

emen

tK

AIZ

EN’s

prog

ress

and

impr

ovem

ent

20/141

KA

IZEN

’spr

ogre

ssan

dim

prov

emen

tIm

plem

enta

tion

and

outc

ome

of08

1012

4000

414

Impl

emen

tatio

nan

dou

tcom

eRe

sultof

factorydiagno

sis

1.M

UD

Aof

ove

rpro

duct

ion

2.M

UD

Aof

inve

nto

ry

3.M

UD

Ain

tran

spo

rtat

ion

4.M

UD

Aof

defe

ct-

mak

ing

5.M

UD

Ain

pro

cess

ing

6.M

UD

Aof

mot

ion

7.M

UD

Aof

wai

ting

8.3

S

Process

Assessm

ent

Aft

er

Gel

an

Me

tal

Indu

stry

Second

First

Impl

emen

tatio

nan

dou

tcom

e

21/141

Impl

emen

tatio

nan

dou

tcom

eK

AIZ

EN’s

prog

ress

and

impr

ovem

ent

KA

IZEN

’spr

ogre

ssan

dim

prov

emen

tIm

plem

entatio

nan

dou

tcom

eof

0810

143000

814

Resultof

factorydiagno

sis

1.M

UD

Ao

fo

verp

rodu

ctio

n

2.M

UD

Aof

inve

nto

ry

3.M

UD

Ain

tra

nsp

ort

atio

n

4.M

UD

Aof

defe

ct-

ma

king

5.M

UD

Ain

pro

cess

ing

6.M

UD

Aof

mo

tion

7.M

UD

Aof

wa

itin

g

8.3

S

Process

Assessm

ent

Aft

er

Sin

tecc

Eth

iopi

a

22/141

Implem

entatio

nan

dou

tcom

eIm

plem

entatio

nan

dou

tcom

eof

081012

4001

004

Resultof

factorydiagno

sis

1.M

UD

Ao

fo

verp

rod

uct

ion

2.M

UD

Ao

fin

vent

ory

3.M

UD

Ain

tra

nsp

orta

tion

4.M

UD

Ao

fdef

ect-

ma

kin

g

5.M

UD

Ain

pro

cess

ing

6.M

UD

Ao

fmot

ion

7.M

UD

Aof

wa

itin

g

8.3

S

Process

Assessm

ent

Aft

er

Wa

liaS

tee

lIn

dust

ry

KA

IZEN

’spr

ogre

ssan

dim

prov

emen

tIm

plem

entatio

nan

dou

tcom

eof

081012

4000

214

Resultof

factorydiagno

sis

1.M

UD

Ao

fo

verp

rod

uct

ion

2.M

UD

Ao

fin

ven

tory

3.M

UD

Ain

tra

nsp

ort

atio

n

4.M

UD

Aof

de

fect

-m

aki

ng

5.M

UD

Ain

pro

cess

ing

6.M

UD

Ao

fm

otio

n

7.M

UD

Ao

fwa

itin

g

8.3

S

Process

Assessm

ent

Tar

get

Ale

mIn

trtn

atio

nal

Ste

els

23/141

KA

IZEN

’spr

ogre

ssan

dim

prov

emen

t

24/141

Reporton

KAIZENProgress

inPilotProjectCom

panies

TextileSector

Sep

9,2010

The

DevelopmentStudy


ent


ocraticRepublic

ofEthiopia

-


JIC

ASt

udy

Team

inco

llabo

ratio

nw

ithK

Uof

MoT

Iim

plem

ents

Pilo

tPro

ject

with

sele

cted

30co

mpa

nies

fort

hepu

rpos

eof

crea

ting

am

anua

land

draf

ting

apl

anto

diss

emin

ate

KAI

ZEN

inth

em

anuf

actu

ring

indu

stry

inEt

hiop

iaan

dco

nduc

ting

rele

vant

tech

nolo

gytr

ansf

erto

KU

mem

bers

.

Purpose

ofPilotProject

Basicpolicy

Methodofguidance

The

KAI

ZEN

guid

ance

was

desi

gned

with

apa

rtic

ular

focu

son

the

area

sof

:St

anda

rdis

atio

nof

wor

kpla

ceen

viro

nmen

t;an

dSt

anda

rdis

atio

nof

oper

atio

n.Fr

omth

epe

rspe

ctiv

eof

Ethi

opia

nK

AIZ

ENad

apta

tion,

itw

asre

cogn

ised

that

thes

ear

eth

em

ostc

ritic

alel

emen

tsth

atne

edto

beun

ders

tood

and

assi

mila

ted

byth

eco

mpa

nies

’key

pers

onne

l.

1.G

roup

trai

ning

cour

se(4

-day

sem

inar

)pro

vide

str

aini

ngon

the

foun

datio

nof

KAI

ZEN

incl

udin

gth

eab

ove

area

s.2.

Com

pany

visi

tspr

ovid

eon

-site

guid

ance

inco

njun

ctio

nw

ithm

odel

wor

kpla

cepr

actic

eof

stan

dard

isat

ion

ofbo

thw

orkp

lace

envi

ronm

enta

ndop

erat

ion.

3.C

ompa

nyvi

sits

inco

njun

ctio

nw

ithm

odel

wor

kpla

ceQ

CC

activ

ities

assi

stth

eco

mpa

nyin

orga

nisi

nga

syst

emof

impl

emen

ting

KAI

ZEN

byth

emse

lves

.Te

chni

calN

ote:

The

tran

sitio

nfr

omst

anda

rdis

atio

nac

tiviti

esto

QC

Cac

tiviti

esis

dete

rmin

edin

term

sof

the

com

pany

’sac

hiev

emen

tlev

elof

stan

dard

isat

ion

ofw

orkp

lace

envi

ronm

enta

ndop

erat

ion.

Ifno

tsuf

ficie

nt,t

heco

mpa

nyis

tore

visi

tth

est

anda

rdis

atio

nac

tiviti

es.

3

Implem

entatio

nan

dou

tcom

eof

081011

3002

904

Thiscompany

was

sche

duledforthe

second

grou

p,bu

titw

asde

cide

dto

moveup

forthe

firstgrou

p.GM

iseagertow

ards

KAIZEN

ashe

attend

edtheKA

IZEN

training

inJapan.Thus,

GM

isenthusiasticinincreasin

gtheem

ployee’smotivationandprom

otes

kaize

nactivities

byem

phasising

employee

participation.

Employees’aw

aren

essislifted

bytheKA

IZEN

tree'sAm

haric

poster

andkaize

nslo

ganthat

wereacqu

ireddu

ringthe4-daybasic

training

course.

4

Implem

entatio

nan

dou

tcom

eRe

sultof

factorydiagno

sis

1.M

UD

Ao

fove

rpro

du

ctio

n

2.M

UD

Ao

fin

ven

tory

3.M

UD

Ain

tran

spor

tatio

n

4.M

UD

Aof

def

ect

-mak

ing

5.M

UD

Ain

pro

cess

ing

6.M

UD

Ao

fmo

tion

7.M

UD

Ao

fwa

itin

g

8.3

S

ProcessAssessm

ent

Aft

er

Eth

io-J

apan

(bef

ore)

Second

First

25/141

5

Implem

entatio

nan

dou

tcom

e

Intheon

cedisorderlymod

elworkplace

(mainten

ance

section),theywereableto

secure

anadditio

nalspace

afterthe

prop

erSortactiv

ity.Afterimplem

entin

gtheSet-in-order

activ

ityinthisadditio

nalspace,the

walland

ceiling

werepainted,

paintedshelvesw

ereplaced

,in

which

they

storethevario

uspartssortedinterm

softype.

Theph

otoshow

sthe

satisfactionon

theface

oftheQCC

leader.

6

QCC

leader

explaining

thestateof

5Sactivity

toGM

andothe

rmanagem

ent

staff.

Implem

entatio

nan

dou

tcom

e

GM

andKA

IZEN

core

team

mem

bers

raising

questio

nsat

themeetin

gwith

the

JICAstud

yteam

andKU

.

Collabo

rativeeffortso

fmanagem

ent(GM)a

ndem

ployeesp

rodu

cedgood

results.

7

Implem

entatio

nan

dou

tcom

eof

0810

1130

0270

4

Thiscompany

was

also

sche

duledforthe

second

grou

pbu

tmoved

upto

thefirstgrou

p.Not

onlyGM

iseagertow

ards

KAIZEN

,the

KAIZEN

core

team

leader

hadparticipated

inthe

KAIZEN

training

inJapanthat

prom

oted

KAIZEN

activities

actively.

Thecompany

isintheirthird

year

since

establish

ment.Thefactoryisinorde

rand

mod

ern.

8

Implem

entatio

nan

dou

tcom

eRe

sultof

factorydiagno

sis 1

.MU

DA

ofo

verp

rodu

ctio

n

2.M

UD

Ao

fin

ven

tory

3.M

UD

Ain

tra

nsp

orta

tion

4.M

UD

Ao

fde

fect

-mak

ing

5.M

UD

Ain

pro

cess

ing

6.M

UD

Aof

mot

ion

7.M

UD

Ao

fw

aiti

ng

8.3

S

Process

Assessm

ent

Aft

er

Ada

ma

Spi

nnin

g

Second

First

26/141

9

Implem

entatio

nan

dou

tcom

e

Und

ertheguidance

ofKA

IZEN

core

leader,Sorta

ndSet-in-order

activ

ities

ofmod

elworkplace

have

been

implem

ented.

10

Implem

entatio

nan

dou

tcom

e

AstheKA

IZEN

core

team

unde

rstood

theexecutingmetho

dof

standardising

workenvironm

ent,they

also

startedto

unde

rstand

theim

portance

ofactively

collectideaso

fworkers.Thu

s,weproceede

don

totheguidance

forthe

managem

enta

ndtheem

ployeeso

fthe

team

ontheQCC

activ

ity’sou

tline

and

themetho

dof

itsim

plem

entatio

n.

Und

ertheguidance

ofKA

IZEN

core

team

leader,rules

onlocatio

nof

toolswere

establish

edan

dasuggestio

nsystem

was

introd

uced

.

11

Implem

entatio

nan

dou

tcom

eof

081011

300301

4Exam

pleof

Textile

manufacturin

gcompany

Thiscompany

beingthefirstgrou

pcompany

from

thestart,du

ringtheJanu

ary–June

perio

datotalof8

visitsh

adbe

encond

uctedinclud

ingthosedo

neby

KUwhileJIC

Astud

yteam

was

absent.Ho

wever,the

sevisitsd

idno

tresultinconcrete

KAIZEN

implem

entatio

nto

take

hold.Thecompany’sKA

IZEN

activities

re-activated

afterthe

4-daybasic

training

course

inJulyand,throughthesubseq

uent

5visits,KA

IZEN

results

emerged.

Thecompany’sfactoryisoldandno

tgen

erallyinacleancond

ition

.

12

Implem

entatio

nan

dou

tcom

eRe

sultof

factorydiagno

sis 1.

MU

DA

ofov

erpr

oduc

tion

2.M

UD

Aof

inve

ntor

y

3.M

UD

Ain

trans

porta

tion

4.M

UD

Aof

defe

ct-m

akin

g

5.M

UD

Ain

proc

essi

ng

6.M

UD

Aof

mot

ion

7.M

UD

Aof

wai

ting

8.3S

ProcessAssessm

ent

Afte

r

Gse

ven

Second

First

27/141

13

Asaresultof

theSortactiv

ity,unn

ecessary

itemswereremoved

from

theon

ceun

tidy

mod

elworkplace

(process

ofmanufacturin

gsparepartsfor

repair).New

shelvesfor

finishe

dprod

uctswerealso

placed

.

Implem

entatio

nan

dou

tcom

e

SpecificKA

IZEN

outcom

esstartedto

comeou

tduringthecourse

ofthecurrentv

isits.

14

KA

IZEN

’spr

ogre

ssan

dim

prov

emen

t

Asaresultof

theSet-in-order

activity

,stand

ardisedlocatio

narrangem

entw

asestablish

edforthe

necessaryite

ms.

This

ledto

redu

cedsearchingtim

e.Aw

aren

ess

ofsafety

also

increasedwith

theworkers’w

alkw

aysc

learlysecuredintheworkplace.

KA

IZEN

’spr

ogre

ssan

dim

prov

emen

t

With

theKA

IZEN

core

team

leader’sleadership,the

Shineactiv

ities

areim

plem

ented.

Sche

dulesheetsforthe

Shineactivities

atthemod

elworkplace.

KAIZEN

core

team

leader

settingup

the

KAIZEN

board.

1516

Exam

pleof

Garm

entm

anufacturin

gcompany

Thecompany

was

also

sche

duledforthe

second

grou

p,bu

tmoved

upto

startfrom

July.

Asthegarm

entm

anufacturin

gisalabo

r-intensiveindu

stry,visibleKA

IZEN

improvem

entsare

expe

cted

from

standardisa

tionof

workenvironm

enta

ndop

eration.

Implem

entatio

nan

dou

tcom

eof

081011

3003

114

Cuttingprocess

28/141

17

Implem

entatio

nan

dou

tcom

e

Resultof

factorydiagno

sis 1.

MU

DA

ofov

erpr

odu

ctio

n

2.M

UD

Aof

inve

nto

ry

3.M

UD

Ain

tran

spor

tatio

n

4.M

UD

Aof

defe

ct-m

akin

g

5.M

UD

Ain

proc

essi

ng

6.M

UD

Aof

mot

ion

7.M

UD

Aof

wai

ting

8.3S

ProcessAssessm

ent

Afte

r

Am

bass

ador

Second

First

18

KA

IZEN

’spr

ogre

ssan

dim

prov

emen

tDu

ringtheSortactivity,unn

ecessary

itemsw

erecollected

intheho

ldingarea,

andthen

separatedby

category

anddisposed

ofinaccordance

with

the

pred

etermined

disposalmetho

ds.

19

KA

IZEN

’spr

ogre

ssan

dim

prov

emen

t

With

theSet-in-order

activity,rawmaterialswereplaced

into

theprop

erlocatio

nsby

prod

ucttypeun

dern

ewrules.

Thishasresultedinredu

cedsearchingtim

e.

Asthene

xtstep

,zon

edivide

rliningforthe

storagearea

ofrawmaterialsisplan

ned

usingthetaping

metho

d.Th

etape

shavealreadybe

enorde

red.

29/141

PPhotoReport

PilotProject

KAIZENGuidance

Textile&AgroSector

24,Dec,2010

The

DevelopmentStudy


ent


ocraticRepublic

ofEthiopia

-2-


JIC

ASt

udy

Team

inco

llabo

ratio

nw

ithK

Uof

Min

istr

yof

Indu

stry

impl

emen

tsPi

lotP

roje

ctw

ithth

ese

lect

ed30

com

pani

esfo

rthe

purp

ose

ofes

tabl

ishi

nga

met

hod

ofK

AIZE

Ngu

idan

ce,

crea

ting

am

anua

lfor

such

Gui

danc

e,an

ddr

aftin

ga

plan

todi

ssem

inat

eK

AIZE

Nin

the

man

ufac

turin

gin

dust

ryin

Ethi

opia

,as

wel

las

cond

uctin

gre

leva

ntte

chno

logy

tran

sfer

toK

Um

embe

rs.

Purpose

ofPilotProject

Basicpolicy

Methodofguidance

The

KAI

ZEN

guid

ance

was

desi

gned

with

apa

rtic

ular

focu

son

the

area

sof

:Sta

ndar

disa

tion

ofw

orkp

lace

envi

ronm

ent;

and

Stan

dard

isat

ion

ofop

erat

ion.

From

the

pers

pect

ive

ofEt

hiop

ian

KAI

ZEN

adap

tatio

n,it

was

reco

gnis

edth

atth

ese

are

the

mos

tcrit

ical

elem

ents

that

need

tobe

unde

rsto

odan

das

sim

ilate

dby

the

com

pani

es’k

eype

rson

nel.

1.In

itial

grou

ptr

aini

ngco

urse

(4-d

ayse

min

ar)p

rovi

des

the

trai

ning

onth

efo

unda

tion

ofK

AIZE

Nin

clud

ing

the

abov

ear

eas.

2.C

ompa

nyvi

sits

prov

ide

on-s

itegu

idan

cein

conj

unct

ion

with

mod

elw

orkp

lace

prac

tice

ofst

anda

rdis

atio

nof

both

wor

kpla

ceen

viro

nmen

tand

oper

atio

n.3.

Mid

-term

grou

ptr

aini

ng(2

-day

sem

inar

)pro

vide

sba

sic

know

ledg

eof

QC

Circ

le.

4.C

ompa

nyvi

sits

inco

njun

ctio

nw

ithm

odel

wor

kpla

ceQ

CC

activ

ities

assi

stth

eco

mpa

nyin

orga

nisi

ngth

emse

lves

forp

ract

icin

gK

AIZE

Nby

them

selv

esin

aco

mpa

ny-w

ide

scal

eon

aco

ntin

ualb

asis

.Te

chni

calN

ote:

The

tran

sitio

nfr

omst

anda

rdis

atio

nac

tiviti

esto

QC

Cac

tiviti

esis

dete

rmin

edin

term

sof

the

com

pany

’sac

hiev

emen

tlev

elof

stan

dard

isat

ion

ofw

orkp

lace

envi

ronm

enta

ndop

erat

ion.

Ifno

tsuf

ficie

nt,t

heco

mpa

nyis

tore

visi

tthe

stan

dard

isat

ion

activ

ities

.

First

PlantAssessm

entResults(0810110001304)

<Standardisation

ofWorkplace

EnvironmentandOperation>

Afte

rco

mp

letin

g4

-day

initi

alt

rain

ing

cou

rse,

the

stud

yte

amvi

site

dea

chco

mp

any

togi

vepr

actic

algu

idan

ceon

stan

dard

isat

ion

ofw

orkp

lace

envi

ronm

ent

and

ope

ratio

n.

-3-

Bas

ed

onth

ein

itia

lass

essm

ent

atth

est

art

ofgu

idan

cean

dth

est

atu

sbe

fore

star

ting

QC

Cac

tiviti

es,w

ed

eem

edth

at

the

com

pany

isre

ady

for

QC

Ca

ctiv

itie

s.A

sth

isco

mpa

nya

chie

ved

alm

osta

llta

rge

ts,

we

deci

ded

tost

art

the

QC

Cst

ep.

On-siteGuidanceRecords

<Sta

tus

obse

rved

inth

efir

stvi

sit>

We

sele

cted

the

prep

arat

ion

and

pack

ing

lines

asth

em

odel

wor

kpla

ces.

The

bigg

estp

robl

emth

eco

mpa

nyfa

ces

isth

atno

crite

ria,

stan

dard

sor

rule

sha

vebe

ense

tup.

-4-

30/141


<Afte

rSor

t(se

iri)A

ctiv

ity>

Att

hefir

stvi

sit,

we

expl

aine

dto

KA

IZE

NC

ore

Team

the

proc

edur

eof

Sor

t(se

iri)

activ

ityan

das

kth

emto

clea

rlyse

tthe

crite

riath

roug

hth

eac

tivity

.

We

conf

irmed

that

KA

IZE

NC

ore

Team

carr

ied

outS

ort

(sei

ri)ac

tivity

acco

rdin

gto

our

guid

ance

and

clea

rlyse

tthe

crite

riato

judg

ene

cess

ary

and

unne

cess

ary

thin

gs.

-5-


-6-


<Afte

rSor

t(se

iri)A

ctiv

ity>

We

conf

irmed

that

KA

IZE

NC

ore

Team

mem

bers

unde

rsta

ndth

epr

oced

ures

and

carr

ied

out

Sor

t(s

eiri)

and

Set

-in-O

rder

(sei

ton)

activ

ities

appr

opria

tely

.

Wor

kers

actu

ally

foun

dbe

nefit

sfr

omS

ort(

seiri

)an

dS

et-in

-Ord

er(s

eito

n)ac

tiviti

esth

atm

ade

wor

kpla

ceen

viro

nmen

ttid

yan

dco

mfo

rtab

lew

ithw

ider

wor

king

area

.

-7-

PlantAssessm


<Sta

ndar

disa

tion

ofW

orkp

lace

Envi

ronm

enta

ndO

pera

tion>

Afte

rco

mp

letin

g4-

day

initi

alt

rain

ing

cou

rse

,the

stud

yte

am

visi

ted

each

com

pan

yto

give

prac

tical

guid

anc

eon

stan

dard

isat

ion

ofw

ork

pla

cee

nviro

nmen

tan

do

pera

tion.

Th

eco

mpa

ny

did

nota

chie

ve50

%of

the

targ

etin

som

eev

alu

atio

nite

ms.

Ho

wev

er,

we

deem

edth

atth

eco

mp

any

wa

sfu

llyca

pabl

eof

impl

emen

ting

QC

Ca

ctiv

itie

san

dde

cide

dto

star

tgu

idan

ce.

-8-

First

Second

31/141


<Statusobserved

inthefirstvisit>

Th

isco

mp

any

sele

cte

dth

esp

are

part

sst

ock

roo

man

dpr

oduc

tpr

oces

sing

line

asth

em

ode

lw

ork

plac

es.I

nth

ep

rod

uct

pro

cess

ing

line,

the

pac

kag

ing

line

was

deem

edto

requ

ireim

prov

eme

nts

inp

artic

ular

.Alth

oug

hth

est

ock

room

wa

ste

rrib

lyu

ntid

yb

efor

eK

AIZ

EN

,we

saw

agr

eat

chan

gein

the

follo

win

gvi

sitw

ithS

ort

and

Se

t-in

-ord

erin

plac

e.

-9-


<Afte

rSor

t(se

iri)A

ctiv

ity>

At

the

first

visi

t,w

eex

pla

ined

toK

AIZ

EN

Cor

eTe

amth

ep

roce

dur

eof

Sor

t(s

eiri)

activ

ityan

das

kth

em

tocl

ear

lyse

tth

ecr

iteria

toju

dge

nec

essa

ryan

dun

nece

ssa

ryth

ing

sth

rou

ghth

eac

tivity

soth

atun

nece

ssa

ryth

ings

can

be

prop

erly

disp

osed

.

We

conf

irm

edth

atK

AIZ

EN

Co

reTe

amca

rrie

dou

tS

ort(

seiri

)ac

tivity

acc

ordi

ngto

our

guid

anc

ean

dcl

ear

lyse

tth

ecr

iteria

toju

dge

nec

essa

ryan

dun

nec

essa

ryth

ings

.H

ow

eve

r,w

efo

und

that

the

com

pan

yne

eds

tofu

rthe

rre

visi

tpl

aces

tost

ock

part

san

dto

ols.

-10-


-11-

PlantAssessm


<Sta

ndar

disa

tion

ofW

orkp

lace

Envi

ronm

enta

ndO

pera

tion>

Afte

rco

mpl

etin

g4

-da

yin

itial

trai

ning

cour

se,

the

stud

yte

amvi

site

dea

chco

mp

any

tog

ive

pra

ctic

alg

uida

nce

on

stan

dard

isat

ion

ofw

orkp

lace

envi

ron

men

tan

dop

erat

ion.

We

dete

rmin

edth

atth

isco

mpa

nyis

rea

dyfo

rQ

CC

activ

ities

.W

ede

cid

edto

star

tth

epr

actic

algu

idan

ceon

QC

Cac

tiviti

esin

the

next

visi

t.

-12-

32/141


<AfterSort(seiri)andSet-in-order(seiton)Activities>

The

line

reno

vatio

npr

ojec

tw

asin

itiat

edin

the

bisc

uit

prod

uctio

nlin

eth

atm

ade

itha

rdto

coor

dina

tew

ithK

AIZ

EN

grou

p.A

sth

epr

ojec

tcha

irper

son

was

assi

gned

also

asth

ech

airp

erso

nof

KA

IZE

NC

ore

Team

,tw

oac

tiviti

esar

efin

ally

wel

l-coo

rdin

ated

.

Ful

l-fle

dge

KA

IZE

Nac

tiviti

es

have

noty

etim

plem

ente

dex

cept

deve

lopm

ent

ofth

est

aff

trai

ning

plan

.

-15-


<Sta

tus

obse

rved

inth

efir

stvi

sit>

Thi

sco

mpa

ny

was

priv

atis

ed

onl

y6

-mon

thag

oa

ndst

illin

the

tran

sitio

nalp

roce

ss.T

his

prev

ent

edth

ech

airp

erso

nof

KA

IZE

NC

ore

Tea

mfr

om

atte

ndi

ngth

em

eet

ing

ato

urfir

stvi

sit.

The

cha

irpe

rson

wa

sre

pla

ced

inth

ene

xtvi

sit,

sho

win

gth

at

the

com

pan

yw

asin

the

orga

nis

atio

nalt

urm

oil.

-13-


<QC

CA

ctiv

ities

>T

his

com

pany

sele

cted

the

spar

epa

rts

sto

ckro

oman

dd

own

stre

ambi

scu

itpr

oduc

tion

line

asth

em

ode

lwor

kpla

ces.

How

eve

r,w

efa

ced

org

anis

atio

nal

turm

oili

nclu

din

gre

tirem

ent

ofth

est

ock

room

ma

nag

erim

me

diat

ely

afte

rh

isre

spon

sibl

elin

ew

as

sele

cted

asth

em

ode

lw

orkp

lace

. Sto

ckro

omh

ardl

yim

prov

ed

Sto

ckro

omre

ma

ins

untid

y

We

final

lyde

cide

dto

free

zeK

AIZ

EN

inth

esp

are

part

sst

ock

room

tent

ativ

ely

and

tofo

cus

onM

aint

ena

nce

and

Tool

Ro

om.H

owev

er,

full-

fledg

edK

AIZ

EN

activ

ities

hav

en

otye

tst

arte

d.

-14-

33/141

PPhotoReport

PilotProject

KAIZENGuidance

ChemicalSector

24,Dec,2010

The

DevelopmentStudy


ent


ocraticRepublic

ofEthiopia

-2-


JIC

ASt

udy

Team

inco

llabo

ratio

nw

ithK

Uof

Min

istr

yof

Indu

stry

impl

emen

tsPi

lotP

roje

ctw

ithth

ese

lect

ed30

com

pani

esfo

rthe

purp

ose

ofes

tabl

ishi

nga

met

hod

ofK

AIZE

Ngu

idan

ce,

crea

ting

am

anua

lfor

such

Gui

danc

e,an

ddr

aftin

ga

plan

todi

ssem

inat

eK

AIZE

Nin

the

man

ufac

turin

gin

dust

ryin

Ethi

opia

,as

wel

las

cond

uctin

gre

leva

ntte

chno

logy

tran

sfer

toK

Um

embe

rs.

Purpose

ofPilotProject

Basicpolicy

Methodofguidance

The

KA

IZEN

guid

ance

was

desi

gned

with

apa

rtic

ular

focu

son

the

area

sof

:Sta

ndar

disa

tion

ofw

orkp

lace

envi

ronm

ent;

and

Stan

dard

isat

ion

ofop

erat

ion.

From

the

pers

pect

ive

ofEt

hiop

ian

KAI

ZEN

adap

tatio

n,it

was

reco

gnis

edth

atth

ese

are

the

mos

tcrit

ical

elem

ents

that

need

tobe

unde

rsto

odan

das

sim

ilate

dby

the

com

pani

es’k

eype

rson

nel.

1.In

itial

grou

ptr

aini

ngco

urse

(4-d

ayse

min

ar)p

rovi

des

the

trai

ning

onth

efo

unda

tion

ofK

AIZE

Nin

clud

ing

the

abov

ear

eas.

2.C

ompa

nyvi

sits

prov

ide

on-s

itegu

idan

cein

conj

unct

ion

with

mod

elw

orkp

lace

prac

tice

ofst

anda

rdis

atio

nof

both

wor

kpla

ceen

viro

nmen

tand

oper

atio

n.3.

Mid

-term

grou

ptr

aini

ng(2

-day

sem

inar

)pro

vide

sba

sic

know

ledg

eof

QC

Circ

le.

4.C

ompa

nyvi

sits

inco

njun

ctio

nw

ithm

odel

wor

kpla

ceQ

CC

activ

ities

assi

stth

eco

mpa

nyin

orga

nisi

ngth

emse

lves

forp

ract

icin

gK

AIZE

Nby

them

selv

esin

aco

mpa

ny-w

ide

scal

eon

aco

ntin

ualb

asis

.Te

chni

calN

ote:

The

tran

sitio

nfr

omst

anda

rdis

atio

nac

tiviti

esto

QC

Cac

tiviti

esis

dete

rmin

edin

term

sof

the

com

pany

’sac

hiev

emen

tlev

elof

stan

dard

isat

ion

ofw

orkp

lace

envi

ronm

enta

ndop

erat

ion.

Ifno

tsuf

ficie

nt,t

heco

mpa

nyis

tore

visi

tthe

stan

dard

isat

ion

activ

ities

.

PlantAssessm

entResults

（0810120001914）

<Sta

ndar

disa

tion

ofW

orkp

lace

Envi

ronm

enta

ndO

pera

tion>

Afte

rco

mpl

etin

g4

-day

initi

altr

ain

ing

cou

rse,

the

stud

yte

am

visi

ted

each

com

pany

tog

ive

pra

ctic

alg

uid

ance

onst

and

ard

isa

tion

of

wo

rkpl

ace

envi

ronm

ent

and

oper

atio

n.

Sin

ceth

isco

mpany

ach

ieve

d50%

ofth

eta

rgetin

all

eva

luatio

nite

ms,

we

deci

ded

tost

art

guid

ance

on

QC

Cact

iviti

es.

-3-

1.M

UD

Aof

Ove

rpro

duct

ion

2.M

UD

Aof

Inve

nto

ry

3.M

UD

Ain

Tran

spor

ting

4.M

UD

Aof

Def

ect-

Mak

ing

5.M

UD

Ain

Pro

cess

ing

6.M

UD

Aof

Mot

ion

7.M

UD

Aof

Wai

ting

8.

PlantAssessm

ent

(Kadisco)

Th

isco

mpa

nyas

sig

ned

the

own

er’s

son

asK

AIZ

EN

Cor

eT

eam

Lea

der.

He

stu

die

din

the

UK

and

isw

ellm

otiv

ate

dto

pro

mot

eK

AIZ

EN

activ

ities

.H

ese

tup

KA

IZE

Nm

eetin

gro

omin

the

mo

del

wor

kpla

cea

ndp

rep

are

d5S

Act

ion

Pla

nbe

fore

our

visi

t.


<Sta

tus

obse

rved

inth

efir

stvi

sit>

KA

IZE

NC

ore

Team

mem

ber

lista

nd5S

Act

ion

Pla

nd

ispl

ayed

inK

AIZ

EN

mee

ting

room

34/141


<Sta

tus

obse

rved

inth

efir

stvi

sit>

Thr

ough

our

obse

rvat

ion

ofth

em

odel

wor

kpla

ces,

we

deem

edth

atth

epr

oble

mlie

sw

ithno

stan

dard

sor

rule

sse

tup

inth

isco

mpa

ny.

-5-


<Afte

rKA

IZEN

Act

iviti

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Mod

elW

orkp

lace

1>

Thr

ough

3Sac

tiviti

esim

plem

ent

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QC

Cm

embe

rs,M

ixin

gM

achi

ne

sect

ion

isfu

llytid

ied

up.


<Afte

rKA

IZEN

Act

iviti

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Mod

elW

orkp

lace

2>T

hrou

gh

3Sa

ctiv

ities

impl

emen

ted

byQ

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,Adh

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soco

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dto

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Tim

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).

<Cha

nge

inW

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Layo

utus

ing

Stan

dard

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ratio

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eet>

KA

IZE

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ore

Team

prep

ared

the

stan

dar

dop

erat

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shee

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sed

onth

ecu

rren

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orkf

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achi

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sect

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whi

chhe

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them

find

Mud

a(w

aste

)in

tran

spor

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Toch

ang

eth

ew

orkp

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layo

ut,

the

core

team

mem

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requ

este

dth

ere

nova

tion

sect

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tom

ake

nece

ssar

yeq

uipm

ent.

Sta

ndar

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pera

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Sh

eet

befo

rech

ang

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-8-KA

IZE

NC

ore

Tea

mm

emb

ers

exp

lain

ing

deta

ilsan

de

ffect

so

fw

ork

pla

cela

you

tch

ang

e


35/141

•KA

IZE

NC

ore

Tea

mto

okin

itiat

ive

toho

ldin

-hou

seK

AIZ

EN

sem

inar

sin

Am

hari

cfo

rst

aff.

•The

core

team

mem

bers

also

pre

par

ed

KA

IZE

NH

and

book

inco

oper

atio

nw

ithQ

CC

lead

ers.


<All-

com

pany

KA

IZEN

Prom

otio

nalA

ctiv

ity>

KA

IZE

NC

ore

Team

Lead

erpr

esen

ting

KA

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Nac

tiviti

esw

ithP

PT

mat

eria

lfor

in-h

ouse

sem

inar

s

<QC

CA

ctiv

ities

inth

eco

urse

ofA

ll-co

mpa

nyK

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omot

iona

lA

ctiv

ities

>In

the

cour

seof

QC

Cac

tiviti

es,Q

CC

mem

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draf

ted

coun

term

easu

res

toad

dres

sw

orkp

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prob

lem

sid

entif

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inea

chw

orkp

lace

.

QC

Cm

eetin

gin

Mod

elW

orkp

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1

Th

roug

hQ

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grou

pdi

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n,Q

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me

mbe

rsdr

afte

dth

ea

ctio

np

lan

incl

udi

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wor

kpla

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you

to

fth

epi

gm

ent

stor

ero

om

,w

ork

flow

tota

keou

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me

ntfr

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and

pig

me

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ans

port

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mix

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tan

ka

mo

ngo

ther

s.B

ased

onth

ed

rafte

da

ctio

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an,t

here

nova

tion

sect

ion

isto

ma

kene

cess

ary

equ

ipm

ent.

-10-


KU

givi

nggu

idan

cein

QC

Cm

eetin

g

<Afte

rAll-

com

pany

KA

IZEN

Prom

otio

nalA

ctiv

ities

>1

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AIZ

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Cor

eTe

amm

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floo

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orie

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inris

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orkp

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sus

ing

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oth

at

the

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gui

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ise

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loca

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3)

QC

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embe

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her

than

Mod

elW

orkp

lace

sa

lso

star

ted

3Sa

ctiv

itie

son

avo

lun

tary

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2.S

afet

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ign

-11-


1.A

ll-co

mpa

nyac

tion

for

wor

kpla

ceen

viro

nmen

tal

imp

rove

men

t

3.V

olu

ntar

yK

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EN

Act

iviti

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PlantAssessm


<Sta

ndar

disa

tion

ofW

orkp

lace

Envi

ronm

enta

ndO

pera

tion>

Afte

rco

mpl

etin

g4

-day

initi

altr

aini

ng

cour

se,t

he

stu

dyte

amvi

site

de

ach

com

pany

togi

vep

ract

ica

lgui

dan

ceon

stan

dard

isat

ion

ofw

orkp

lace

env

iron

men

tand

ope

ratio

n.

Att

hest

art

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uida

nce,

3Sac

hie

vem

entl

evel

oft

his

com

pan

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asa

sses

sed

aro

und

10%

orle

ss.T

hrou

gh

ent

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effo

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KA

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Nac

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heac

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entl

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rea

ched

ove

r75

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the

end

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-day

visi

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ithth

isco

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deci

ded

tost

art

QC

Cst

age.

-12-

1.M

UD

Aof

Ove

rpro

duc

tion

2.M

UD

Aof

Inve

ntor

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3.M

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Ain

Tra

nspo

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4.M

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Def

ect

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akin

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6.M

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ion

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ting

8.3

S

36/141


<Sta

tus

obse

rved

inth

efir

stvi

sit>

Th

isco

mpa

nya

ssig

ned

the

own

er’s

son

as

KA

IZE

NC

ore

Team

Lea

der

.He

onc

ep

artic

ipat

edin

the

trai

nin

gco

urs

eh

eld

inJa

pan

and

isw

ellm

otiv

ate

dto

pro

mo

teK

AIZ

EN

activ

ities

with

enth

usi

asm

.

Th

isco

mpa

nym

anuf

actu

res

tan

ned

leat

her,

wh

ich

ison

eo

fmaj

or

indu

stri

esin

Eth

iopi

a.

90%

oft

he

pro

duc

tsfr

om

this

com

pan

ya

refo

rex

port

.To

mee

tcus

tom

ers

’d

ema

nds

,qu

ality

con

trol

dat

aar

ew

ellm

ain

tain

ed

and

trac

eab

ility

ise

nsu

red.

3S

ofw

ork

pla

cee

nviro

nmen

tha

sno

tbe

enin

pla

cein

the

raw

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ore

sect

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i-m

anu

fact

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dpr

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tsto

rese

ctio

na

ndpr

odu

ctio

nlin

esa

ndop

erat

ion

has

notb

een

sta

ndar

dis

ed

.

-13-


<Sta

tus

obse

rved

inth

efir

stvi

sit>

Thr

oug

hou

ro

bse

rva

tion

inm

ode

lwo

rkp

lace

s,w

ed

eter

min

ed

tha

tth

epr

oble

mlie

sw

ithn

ost

and

ardi

satio

nim

ple

men

ted

inw

orkp

lace

env

iron

me

nt.

-14-


<Afte

rKA

IZEN

Act

iviti

esin

Mod

elW

orkp

lace

1>

Thr

ough

3Sac

tiviti

esim

plem

ente

dby

QC

Cm

embe

rs,

the

raw

mat

eria

lsto

rese

ctio

nh

asbe

enco

mpa

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alis

edso

that

each

raw

mat

eria

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sto

red

inth

efix

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catio

nin

apr

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erm

ine

dqu

antit

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his

allo

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eth

ew

orkf

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with

FIF

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plie

dto

raw

mat

eria

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agem

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<Afte

rKA

IZEN

Act

iviti

esin

Mod

elW

orkp

lace

2>T

hrou

gh3S

activ

ities

impl

emen

ted

byQ

CC

mem

bers

,th

ew

orkp

lace

envi

ronm

ent

was

impr

oved

and

wor

kef

ficie

ncy

was

incr

ease

d.T

heef

fect

sfr

om3S

activ

ities

conv

ince

dQ

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mem

bers

ofth

eef

fect

sof

QC

Cac

tiviti

es,

mak

ing

them

inte

ntly

liste

nto

KU

mem

bers

.

37/141


<Cha

nge

inW

orkp

lace

Layo

utus

ing

Stan

dard

Ope

ratio

nSh

eet>

Sta

nda

rdO

per

atio

nS

hee

tbe

fore

KA

IZE

NS

tand

ard

Op

erat

ion

Sh

eet

afte

rK

AIZ

EN

KA

IZE

NC

ore

Team

prep

are

dth

est

and

ard

oper

atio

nsh

eet

for

Mod

elW

orkp

lace

2.B

ase

don

this

shee

t,th

ey

cha

nged

the

wo

rkpl

ace

layo

uto

fad

diti

vech

emic

alst

ore

sect

ion

tha

tin

crea

sed

wo

rkef

ficie

ncy.

QC

Cm

embe

rsvo

lunt

arily

impl

eme

nted

the

seco

ndK

AIZ

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ste

pto

furt

her

incr

eas

ew

ork

effic

ienc

y.

•Thiscompany

voluntarily

deployed

3Sactivities

in2

workplaces(Chemicalrawmaterialstoresectionand

Tanningprocess)inadditiontomodelworkplaces.

•QCCteam

swereorganisedadditionally

todeploy

QCC

activities

in3otherw

orkplaces(finalproductstoreand

finishing

sections

andleatherthickness

cutting

process).

•On-siteGuidanceRecords

<All-

com

pany

KA

IZEN

Prom

otio

nalA

ctiv

ities

>

Ch

emic

alra

wm

ater

ials

tore

sect

ion

afte

r3

Sac

tiviti

esQ

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lead

era

ndK

AIZ

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Co

reTe

am

mem

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exp

lain

ing

3Sac

tiviti

es


<QC

CA

ctiv

ities

inth

eco

urse

ofA

ll-co

mpa

nyK

AIZ

ENPr

omot

iona

lA

ctiv

ities

>K

Uan

swer

ing

ques

tions

from

QC

Cm

embe

rsin

each

mod

elw

orkp

lace

onho

wto

impl

emen

tQ

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activ

ities

PlantAssessm


<Sta

ndar

disa

tion

ofW

orkp

lace

Envi

ronm

enta

ndO

pera

tion>

Aft

erco

mp

letin

g4-

day

initi

alt

rain

ing

cour

se,

the

stud

yte

amvi

site

de

ach

com

pan

yto

give

pra

ctic

algu

ida

nce

on

sta

nda

rdis

atio

no

fw

orkp

lace

env

iron

me

ntan

dop

era

tion.

Att

hest

art

ofgu

idan

ce,3

Sac

hiev

emen

tlev

elof

this

com

pany

was

asse

ssed

ata

rou

nd25

%.A

fter

enth

usia

stic

effo

rts

inK

AIZ

EN

activ

ities

,the

achi

evem

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leve

lrea

ched

75%

inea

che

valu

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nite

mor

over

50%

inov

eral

leva

lua

tion

atth

ee

ndof

3-d

ayvi

sits

.With

this

con

firm

ed,w

ed

ecid

eto

sta

rtQ

CC

sta

ge.

-20-

1.M

UD

Aof

Ove

rpro

duct

ion

2.M

UD

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Inve

nto

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3.M

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Ain

Tran

spor

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4.M

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Def

ect-

Mak

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5.M

UD

Ain

Pro

cess

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6.M

UD

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Mot

ion

7.M

UD

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Wai

ting

8.

PlantAssessm

ent

(Zenith)

Afte

r

Bef

ore

38/141


<Sta

tus

obse

rved

inth

efir

stvi

sit>

Th

isco

mpa

ny

assi

gne

dth

eo

wn

er’s

son

as

KA

IZE

NC

ore

Tea

mL

eade

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eo

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part

icip

ate

din

the

trai

nin

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ehe

ldin

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an

an

dis

we

llm

otiv

ate

dto

pro

mo

teK

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act

iviti

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ithe

nthu

sia

sm.

Th

isco

mpa

ny

pro

duc

es

cosm

etic

pro

duct

s(h

air

oil,

sha

mp

oo,

etc

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nd

exp

ort

sth

em

too

the

rco

unt

rie

s.

Man

yfe

ma

lew

ork

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ma

nua

llyfil

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con

tain

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whi

chch

ara

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the

lab

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.

Pla

stic

con

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lded

byin

-ho

use

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din

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s.

3S

activ

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sh

ave

notb

ee

nim

ple

men

ted

inth

em

anu

alfil

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sect

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sem

i-m

anu

fact

ure

dpr

odu

ctst

ore

sect

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and

pro

du

ctio

nlin

es

and

ope

ratio

nh

asn

otye

tbee

nst

and

ard

ise

d.

-21-

•Manyprocessesarelabor-intensiveandtheproblemlies

with

nostandardsandrulesinplace.


<Sta

tus

obse

rved

inth

efir

stvi

sit>

Man

yfe

mal

ew

ork

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ma

nua

llyfil

lliq

uid

cosm

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prod

uct

sin

toco

nta

iner

s.M

ale

wor

kers

cru

shra

wm

ater

ials

into

pie

ces

with

axes

.


<Afte

rKA

IZEN

activ

ities

inM

odel

Wor

kpla

ce1

(1)>

KA

IZE

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ore

Tea

mto

okin

itiat

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ple

men

tKA

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Nac

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aph

ased

man

ner

base

don

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pre

pare

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AIZ

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Act

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Pla

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Se

mi-

au

tom

atic

too

lwas

ma

de

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pro

veth

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anu

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pro

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iala

nd

err

or.


<Afte

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IZEN

Act

iviti

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Mod

elW

orkp

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1(2

)>K

AIZ

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Co

reTe

am

too

kin

itia

tive

toim

ple

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KA

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Na

ctiv

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ap

ha

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ma

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39/141


<Afte

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IZEN

Act

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Mod

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Cor

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sin

ap

ha

sed

man

ne

rb

ase

do

nth

ep

rep

are

dK

AIZ

EN

Act

ion

Pla

n.

3Sac

tivity

was

impl

emen

ted

inSp

are

part

sst

ore

sect

ion.


<Afte

rKAI

ZEN

Activ

ities

Impl

emen

ted

inw

orkp

lace

sot

hert

han

Mod

elW

orkp

lace

s>K

AIZ

EN

activ

ities

wer

eal

soim

plem

ente

din

mol

ded

plas

tics

and

tem

pora

rygo

ods

stor

ese

ctio

ns.

The

righ

tpho

tosh

ows

the

fem

ale

wor

ker

impl

emen

ted

this

KA

IZE

Nac

tivity

.

<All-

com

pany

KA

IZEN

Prom

otio

nalA

ctiv

ities

>


KU

mem

ber

lect

urin

gba

sics

ofK

AIZ

EN

activ

ities

inA

mha

ricat

an

in-h

ouse

sem

ina

rhe

ldfo

r40

supe

rvis

ors

KU

mem

ber

answ

erin

gqu

estio

nsfr

omQ

CC

mem

bers

atQ

CC

mee

ting

40/141

PlantAssessm


<Sta

ndar

disa

tion

ofW

orkp

lace

Envi

ronm

enta

ndO

pera

tion>

Aft

erco

mp

letin

g4

-da

yin

itia

ltra

inin

gco

urse

,th

est

udy

team

visi

ted

eac

hco

mp

any

tog

ive

pra

ctic

alg

uid

ance

on

sta

nda

rdis

atio

no

fw

ork

pla

ceen

viro

nm

en

tan

dop

era

tion

.

Att

hest

arto

fgui

danc

e,3S

ach

ieve

men

tlev

elof

this

com

pany

was

asse

ssed

at40

%or

less

.Afte

ren

thus

iast

ice

ffort

sin

KA

IZE

Nac

tiviti

es,t

heac

hiev

emen

tlev

elre

ach

ed

75%

inea

chev

alua

tion

item

or50

%in

the

over

alle

valu

atio

nat

the

end

of3

-day

visi

ts.W

ithth

isco

nfirm

ed,w

ede

cide

dto

star

tQC

Cac

tiviti

es.

-29-

1.M

UD

Aof

Ove

rpro

duct

ion

2.M

UD

Aof

Inve

nto

ry

3.M

UD

Ain

Tran

spor

ting

4.M

UD

Aof

Def

ect-

Mak

ing

5.M

UD

Ain

Pro

cess

ing

6.M

UD

Aof

Mot

ion

7.M

UD

Aof

Wai

ting

8.

PlantAssessm

ent

(EAG)

Aft

er

Bef

ore


<Sta

tus

obse

rved

inth

efir

stvi

sit>

Th

eG

Mo

fth

isco

mp

any

isre

spo

nsib

lefo

rK

AIZ

EN

Cor

eTe

am.H

epa

rtic

ipat

ed

inth

etr

aini

ngco

urs

ehe

ldin

Jap

anan

dis

wel

lmo

tivat

ed

topr

omot

eK

AIZ

EN

act

iviti

esw

ithen

thu

sias

m.

Th

isco

mpa

nypr

odu

ces

laun

dry

soap

asth

ech

em

ical

divi

sion

ofE

ast

Afr

ican

Gro

up,a

cong

lom

era

teho

ldin

gm

any

man

ufa

ctu

ring

div

isio

n.

Th

ech

em

ical

pro

cess

isop

era

ted

with

equ

ipm

ent.

On

the

oth

erh

and

,se

ctio

nsin

clud

ing

palm

oil

fillin

g,w

ork

-in-p

roce

ssgo

ods

tra

nspo

rtb

etw

een

proc

ess

es,

and

fina

lpro

duct

pack

agi

nga

rehi

ghl

yla

bor

inte

nsiv

e.

3Sw

orkp

lace

envi

ronm

enth

asno

tbee

nin

plac

ein

man

ual

fillin

gpr

oce

ssan

dw

ork-

in-p

roce

ssgo

ods

sect

ions

and

prod

uctio

nlin

e.O

pera

tion

has

not

yetb

een

stan

dard

ise

d.

-30-

<Sta

tus

obse

rved

inth

efir

stvi

sit>

Th

rou

gh

ou

ro

bse

rvat

ion

ofth

em

od

elw

orkp

lace

s,w

ed

ee

me

dth

att

he

pro

ble

mlie

sw

ithn

ost

an

da

rds

an

dru

les

seti

nth

isco

mp

any

.

-31-


•T

hefig

ure

belo

wsh

ows

the

actio

npl

ande

velo

ped

byK

AIZ

EN

Cor

eT

eam

.

•T

heow

ner

and

the

due

are

setf

orea

chth

eme.


41/141

<Afte

rKA

IZEN

Act

iviti

esin

Mod

elW

orkp

lace

1>

Mai

nte

nanc

ese

ctio

nha

sbe

en

seti

no

rder

aft

er3S

act

ivity

impl

eme

nted

byQ

CC

me

mbe

rs.



<Afte

rKA

IZEN

Act

iviti

esin

Mod

elW

orkp

lace

2>Q

CC

mem

bers

are

mak

ing

cart

sby

tria

land

erro

rto

redu

cew

orkl

oads

oflo

adin

gpa

lmoi

lbar

rels

(wei

ghin

g18

0kg

per

barr

el).

42/141

PPhotoReport

PilotProject

KAIZENGuidance

MetalSector

24,Dec,2010

The

DevelopmentStudy


ent


ocraticRepublic

ofEthiopia

-2-


JIC

ASt

udy

Team

inco

llabo

ratio

nw

ithK

Uof

Min

istr

yof

Indu

stry

impl

emen

tsPi

lotP

roje

ctw

ithth

ese

lect

ed30

com

pani

esfo

rthe

purp

ose

ofes

tabl

ishi

nga

met

hod

ofK

AIZ

ENgu

idan

ce,

crea

ting

am

anua

lfor

such

Gui

danc

e,an

ddr

aftin

ga

plan

todi

ssem

inat

eK

AIZE

Nin

the

man

ufac

turin

gin

dust

ryin

Ethi

opia

,as

wel

las

cond

uctin

gre

leva

ntte

chno

logy

tran

sfer

toK

Um

embe

rs.

Purpose

ofPilotProject

Basicpolicy

Methodofguidance

The

KAI

ZEN

guid

ance

was

desi

gned

with

apa

rtic

ular

focu

son

the

area

sof

:Sta

ndar

disa

tion

ofw

orkp

lace

envi

ronm

ent;

and

Stan

dard

isat

ion

ofop

erat

ion.

From

the

pers

pect

ive

ofEt

hiop

ian

KA

IZEN

adap

tatio

n,it

was

reco

gnis

edth

atth

ese

are

the

mos

tcrit

ical

elem

ents

that

need

tobe

unde

rsto

odan

das

sim

ilate

dby

the

com

pani

es’k

eype

rson

nel.

1.In

itial

grou

ptr

aini

ngco

urse

(4-d

ayse

min

ar)p

rovi

des

the

trai

ning

onth

efo

unda

tion

ofK

AIZ

ENin

clud

ing

the

abov

ear

eas.

2.C

ompa

nyvi

sits

prov

ide

on-s

itegu

idan

cein

conj

unct

ion

with

mod

elw

orkp

lace

prac

tice

ofst

anda

rdis

atio

nof

both

wor

kpla

ceen

viro

nmen

tand

oper

atio

n.3.

Mid

-term

grou

ptr

aini

ng(2

-day

sem

inar

)pro

vide

sba

sic

know

ledg

eof

QC

Circ

le.

4.C

ompa

nyvi

sits

inco

njun

ctio

nw

ithm

odel

wor

kpla

ceQ

CC

activ

ities

assi

stth

eco

mpa

nyin

orga

nisi

ngth

emse

lves

forp

ract

icin

gK

AIZE

Nby

them

selv

esin

aco

mpa

ny-w

ide

scal

eon

aco

ntin

ualb

asis

.Te

chni

calN

ote:

The

tran

sitio

nfr

omst

anda

rdis

atio

nac

tiviti

esto

QC

Cac

tiviti

esis

dete

rmin

edin

term

sof

the

com

pany

’sac

hiev

emen

tlev

elof

stan

dard

isat

ion

ofw

orkp

lace

envi

ronm

enta

ndop

erat

ion.

Ifno

tsuf

ficie

nt,t

heco

mpa

nyis

tore

visi

tthe

stan

dard

isat

ion

activ

ities

.

-3-

Changes

inPP

<Poi

nts

deem

edas

effe

ctiv

e>B

efo

rest

art

ing

com

pa

ny

visi

ts,

4-d

ay

gro

up

trai

nin

gco

urs

ew

as

he

ldto

incr

ea

sekn

owle

dge

ofK

AIZ

EN

bas

ics.

Sin

ceth

istr

ain

ing

was

pro

ven

effe

ctiv

ein

on-s

iteg

uid

an

ce,2

-da

yg

rou

ptr

ain

ing

cou

rse

wa

sa

dde

dto

tra

nsf

erp

rep

ara

tion

ste

ps

be

fore

sta

rtin

ggu

ida

nce

onQ

CC

activ

ities

.

Fin

din

gsin

com

par

ison

with

the

prev

iou

sP

P

<Ref

lect

ions

>S

ome

KA

IZE

NC

ore

Tea

ms

org

an

ise

din

com

pan

ies

we

resl

ow

tom

ake

resp

ons

es

that

gav

en

ega

tive

impa

cts

inK

AIZ

EN

imp

lem

enta

tion

.A

mon

gva

riou

sca

use

s,th

efo

llow

ing

isre

gard

ed

as

influ

en

tiali

npa

rtic

ula

r.1

)D

eci

sio

n-m

aki

ng

rig

htis

no

tgra

nte

dto

KA

IZE

NC

ore

Tea

m2

)E

mpl

oye

esa

ren

ota

war

eo

fth

en

eed

ofa

ll-co

mpa

ny

supp

ort

sin

KA

IZE

Na

ctiv

itie

s3

)E

mpl

oye

esa

ren

ota

war

eo

fth

eim

port

ance

ofvo

lun

tary

effo

rts

toso

lve

issu

es.

With

the

ab

ove

caus

es

inm

ind,

ab

riefin

gse

ssio

nw

ash

eld

for

GM

sin

vite

dfr

om

sele

cted

com

pa

nie

sp

rior

toP

Pg

uid

ance

;on

this

occ

asi

on,

we

exp

lain

ed

PP

purp

ose

s,th

esu

ppo

rtsy

stem

that

shou

ldb

ep

rep

are

din

com

pan

ies

an

dro

les

ofK

AIZ

EN

Co

reTe

am.

PlantAssessm

entResults

0810125000314

<Sta

ndar

disa

tion

ofW

orkp

lace

Envi

ronm

enta

ndO

pera

tion>

Afte

rco

mpl

etin

g4

-day

initi

altr

aini

ngco

urse

,the

stud

yte

amvi

site

dea

chco

mpa

nyto

give

pra

ctic

algu

idan

ceon

stan

dard

isat

ion

ofw

orkp

lace

envi

ronm

enta

ndop

era

tion.

Thi

sco

mp

any

faile

dto

achi

eve

50%

of

the

targ

eti

nso

me

eva

luat

ion

item

s.H

ow

eve

r,co

nsi

derin

gth

eon

goin

gef

fort

s,w

ede

cide

dto

star

tth

egu

idan

ceo

nQ

CC

activ

ities

.

1.M

UD

Aof

over

pro

duc

tion

2.M

UD

Ao

finv

ento

ry

3.M

UD

Ain

tran

spor

tatio

n

4.M

UD

Aof

defe

ct-

mak

ing

5.M

UD

Ain

6.M

UD

Aof

mot

ion

7.M

UD

Aof

wai

ting

8.3

S

Process

Assessm

ent

Aft

er

Ga

tepr

o

Second

-4-

43/141


Stat

usob

serv

edin

the

first

visi

tT

hrou

ghou

rob

serv

atio

nof

the

mod

elw

orkp

lace

s,w

ede

emed

that

the

prob

lem

lies

with

nocr

iteria

,st

anda

rds

and

rule

sse

tin

this

com

pan

y.

-5-


<Afte

rSor

t(se

iri)a

ctiv

ity>

Att

hefir

stvi

sit,

we

expl

ain

edto

KA

IZE

NC

ore

Team

the

proc

edur

eof

Sor

t(se

iri)

activ

ityan

das

kth

emto

clea

rlyse

tth

ecr

iteria

thro

ugh

the

act

ivity

.

We

conf

irmed

that

KA

IZE

NC

ore

Team

carr

ied

out

Sor

t(se

iri)

activ

ityac

cord

ing

toou

rg

uida

nce

and

clea

rlyse

tth

ecr

iteria

toju

dge

nece

ssar

yan

dun

nece

ssar

yth

ings

-6-


-7-


<Afte

rSor

t(se

iri)a

ctiv

ities

>W

eco

nfirm

ed

tha

tKA

IZE

NC

ore

Team

mem

bers

unde

rsta

nd

the

pro

cedu

res.

We

exp

lain

ed

the

pro

cedu

reof

Se

t-in

-ord

er(s

eito

n)a

ctiv

ityan

da

sked

the

mto

carr

you

tS

et-i

n-or

der

(sei

ton)

act

iviti

esap

prop

riate

ly.

We

conf

irmed

that

the

wor

kpla

ceen

viro

nmen

tha

sbe

enim

prov

edth

roug

hco

ntin

ued

Sor

t(se

iri)

activ

ityle

dby

KA

IZE

NC

ore

Team

alon

gw

ithS

et-in

-ord

er(s

eito

n)ac

tivity

.

-8-

44/141


-9-


<Afte

rcha

nges

inw

orkp

lace

layo

ut>

We

gave

guid

ance

toK

AIZ

EN

Core

Team

on

how

toim

pro

veth

ew

ork

pla

cela

yout

inth

em

odelw

ork

pla

ceas

the

next

step.W

eask

ed

them

toco

mple

teth

eta

sk.

Wo

rkp

lace

La

you

tO

n-si

teG

uid

anc

eW

eco

nfir

med

thatth

eco

rete

amm

em

bers

dra

fted

the

work

pla

cela

yout.

Sin

ceth

ew

ork

pla

cehas

notbeen

com

part

menta

lised

,w

egave

on

-site

guid

ance

on

com

part

menta

lisatio

nby

dra

win

glin

es

on

the

floor

with

chalk

.In

the

guid

ance

,w

eem

pha

sise

dth

eim

port

ance

of

confir

min

gopera

bili

tyand

opera

tors

’opin

ions.

-10-


<Sta

ndar

disa

tion

ofW

orkp

lace

Envi

ronm

enta

ndO

pera

tion>

We

con

firm

ed

tha

tthe

3S

wo

rkpl

ace

env

iron

me

nth

as

been

inp

lace

inm

any

wo

rkpl

ace

s.W

eex

plai

ned

ope

ratio

nals

tan

dard

isat

ion

and

pur

pos

ea

ndp

roce

du

reo

fQ

CC

activ

itie

sto

KA

IZE

NC

ore

Tea

m.

The

core

team

mem

bers

prom

ised

that

they

wou

ldco

ntin

ueK

AIZ

EN

activ

ities

with

thor

ough

sort

(sei

ri)an

dse

t-in

-ord

er(s

eito

n)in

min

d.

-11-


-12-

45/141


<Sta

ndar

dO

pera

tion

Shee

t>B

ase

do

nth

est

and

ard

ope

ratio

nsh

eet

draf

ted

by

KA

IZE

NC

ore

Tea

m,w

ega

veg

uida

nce

onth

ede

tails

inco

mpa

riso

nw

ithac

tual

ope

ratio

n.

We

poin

ted

out

som

edi

scre

pan

cies

betw

een

the

act

ualw

orkp

lace

layo

ut

and

the

wor

kflo

wde

scrib

edin

the

stan

dar

dop

era

tion

shee

t.W

eal

sopo

inte

dou

ttha

tK

AIZ

EN

poin

tsa

reno

tcl

ear

due

toto

ob

roa

ddi

visi

ons

ofo

per

atio

n.T

he

core

team

mem

bers

prom

ised

tore

vie

wth

est

and

ard

ope

ratio

nsh

eet

base

don

our

advi

ces.

-13-


<QC

CA

ctiv

ities

>T

heco

rete

am

me

mb

ers

deve

lope

dth

ea

ctio

npl

an

for

QC

Ca

ctiv

ityba

sed

on

the

sta

ndar

do

pera

tion

shee

twith

the

pur

pos

eo

fel

imin

atin

gM

uda

(was

tes)

and

impr

ovin

gw

ork

effi

cie

ncy.

Wo

rkpl

ace

toim

ple

men

tQC

Cac

tivity

Inre

view

ing

the

act

ion

plan

,w

ega

vesu

ppl

emen

tale

xpla

natio

nto

fillk

now

ledg

eg

aps

foun

din

the

plan

.

-14-

PlantAssessm


<Sta

ndar

disa

tion

ofW

orkp

lace

Envi

ronm

enta

ndO

pera

tion>

Aft

er

com

ple

ting

4-d

ay

initi

alt

rain

ing

cou

rse

,th

est

ud

yte

am

visi

ted

ea

chco

mp

an

yto

giv

epr

actic

alg

uid

an

ceon

stan

da

rdis

atio

no

fw

ork

pla

cee

nvi

ron

me

nt

an

do

pera

tion

.

We

deem

edth

atth

isco

mp

any

isre

ady

for

star

ting

QC

Ca

ctiv

ities

.W

ew

illg

ive

prac

tical

guid

ance

onQ

CC

activ

ities

fro

mth

ene

xtvi

sit.

-15-


<Sta

tus

obse

rved

inth

efir

stvi

sit>

We

con

firm

ed

that

this

com

pan

yca

rrie

so

utva

riou

sac

tiviti

es

volu

nta

rily

;h

owe

ver,

we

deem

edth

atth

epr

oble

mlie

sw

ithno

effe

cts

actu

ally

bor

nin

the

wor

kpla

ce.

We

dec

ided

tog

ive

ab

asic

gu

ida

nce

on

wor

kpla

ceim

pro

vem

entt

oK

AIZ

EN

Cor

eTe

am.

-16-

46/141


<Afte

rSor

t(se

iri)a

ctiv

ities

>A

tth

efir

stvi

sit,

we

exp

lain

ed

toK

AIZ

EN

Cor

eTe

amth

ep

roce

dur

eo

fS

ort

(sei

ri)a

ctiv

ityan

da

skth

em

tocl

ear

lyse

tth

ecr

iteri

ath

rou

ghth

ea

ctiv

ityto

dete

rmin

en

ece

ssar

ya

ndu

nnec

ess

ary

thin

gs

soth

at

unne

cess

ary

thin

gsca

nbe

prop

erly

disp

ose

d.

We

conf

irmed

that

KA

IZE

NC

ore

Team

carr

ied

outS

ort

(sei

ri)ac

tivity

acco

rdin

gto

our

guid

ance

and

clea

rlyse

tthe

crite

riato

judg

ene

cess

ary

and

unne

cess

ary

thin

gs.

How

eve

r,pl

aces

stoc

king

part

san

dto

ols

need

furt

her

revi

ew.

-17-


-18-


<Afte

rSor

t(se

iri)a

ctiv

ities

>W

eco

nfirm

ed

that

KA

IZE

NC

ore

Team

me

mbe

rsun

ders

tan

dth

epu

rpo

ses

ofS

ort

(sei

ri)an

dS

et-

in-o

rder

(sei

ton)

act

iviti

es.T

hey

are

als

oaw

are

of

the

need

ofw

orkp

lace

layo

utin

ord

erto

elim

ina

teM

uda

(was

tes)

inop

era

tion

.

We

deem

ed

that

KA

IZE

NC

ore

Team

mem

ber

sunder

stand

the

import

ance

of

elim

inat

ing

Mud

ain

opera

tion

by

deve

lopin

gth

ew

ork

pla

cela

yout.

-19-


-20-

47/141


<Sta

ndar

disa

tion

ofW

orkp

lace

Envi

ronm

enta

ndO

pera

tion>

KA

IZE

NC

ore

Tea

mis

wel

law

are

of

the

imp

ort

an

ceo

fw

ork

pla

cee

nvi

ron

me

nt

imp

rove

me

nt

thro

ug

h5S

act

iviti

es.T

hey

are

con

sid

erin

ga

new

wo

rkpl

ace

layo

ut

usin

gth

est

and

ard

op

era

tion

shee

t.

We

ga

vegu

idan

ceon

mis

sin

gco

mp

one

nts

by

com

pa

ring

the

sta

nd

ard

op

era

tion

shee

tp

rep

are

db

yth

em

with

the

actu

alo

per

atio

n.

We

chec

ked

som

eta

sks

fou

nd

as

Mud

a(w

aste

s)in

the

shee

t.T

heco

rete

amm

em

bers

are

awa

reo

fth

em

an

de

xpla

ined

KA

IZE

Np

lan

tou

s.W

eco

nfir

me

dth

at

they

are

ma

kin

gfu

llu

seo

fth

est

an

dard

op

era

tion

shee

t.

-21-

Highlightsseen

inKAIZENofthisCom

pany

Th

rou

gh5S

activ

itie

san

dth

est

anda

rdo

per

atio

nsh

eet

,th

eco

mpa

ny

ste

adily

imp

rove

sw

orkp

lace

en

viro

nmen

tan

do

per

atio

n.

-22-


<QC

CA

ctiv

ities

>K

AIZ

EN

Cor

eTe

amex

pla

ined

us

that

the

yw

ould

carr

you

tQC

Cac

tiviti

esw

ithth

epu

rpos

eof

red

ucin

gcu

stom

erco

mp

lain

ts.

We

dee

med

that

the

yun

der

stan

dpr

oce

dure

so

fQC

Cac

tiviti

esan

dho

wto

use

data

.H

ow

eve

r,th

eyar

est

illsh

ort

ofkn

ow

ledg

eo

nst

ruct

urin

gpr

esen

tatio

nm

ate

rials

and

targ

etse

tting

.W

ega

vesu

pple

me

ntal

gui

danc

eto

fills

uch

insu

ffici

ency

.

-23-


<Vol

unta

ryA

ctiv

ities

>K

AIZ

EN

Co

reTe

am

are

we

llaw

are

oft

he

imp

orta

nce

of

sta

fftr

ain

ing

.B

ase

don

thei

raw

aren

ess

,th

ey

he

ldtr

ain

ing

sess

ions

toe

xpla

inp

urp

ose

so

fth

ea

ctiv

itya

ndb

asic

kno

wle

dg

epr

ior

tost

art

of

act

ivity

.

We

aske

dth

em

wha

tth

ey

thin

kd

rast

icch

ang

esse

enin

the

mo

delw

orkp

lace

sth

rou

ghth

eP

Pac

tiviti

es.

Th

ey

poin

ted

out

tha

tth

efo

cus

ofco

nve

ntio

nal

in-h

ous

eac

tiviti

esh

ad

bee

non

how

tom

otiv

ate

emp

loye

es.

Ho

wev

er,

the

yfo

un

dth

rou

ghth

eP

Pac

tiviti

esth

at

the

env

iron

me

nt

imp

rove

me

ntis

effe

ctiv

ein

incr

eas

ing

both

wor

ke

ffici

ency

and

emp

loye

es’

mot

iva

tion

.

-24-

48/141

PlantAssessm


<Sta

ndar

disa

tion

ofW

orkp

lace

Envi

ronm

enta

ndO

pera

tion>

Afte

rco

mp

letin

g4

-day

initi

alt

rain

ing

cour

se,

the

stu

dy

tea

mvi

site

de

ach

com

pan

yto

giv

ep

ract

ica

lgu

ida

nce

on

sta

nda

rdis

atio

nof

wor

kpla

cee

nvi

ron

me

nt

and

ope

ratio

n.

We

dee

med

that

this

com

pany

isre

ady

for

star

ting

QC

Cac

tiviti

es.

We

will

star

tth

epr

actic

alg

uid

anc

eon

QC

Cac

tiviti

esfr

omth

ene

xtvi

sit.

-25-


<Sta

tus

obse

rved

inth

efir

stvi

sit>

We

con

firm

ed

that

this

com

pany

volu

ntar

ilyim

ple

men

ted

Sor

t(s

eiri)

and

Set

-in-

orde

r(s

eito

n)ac

tiviti

es

afte

r4

-da

ytr

ain

ing

cou

rse.

Bas

ed

onth

eas

sess

me

ntre

sults

,we

told

them

tha

tth

ey

we

refu

llyre

ady

for

QC

Cac

tiviti

es.

We

dec

ide

dto

give

tho

roug

hgu

ida

nce

toK

AIZ

EN

Co

reTe

am

on

ope

ratio

nst

and

ardi

satio

n.

-26-


<Afte

rSor

t(se

iri)a

ndSe

t-in-

orde

r(se

iton)

Act

iviti

es>

We

expl

aine

dto

KA

IZE

NC

ore

Tea

mth

ene

edof

clea

rS

ort

(sei

ri)st

anda

rds.

Inad

ditio

n,w

ee

xpla

ined

mis

sin

gco

mp

onen

tsof

Set

-in-o

rder

(sei

ton)

activ

ities

.

With

good

unde

rsta

ndin

go

four

guid

ance

,K

AIZ

EN

Cor

eTe

amup

grad

edth

eir

activ

ities

toa

high

erle

vel.

The

ypr

ohib

ited

empl

oyee

sfr

ompl

acin

gpr

odu

cts

and

inve

ntor

ydi

rect

lyon

the

floor

.

-27-


-28-

49/141


<Nee

dof

Stan

dard

ised

Ope

ratio

n>W

eex

plai

ned

toK

AIZ

EN

Cor

eTe

amth

atth

est

anda

rdop

erat

ion

shee

the

lpth

emfin

dM

uda

(was

tes)

inop

erat

ion.

KA

IZE

NC

ore

Team

mem

bers

unde

rsta

ndth

atfig

ures

are

part

icul

arly

impo

rtan

tin

the

stan

dard

oper

atio

nsh

eet.

Bas

edon

this

,the

yst

arte

dac

tiviti

esto

elim

inat

eM

uda

(was

tes)

inop

erat

ion.

-29-


<Rev

iew

ofw

orkp

lace

layo

ut>

We

ask

edK

AIZ

EN

Cor

eTe

amto

draf

tth

ew

ork

pla

cela

you

tb

yst

ream

linin

gw

ork

flow

s.T

hey

revi

ew

ed

oper

atio

nan

dre

no

vate

dth

ew

ork

pla

cela

you

t.

The

yfo

und

Mud

ain

tra

nspo

rtin

gin

the

curr

ent

wor

kpla

cela

yout

.T

hey

dis

cuss

edth

en

eww

ork

pla

cela

yout

toel

imin

ate

Mud

a. -30-


<Rev

iew

ofw

orkp

lace

layo

ut>

KA

IZE

NC

ore

Team

draf

ted

the

wor

kpla

cela

yout

bych

angi

ngth

elo

catio

nsof

sub

-as

sem

bly

proc

ess

and

tool

sto

stre

amlin

ew

orkf

low

s.

The

ydi

dn’t

mea

sure

wor

king

time

befo

rech

angi

ngth

ew

orkp

lace

layo

ut.T

hus,

noda

taw

asav

aila

ble

tom

easu

reef

fect

sin

impr

ovin

gw

ork

effic

ienc

yfr

omch

ange

sin

the

wor

kpla

cela

yout

.T

hey

cam

eto

unde

rsta

ndth

ene

edof

data

befo

rech

ange

sfo

rco

mpa

rison

.

-31-


-32-

50/141


<Ext

raor

dina

ryO

pera

tion>

KA

IZE

NC

ore

Tea

mfu

llyun

de

rsta

nd

sth

eim

por

tanc

eo

fst

an

dar

dis

atio

no

fw

ork

pla

cee

nvi

ron

men

ta

ndo

per

atio

nan

dst

ead

ilyu

pg

rad

es

thei

ra

ctiv

ityle

vel.

How

eve

r,th

ep

rod

uct

ion

line

wa

sin

cha

os

due

toex

trao

rdin

ary

gov

ern

me

nta

lpur

chas

eo

rde

rs.

We

advi

sed

them

that

they

hav

eto

expl

ain

emp

loye

es

on

the

back

gro

und

of

ext

raor

din

ary

ope

ratio

ns.

We

emp

hasi

sed

the

impo

rtan

ceo

finf

orm

atio

np

rovi

sion

par

ticu

larl

yto

prev

ent

empl

oye

esfr

omvi

ola

ting

rule

s.

-33-


The

yex

plai

ned

usth

att

hey

wou

ldca

rry

outQ

CC

activ

ities

ino

rder

tosh

orte

nca

rre

ctifi

catio

nw

ork

time

.T

hey

prep

ared

the

actio

npl

anon

how

toad

dres

sth

eis

sue

for

the

pres

enta

tion

purp

ose

tous

.

Par

eto

Cha

rtfo

rth

eis

sue

Fis

hbon

ed

iag

ram

toso

lve

the

issu

e

Thr

ough

thei

rpr

esen

tatio

n,w

efo

und

that

they

didn

’tfu

llyun

ders

tand

how

tous

eF

ishb

one

Dia

gram

.T

hus,

we

expl

aine

dth

emth

est

eps

and

poin

tsto

note

inde

velo

ping

Fis

hbon

eD

iagr

amus

ing

the

issu

efa

mili

arto

them

.The

yun

ders

tand

our

expl

anat

ion

and

prom

ised

tore

view

the

act

ion

pla

n.

-34-

FutureChallenges

<Res

ults

from

PPac

tiviti

es>

<P

repa

ratio

nfo

rg

uid

ance

>F

rom

the

resu

ltsof

PP

act

iviti

esin

Me

talc

omp

anie

s,th

efo

llow

ing

poin

tssh

ould

beco

nsi

dere

din

the

futu

rep

roje

ctto

sust

ain

KA

IZE

Nac

tiviti

esaf

ter

on-s

itegu

idan

ce:

1)T

heco

mpa

ny’s

key

pers

onn

els

houl

dun

ders

tan

dho

wto

org

anis

eK

AIZ

EN

Co

reTe

am2)

Nee

dto

mak

eem

plo

yees

und

erst

and

the

impo

rtan

ceof

volu

nta

rye

ffort

sto

solv

eis

sues

3)N

eed

toco

nfir

mm

oral

ofco

mpa

nie

sin

impl

em

entin

gK

AIZ

EN

activ

ities

<C

ons

ide

ratio

no

fpr

oduc

tty

pes>

Inth

em

eta

lin

dust

ry,

mar

ket

dem

ands

topr

odu

cts

ofte

nde

term

ine

succ

ess

ofK

AIZ

EN

activ

itie

s.F

orco

mpa

nie

sm

anuf

actu

ring

pro

duct

sw

ithhi

gher

dem

and

ssu

cha

sco

nst

ruct

ion

mat

eria

ls,

whi

chca

nb

eso

ldw

ithno

par

ticul

ar

effo

rts,

KA

IZE

Nac

tiviti

esa

ren

otre

ally

criti

cala

nd

sust

ain

abili

tyof

such

act

iviti

esis

gre

atly

dep

ende

nt

onpr

odu

ctio

nst

atu

ses.

KA

IZE

Na

ctiv

ities

insu

chse

gme

nts

requ

irest

ron

gw

illof

ow

ners

orG

Ms

top

rom

ote

KA

IZE

N.

Bef

ore

star

ting

gui

dan

ce,

we

nee

dto

det

erm

ine

ifth

eco

mpa

ny’s

key

pers

onne

lhas

solid

mo

tivat

ion

toim

ple

men

tK

AIZ

EN

activ

ities

.

-35-

51/141

2011

/7/1

0 1

Feed

back from

com

pany

employee

s:

‐Sup

ervisor

Before th

e supp

lemen

tary guidance, QCC

had

bee

n cond

ucted in th

e workplace, b

ut not 5S. Problem

s at

workplace w

eren

’t really so

lved

by do

ing just QCC

. With

the guidance by KU

, 5S has successfully bee

n reintrod

uced

in th

e workplace, a

nd that’s

leading us to

elim

inate MUDA

and

make op

e ration mo re efficient. It is

clearly

und

erstoo

d that sustaining 5S

activities in

the workplace is

impo

rtant.

・Worker

5S has m

ade the work easier. It h

as changed

the

workplace to a safer p

lace th

an before. O

ur 5S activ

ities are

still only 50

% of w

hat we want to do. W

e want to try ma ny mo re ideas.

Prog

ress of K

AIZEN at the

Com

pany after Guida

nce by

KU

The supp

lemen

tary guidance allowed

KU m

embe

rs to

gain furthe

r expe

riences re

quire

d of KAIZEN con

sulta

nts.

In su

mmary, 2/3 of K

U m

embe

rs (5

to 6 m

embe

rs) can no

w be placed

at the

level of ‘KA

IZEN

Con

sulta

nt’ (le

vel III),

while other m

embe

rs are com

fortably at the

level of ‘Assistant Con

sulta

nt’ (level II).

・Through the pilot p

r oject activities till Decem

ber 2

010,

1/3 of KU m

embe

rs were view

ed to

be at le

vel III.

・Through cond

uctin

g supp

lemen

tary guidance programmein M

arch‐A

pril

2011

, 2/3 of KU m

embe

rs are now

view

ed at level III.

Six KU

mem

bers partic

ipated

in th

e supp

lemen

tary guidance. 2

/3 of the

m m

ay be view

ed to

have reache

d level

III. C o

nsidering othe

rs w

ho did not partic

ipated

the

plan, som

e of who

m are at level III, 2/3 of the

who

le KU

mem

bers can

be placed

at ‘KA

IZEN

Con

sulta

nt’ (le

vel lll).

Prog

ress in

KU m

embe

rs’ con

sulting

cap

ability

Guida

nce by

KU 1

Materials were just m

ixed

out. Sort o

ut th

ese according to th

eir usage.

Guida

nce by

KU 2

Delineate storage area, passage area, and

working

area to increase

the op

erationa

l efficiency an

d safety.

Guida

nce by

KU 3

Keep

ing shinning

floor helps to

iden

tify

from

whe

re dirt com

es.

Appendix 8

52/141

2011

/7/1

0 2

Guida

nce by

KU 4

Paintin

g an

d de

lineatin

g the flo

or

clearly

defines rules.

Guida

nce by

KU 5

Draw line

s an

d de

fine rules to

implem

ent the first‐in

/ first‐out system.

Guida

nce by

KU 6

The red tags will help iden

tify un

necessary ite

ms.

Fina

lly, it is confirm

ed th

at rules are set in

the

workplaces so th

at th

e em

ployees no

w have

clear u

nderstan

ding

of the

purpo

se and

the

proced

ures of the

activities.

Appendix 8

53/141

Appendix 9

1

KAIZEN Guidance Qualitative Performance Monitoring Report

1. Survey result

1.1 First Pilot Project Group

54/141

Appendix 9

2

1.2 Second Pilot Project Group

55/141

Appendix 9

3

2. QPM Rader Chart by Sector

2.1. First Pilot Project Group

2.2. Second Pilot Project Group

0%

20%

40%

60%

80%

100%

Basic Cources

Standardisation of Workplace Environment

Standardisation of Operation

Elemination of MUDA & other tools:Importance of sustained activitiesQCC Senimar

QCC Activities

Pereparatory work for company‐wide KAIZEN

Metal Sector

Agro Sector

Textile Sector

Chemical Sector

Leather Sector

QP Radar chart of sectors at Feb/'11

56/141

Appendix 9

4

Comments

① Understanding of both “Basic Courses Seminar” and ”QCC Seminar, as well as practical

implementation of “Standardisation of Workplace Environment”, “Standardisation of Operation”

and “Elimination of MUDA & other tools” shows very positive results with higher than 50% in all

sectors.

② On the other hand, the average value of “QCC activities” implementation is lower than 50%.

③ Further, the average value of “Preparatory work for company-wide KAIZEN” is lower than 30%.

However, as shown in the previous page, this “Preparatory work for company-wide KAIZEN”

contains several sub-elements that companies may only achieve in future. Therefore, the low score

at the moment does not mean negative signs. Continued KAIZEN guidance with the follow up by

KU will lead to improve in this element.

57/141

Appendix 10

KAIZEN Guidance Participant Questionnaire (For Understanding KAIZEN)

1. Results of an entry point survey (Before KAIZEN)

Responses to the questionnaire were collected from 57 participants in 13 pilot project companies

during the first seminar before initiating KAIZEN guidance.

2. Results of an end point survey (After KAIZEN)

Responses to the questionnaire were collected from 65 participants in 13 pilot project companies after

completion of KAIZEN guidance. For the end point survey, the questionnaires were also distributed to

QCC leaders, who did not attend the first seminar, so that the number of participants was larger than

the one at the entry point survey.

58/141

Appendix 10

59/141

Appendix 10

3. KAIZEN Guidance Participant Questionnaire Analysis

Based on the survey result from 3-1and 3-2, the end results are analysed to gauge differences between

Before KAIZEN and After KAIZEN.

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

TQ‐01 TQ‐02 TQ‐03 TQ‐04 TQ‐05 TQ‐06 TQ‐07 TQ‐08 TQ‐09 TQ‐10 TQ‐11 TQ‐12 TQ‐13

After KAIZEN Sarted

Befor KAIZEN started

60/141

E

arly

Win

s R

epor

t of

Pilo

t Pro

ject

Fir

st G

roup

No.

N

ame

of C

ompa

ny

Issu

es f

or I

mpr

ovem

ent

‘Ear

ly W

ins’

dur

ing

proj

ect

impl

emen

tati

on p

erio

d B

efor

e K

AIZ

EN

A

fter

KA

IZE

N

1 08

1012

500

091

4

Pile

s of

non

-cor

e as

sets

wer

e st

ocke

d in

an

ywhe

re in

the

com

pany

T

he n

eces

sary

and

unn

eces

sary

ass

ets

are

sort

ed o

ut o

r so

ld,

and

thos

e fi

t fo

r re

-use

re

cycl

es a

s in

put f

or p

roce

ssin

g w

ork

The

co

mpa

ny

reco

vere

d ad

diti

onal

re

venu

e w

ith

an a

mou

nt o

f B

irr

118,

995

.

2 08

1014

300

081

4

Usa

ble

raw

mat

eria

ls w

ere

disp

osed

of

with

scr

aps

Uti

lisab

le i

nput

s ar

e id

enti

fied

and

re-

used

ag

ain

and

thos

e un

wan

ted

are

sold

out

T

he

com

pany

re

cove

red

addi

tion

al

reve

nue

wit

h an

am

ount

of

Bir

r 25

, 500

. W

asta

ge

of

tim

e fo

r se

arch

ing

of

man

ufac

turi

ng

tool

s w

hich

w

ere

jum

bled

toge

ther

The

dis

orde

rly

stoc

ked

tool

s w

ere

set

in

orde

r su

itabl

y T

he c

ompa

ny r

educ

ed t

he t

ime

loss

for

se

arch

ing

redu

ced

by 5

0%

3 08

1011

3003

014

The

re

wer

e bi

g do

wn

tim

e in

th

e pr

oduc

tion

line

T

he

prod

ucti

on

proc

ess

is

mad

e to

be

un

inte

rrup

ted

The

com

pany

wou

ld b

e ab

le t

o re

cove

r ad

diti

onal

rev

enue

with

est

imat

ed a

mou

nt

of

Bir

r 1.

1 m

illi

on p

er a

nnum

The

m

echa

nica

l w

ork

shop

w

as

in

a m

essy

con

diti

on.

Too

ls w

ere

plac

ed i

n a

diso

rgan

ised

m

anne

r re

sult

ing

was

ting

of

tim

e.

Was

te

of

sear

chin

g ti

me

for

tool

s is

re

duce

d a

s a

resu

lt of

the

too

ls a

rran

ged

orde

rly

Tim

e fo

r br

ingi

ng

and

sear

chin

g is

re

duce

d by

76%

, in

mon

etar

y te

rm o

f 6.

74

cent

s pe

r la

bour

hou

r is

sav

ed.

4 08

1012

200

201

4

Was

tes

of o

verp

rodu

ctio

n, i

nven

tory

(3

hrs

loss

/day

), m

otio

n an

d m

ovem

ent

(4

days

los

s/da

y),

wai

ting

(5

hrs

loss

/day

) an

d de

fect

mak

ing

wer

e pr

eval

ent

All

thes

e w

aste

s ar

e id

enti

fied

, m

inim

ised

an

d m

anag

ed

Red

uced

W

aste

s of

ov

erpr

oduc

tion

by

50

%,

mot

ion

and

mov

emen

t by

10

0%,

was

te o

f in

vent

ory

by 7

5%, d

efec

t m

akin

g by

50%

and

wai

ting

tim

e by

100

%.

5 08

1011

0001

614

The

re

was

fr

eque

nt

stac

king

pr

oble

m,

taki

ng 5

hrs

/day

for

mai

nten

ance

of

the

chai

n co

nvey

or f

or w

heat

con

veya

nce

to

the

rolle

r m

ill,

resu

lting

in

over

flow

of

whe

at t

o th

e gr

ound

whi

ch i

n tu

rn n

eeds

la

bour

cos

t to

rel

oad

this

whe

at t

o th

e co

nvey

or.

The

re w

as l

oss

of w

heat

flo

ur f

rom

poo

r pa

ckag

es.

Dai

ly c

heck

-up

and

prog

ram

med

cle

anin

g of

th

e co

nvey

or

and

its

room

ar

e ex

erci

sed.

R

e-us

ing

of

impo

rted

w

heat

pa

ckag

es,

afte

r w

ashi

ng, f

or f

lour

pac

kagi

ng.

The

com

pany

rec

over

ed 1

90 q

tl of

whe

at

flou

r (o

r B

irr

12,

730)

lo

st

duri

ng

mai

nten

ance

tim

e be

side

s it

wou

ld r

egai

n B

irr

2448

per

yea

r in

curr

ed f

or r

eloa

ding

by

labo

ur.

T

he c

ompa

ny r

educ

ed c

ost

for

purc

hasi

ng

new

pac

kage

s by

56%

as

wel

l as

the

fl

our

loss

res

ulti

ng i

n es

tim

ated

ov

eral

l ad

diti

onal

in

com

e of

B

irr

78,

000

per

annu

m

Appendix 11

61/141

6 08

1011

0001

114

Was

tage

of

ti

me,

6

hrs/

day,

in

th

e ne

utra

lisat

ion

proc

ess

due

to

the

attit

udes

tha

t the

ava

ilabl

e oi

l tan

kers

are

ad

equa

te

for

this

pr

oces

s,

w

as

resu

ltin

g 20

00lt

of o

il pe

r hr

rem

aine

d w

ithou

t pro

duct

ion.

To

redu

ce t

he t

ime

was

tage

, ins

talla

tion

of

addi

tion

al o

il ta

nk a

nd a

ligni

ng i

t vi

a pi

pe

to o

ther

tank

s is

mad

e.

The

com

pany

abl

e to

pro

duce

add

itio

nal

2000

lt/hr

for

6hr

s/da

y, w

hich

acc

ount

ed

for

Bir

r 20

4,00

0.

7 08

1011

0001

414

The

by

-pro

duct

of

ch

eese

(F

or

maj

o)

proc

essi

ng,

i.e.

, w

hey

was

dis

pose

d of

as

unu

sabl

e.

The

whe

y is

sto

red

in a

ref

rige

rato

r fo

r a

mon

th a

nd c

hurn

ed to

obt

ain

tabl

e bu

tter

. T

he c

ompa

ny o

btai

ned

95 k

g of

but

ter

and

5500

lt of

whe

y an

d so

ld a

t a

rate

of

Bir

r 8,

250/

mon

th.

Milk

was

dis

pose

d of

aft

er l

abor

ator

y ex

amin

atio

n an

d du

e to

torn

pac

kage

s.T

he

mil

k th

at

was

di

spos

ed

of

by

the

com

pany

are

rec

ycle

d.

The

com

pany

rec

over

ed B

irr

846

per

day

as c

ost s

avin

g of

add

ition

al in

com

e.

8 08

1011

3002

904

Tape

m

eter

us

eful

fo

r pr

oduc

t qu

ality

ch

eck

up w

as p

lace

d on

ly a

t su

perv

isor

ha

nd.

Tape

met

ers

are

mad

e to

be

avai

labl

e on

ea

ch c

arts

use

d in

pro

duct

ion

line.

T

he c

ompa

ny r

educ

ed a

tim

e w

asta

ge o

f 62

4 m

inut

es p

er m

onth

by

half

Was

tage

of

tim

e in

sea

rchi

ng t

ools

for

m

aint

enan

ce p

urpo

ses

The

tool

s ar

e ar

rang

ed p

rope

rly

in a

she

lfT

he c

ompa

ny r

educ

ed a

tim

e w

asta

ge o

f 78

0 m

inut

es p

er m

onth

by

half

9 08

1012

400

041

4

The

in

vent

ory

was

to

o di

sorg

anis

ed

resu

ltin

g w

asta

ge

of

tim

e (1

5-20

m

inut

es/d

ay)

in s

earc

hing

nee

ded

item

s

The

inv

ento

ry i

tem

s ar

e ar

rang

ed o

rder

ly

resu

ltin

g in

re

duce

d m

ovem

ent

tim

e of

st

ore

to w

ork

area

The

com

pany

abl

e to

red

uce

was

tage

of

tim

e by

76%

and

rec

over

ed B

irr

900

per

mon

thT

here

wer

e pr

oces

sing

was

tage

s in

the

C

hrom

e/G

alva

nise

d se

ctio

n T

he

was

tage

s ca

uses

an

d ef

fect

s ar

e id

enti

fied

and

red

uced

T

he c

ompa

ny i

ncre

ased

its

pro

duct

ion

of

chai

rs b

y 45

% ,

i.e,

from

25-

30 c

hair

s pe

r da

y to

40

pe

r da

y,

in

mon

etar

y te

rms

addi

tion

al in

com

e of

Bir

r 50

0 pe

r da

y

10

0810

124

000

214

T

here

was

151

ton

s of

rol

led

shee

ts f

or

disp

osal

T

he r

olle

d sh

eets

are

rec

tifi

ed f

or t

heir

de

fect

s an

d us

ed

as

raw

m

ater

ial

for

man

ufac

turi

ng

The

com

pany

reg

aine

d 2.

4 m

illi

on B

irr

Appendix 11

62/141

Ear

ly W

ins

of P

ilot P

roje

ct S

econ

d G

roup

(M

etal

Sec

tor)

No.

N

ame

of

Com

pany

Issu

es f

or I

mpr

ovem

ent

‘Ear

ly W

ins’

dur

ing

proj

ect

impl

emen

tati

on

peri

od

Bef

ore

KA

IZE

N

Aft

er K

AIZ

EN

1.

08

1012

5000

0314

Lea

d tim

e 12

hrs

Sear

ch ti

me

10m

in

Floo

r sp

ace

8 m

2

T

rave

l 15m

To

tal s

teps

4 s

teps

L

abou

r sa

ving

5w

orke

rs

Prod

ucti

vity

20p

iece

s/m

onth

M

ater

ial s

avin

g 20

%

Mac

hine

dow

n tim

e 24

hour

s

Q

ualit

y im

prov

emen

t 12

0pie

ces

defe

ct/m

onth

Sa

fety

impr

ovem

ent 2

acc

iden

t/mon

th

L

ead

time

5hrs

Sear

ch ti

me

5min

Fl

oor

spac

e 2m

2

T

rave

l 5m

To

tal s

teps

2 s

teps

L

abou

r sa

ving

2w

orke

rs

Prod

ucti

vity

30p

iece

s/m

onth

M

ater

ial s

avin

g 80

%

Mac

hine

dow

n tim

e 8h

ours

Q

ualit

y im

prov

emen

t 80

piec

es

defe

ct/m

onth

Sa

fety

impr

ovem

ent 1

acci

dent

/mon

th

The

nec

essa

ry a

nd u

nnec

essa

ry a

sset

are

sor

ted

out

and

sold

tho

se c

apab

le o

nes

re-

used

as

inpu

t fo

r pr

oces

sing

wor

k T

he c

ompa

ny r

ecov

ered

add

itio

nal r

even

ue o

f bi

rr

amou

nted

to 8

00, 0

00E

TB

2.

08

1012

9000

0514

Lea

d tim

e 2w

eeks

Sear

ch ti

me

1hou

r

Fl

oor

spac

e 50

00 m

2

T

rave

l 50

met

er

Tota

l ste

ps 5

5%

Lab

our

savi

ng 4

T

rans

acti

on 1

hr

Prod

ucti

vity

65%

Q

ualit

y 2-

3def

fect

/pro

duct

Sa

fety

3-4

acci

dent

/mon

th

Part

s sa

ving

s 10

00B

irr/

mon

th

Mat

eria

l sav

ing

3000

0Bir

r/m

onth

M

achi

ne d

own

time

5hou

r/w

eeks

L

ead

time

1wee

ks

Sear

ch ti

me

15m

inut

e

Fl

oor

spac

e 30

00 m

2

T

rave

l 1up

to 2

met

er

Tota

l ste

ps 8

5%

Lab

our

savi

ng 2

wor

kers

T

rans

acti

on 2

0min

ute

Prod

ucti

vity

90%

Q

ualit

y 0-

1 de

fect

/pro

duct

Sa

fety

1 a

ccid

ent/m

onth

Pa

rts

savi

ngs

10,0

00B

irr/

mon

th

Mat

eria

l sav

ing

5000

0Bir

r/m

onth

M

achi

ne d

own

time

2hou

r/w

eeks

Fr

om s

crap

man

agem

ent

1000

-500

0ET

B p

er m

onth

sav

ed

Som

e of

inta

ngib

le o

r Q

ualit

ativ

e be

nefi

ts

Incr

ease

d kn

owle

dge

of K

AIZ

EN

Im

prov

ed te

am w

ork

Dec

reas

ed f

atig

ue o

r st

ress

Im

prov

e co

mm

unic

atio

n

Impr

oved

mor

al

Impr

oved

rel

atio

nshi

p w

ith

stak

e ho

lder

s

Incr

ease

d aw

aren

ess

of

safe

ty e

nvir

onm

ent

O

rder

ly a

nd p

leas

ant w

ork

envi

ronm

ent

3.

08

1012

9000

0614

Lea

d tim

e 21

days

Tra

vel 7

9 m

eter

Se

arch

tim

e 10

min

ute

Prod

ucti

vity

1 u

nit/

day

L

ead

time

18da

ys

Tra

vel 4

0 m

eter

Se

arch

tim

e 3

min

ute

Prod

ucti

vity

1.5

uni

t/day

Appendix 12

63/141

(A

gro-

Proc

essi

ng S

ecto

r)

No.

N

ame

of

Com

pany

Issu

es f

or I

mpr

ovem

ent

‘Ear

ly W

ins’

dur

ing

proj

ect

impl

emen

tati

on

peri

od

Bef

ore

KA

IZE

N

Aft

er K

AIZ

EN

1 08

1011

0001

514

The

sp

arep

arts

ro

om

was

in

a

mes

sy

cond

itio

n. U

sabl

e m

achi

nes,

equ

ipm

ents

and

to

ols

wer

e pl

aced

di

sord

erly

re

sulti

ng

to

was

tage

of

tim

e an

d w

orki

ng f

loor

spa

ce.

Nec

essa

ry

and

unne

cess

ary

asse

ts

are

sort

ed o

ut a

nd th

ose

usab

le i

tem

s ar

e se

t in

or

der

and

re-u

sed

as

inpu

ts

for

othe

r pr

oces

ses.

The

com

pany

red

uced

sea

rchi

ng t

ime

for

a to

ol b

y 50

% f

rom

20m

in t

o 10

min

and

red

uced

occ

upie

d fl

oor

spac

e by

60%

fro

m 3

75m

2 to 1

50m

2. .

Abo

ut

eigh

t ty

pes

of

usab

le

mac

hine

s an

d eq

uipm

ents

wor

th o

f 3,

246,

000

Bir

r ar

e id

enti

fied

, re

pair

ed a

nd r

euse

d.

2 08

1011

0001

304

Shel

fs,

tabl

es

and

othe

r ite

ms

wer

e no

t cl

ean

or

shin

y an

d w

ere

plac

ed

in

a di

sorg

anis

ed m

anne

r re

sult

ing

to w

asta

ge o

f se

arch

ing

time,

m

ovem

ent,

was

tage

of

m

ater

ials

and

spa

ce.

The

re w

ere

dow

n tim

e in

the

prod

ucti

on l

ine

due

to d

efec

ted

prou

dcts

(bu

scui

ts)

in

the

pa

ckin

g m

achi

nes.

Usa

ble

mat

eria

ls

and

equi

pmen

ts

are

iden

tifi

ed, p

lace

d in

ord

er a

nd p

aint

ed w

ith

whi

te c

olor

and

tho

se u

nwan

ted

are

sold

ou

t.

Mat

eria

l w

aste

s ar

e id

enti

fied

and

pro

perl

y m

anag

ed.

The

pr

oduc

tion

pr

oces

s is

m

ade

to

be

cont

inou

se.

The

co

mpa

ny

gain

ed

reve

nue

amou

nted

B

irr

4000

Br.

from

sel

ling

unne

cess

ary

item

s, a

nd a

bout

48

00B

r pe

r m

onth

by

redu

cing

mat

eria

l and

lob

our

loss

es (

by d

ecre

asin

g re

wor

ks).

A

nd a

bout

120

0 B

r. pe

r m

onth

is

reco

vere

d by

re

duci

ng d

ownt

ime.

T

he c

ompa

ny r

educ

ed m

ovem

ent

or s

teps

by

50%

fr

om 2

0 to

10

step

s.

3 08

1011

0001

214

Ear

ly w

ins

repo

rt i

s no

t su

bmit

ted

by th

e co

mpa

ny.

As

the

com

pany

KA

IZE

N c

ore

team

mem

bers

sai

d th

e co

mpa

ny

is

in

its

tran

siti

on

peri

od

from

go

vern

men

tal

to

priv

atel

y ow

ned

and

so

inco

nven

ient

sit

uatio

n to

con

tinue

with

KA

IZE

N

acti

viti

es.

Appendix 12

64/141

(Tex

tile

Sect

or)

No

Com

pany

Nam

eIs

sues

of

Impr

ovem

ent

“Ear

ly

win

s”

duri

ng

proj

ect

impl

emen

tati

on p

erio

d B

efor

e K

AIZ

EN

Aft

er K

AIZ

EN

1 08

1011

3003

114

✓T

he l

ead

time

to d

eliv

er r

aw m

ater

ial

from

the

st

ore

to th

e pr

oduc

tion

are

a w

as 4

5 m

inut

es.

✓It

ems

wer

e pl

aced

in

a di

sorg

anis

ed m

anne

r in

th

e R

M s

tore

and

it

was

tak

ing

18 m

inut

es t

o fi

nd

out a

sin

gle

item

. ✓

The

re

was

51

55

defe

cts/

6 m

onth

s in

cu

ttin

g se

ctio

n.

✓80

% o

f th

e pr

oduc

tion

are

a w

as o

ccup

ied

by

unne

cess

ary

item

s.

✓B

y ap

plyi

ng 5

S ac

tivi

ties

in th

e R

M s

tore

, the

lea

d ti

me

has

shor

tene

d to

15

min

utes

. ✓

The

sea

rchi

ng t

ime

of t

ools

is

redu

ced

by 6

1%

whi

ch is

7 m

inut

es.

✓D

efec

t m

akin

g is

red

ucin

g by

74%

whi

ch i

s 13

54

defe

cts/

6 m

onth

s.

✓B

y ap

plyi

ng 5

S ac

tivi

ties

, th

ey s

aved

65%

of

the

floo

r w

hich

was

pre

viou

sly

occu

pied

by

unne

cess

ary

item

s.

2 08

1011

3002

704

✓It

was

tak

ing

25 s

ec i

n or

der

to f

ind

out

a si

ngle

to

ol f

rom

the

tool

sto

re.

✓T

he m

achi

nes

wer

e be

ing

stop

ped

for

20 h

rs p

er

wee

k fo

r m

aint

enan

ce p

urpo

se.

✓T

he f

acto

ry h

ad b

een

prod

ucin

g 28

280.

5/kg

per

a

wee

k.

✓ 3

4.32

m2 o

f th

e st

ore

was

nee

ded

in o

rder

to

keep

con

es a

nd b

obbi

ns.

✓B

y ap

plyi

ng

5S

activ

itie

s in

th

e to

ol

stor

age

sect

ion,

the

y ar

e ab

le t

o re

duce

the

sea

rchi

ng t

ime

to

10 s

ec/t

ool.

✓

The

y ca

n sa

ve 4

pro

duct

ion

hrs

by m

inim

isin

g th

e m

achi

ne d

ownt

ime

to 1

6 hr

s pe

r w

eek.

✓

The

pr

oduc

tivi

ty

has

show

n an

in

crem

ent

of

173.

5kg/

wee

k w

hich

m

eans

th

ey

can

prod

uce

2845

4kg/

wee

k.

✓B

y ap

plyi

ng 5

S, t

hey

are

able

to

keep

the

con

es

and

bobb

ins

only

in 6

m2 in

ord

er a

nd e

asy

way

.

T

he c

ompa

ny c

an s

ave

USD

726

.5

(Bir

r 10

897.

5)

by

redu

cing

th

e m

achi

ne d

ownt

ime

from

20h

rs/w

eek

to 1

6hrs

/wee

k.

3 08

1011

3002

904

✓3

liter

dye

was

bei

ng w

aste

d pe

r ev

ery

shif

t in

fi

nish

ing

sect

ion

beca

use

the

wor

k w

as b

eing

don

e m

anua

lly.

✓To

ols

wer

e pl

aced

in

a di

sord

ered

man

ner

in t

he

wor

ksho

p an

d it

took

3 m

inut

es t

o se

arch

and

fin

d ou

t a s

ingl

e to

ol.

✓In

fin

ishi

ng s

ecti

on,

the

mac

hine

s us

ed t

o be

st

oppe

d fo

r 30

min

utes

in

ever

y 2

hrs.

The

re w

ere

arou

nd

4 st

eps

to

be

done

m

anua

lly

(Mud

a in

Pr

oces

s).

✓6

m2

of t

he s

tore

was

occ

upie

d by

ite

ms

whi

ch

are

plac

ed i

n a

diso

rgan

ised

and

sca

tter

ed m

anne

r so

that

the

room

was

too

smal

l to

wor

k in

.

✓T

he d

ye w

asta

ge is

tot

ally

avo

ided

by

chan

ging

the

wor

ks th

at h

ad b

een

done

man

ually

to a

utom

atic

. ✓

The

sea

rchi

ng t

ime

is r

educ

ed t

o 0.

5 m

inut

e by

ap

plyi

ng 5

S in

the

wor

ksho

p.

✓T

hey

are

able

to r

educ

e th

e m

achi

ne d

ownt

ime

to 4

m

inut

es/e

very

2 h

rs b

y av

oidi

ng M

uda

in p

roce

ss.

The

ste

ps a

re r

educ

ed to

1.

✓B

y ap

plyi

ng 5

S, t

hey

can

keep

the

too

ls i

n 2

m2

floo

r sp

ace

so t

hat

they

can

wor

k in

a p

leas

ant

and

wid

er w

ork

area

.

Appendix 12

65/141

(Che

mic

al S

ecto

r)

No.

N

ame

of C

ompa

nyIs

sues

for

Im

prov

emen

t ‘E

arly

Win

s’ d

urin

g pr

ojec

t im

plem

enta

tion

pe

riod

B

efor

e K

AIZ

EN

A

fter

KA

IZE

N

1 08

1012

0001

914

Lea

d tim

e 1.

75 h

r

Se

arch

tim

e 10

min

Fl

oor

spac

e 20

0 m

2

L

abou

r sa

ving

5

Prod

ucti

vity

4 B

atch

/day

M

ater

ial s

avin

g 20

0 E

TB

/mat

eria

l

L

ead

time

1.4

hr

Se

arch

tim

e 1

min

Fl

oor

spac

e 40

0 m

2

L

abou

r sa

ving

4

Prod

ucti

vity

5 B

atch

/day

M

ater

ial s

avin

g 12

0 E

TB

/mat

eria

l

The

tea

m w

ork

spir

it an

d w

ork

mor

al i

mpr

oved

hi

ghly

as

the

intr

oduc

tion

of

KA

IZE

N w

ith

high

le

vel

of c

ontin

ual

impr

ovem

ent

thou

ghts

. Im

prov

ed

plan

t la

y ou

t, ne

w

equi

pmen

ts

to

impr

ove

prod

ucti

on

and

past

e ha

ndlin

g sy

stem

fo

r w

ater

ba

sed

and

synt

heti

c dy

es.

2 08

1012

0001

704

Lea

d tim

e at

the

oil

/fat

mel

ting

area

28

min

L

ead

time

Dis

solu

tion

of

Cau

stic

20

m

in

Mix

er l

ine

1 an

d 2

abou

t 40

kg

of R

M

was

w

aste

d du

e to

im

prop

er

arra

ngem

ent a

nd h

andl

ing.

1.

05

pack

agin

g m

ater

ial

used

pe

r pr

oduc

t

T

hey

used

to

tr

avel

14

0 m

eter

fr

om

Lau

ndry

so

ap

prod

ucti

on

floo

r to

w

orks

hop

to l

ook

for

tool

s an

d di

es a

nd

spen

d ab

out 1

0 m

inut

es

Pack

ing

mat

eria

l st

orag

e ro

om c

arto

ons

wer

e pl

aced

ev

eryw

here

m

akin

g th

e st

orag

e pl

ace

jam

-pac

ked

and

mes

sy

wit

h on

ly 9

m2

free

wor

k sp

ace.

In

lau

ndry

soa

p pr

oduc

tion

mix

er l

ine 1

ha

s 13

m2

free

wor

k sp

ace

mix

er l

ine 2

ha

s 10

m

2 fr

ee

wor

k sp

aces

du

e to

un

nece

ssar

y in

pro

cess

inve

ntor

y.

Lau

ndry

fl

oor

was

di

sorg

anis

ed

with

so

me

scra

ps o

n th

e fl

oors

(34

m2 )

At

the

mix

ing

pit

(96m

2 ) w

orks

hop

(80m

2 )

L

abou

r 6

pers

on a

t m

eltin

g pi

t 2

pers

on

at M

iller

mac

hine

L

ead

time

at t

he o

il/f

at m

eltin

g ar

ea 2

0 m

in

Lea

d tim

e D

isso

luti

on o

f C

aust

ic 5

min

N

o R

M w

asta

ge

1.02

pac

king

mat

eria

l use

d pe

r pr

oduc

t

20

fla

nges

sav

ed

2 V

acuu

m p

umps

sav

ed

1 co

nvey

er s

aved

29

oil

drum

s sa

ved

250

met

er E

lect

ric

Cab

le s

aved

K

eepi

ng t

he t

ools

and

Die

s at

the

nee

ded

plac

e in

lau

ndry

soa

p pr

oduc

tion

mak

ing

tool

box

C

arto

ons

wel

l ar

rang

ed i

n st

anda

rd w

ay

wit

h a

fixe

d pl

ace

for

spec

ific

typ

e of

pa

ckin

g m

ater

ial

let

to g

ain

25 m

2 fre

e sp

aces

.

D

eter

min

ing

the

daily

con

sum

ptio

n of

the

R

M

(dol

omit

e)

that

sh

ould

be

ke

pt

at

poin

t of

us

e.

Free

w

ork

spac

e ga

ined

m

ixer

lin

e 1 4

5 m

2 an

d mix

er l

ine 2

has

22.

5 m

2 .

Sc

raps

el

imin

ated

fr

om

wor

k fl

oor

(60

m2 )

Mix

ing

pit

(120

m2 )

and

Wor

ksho

p (1

10m

2 )

M

akin

g w

heel

bar

row

mel

ting

pit

labo

ur

The

com

pany

QC

C t

eam

des

igne

d a

whe

el b

arro

w

to c

arry

hea

vy o

il d

rum

to

redu

ce f

atig

ue/M

uri

and

incr

ease

pro

duct

ivit

y re

duci

ng m

an p

ower

req

uire

d to

han

dle

the

oper

atio

n cr

eatin

g an

app

ealin

g w

ork

envi

ronm

ent,

and

they

als

o de

sign

a t

ool

box

at t

he

poin

t of

use

so

that

it

redu

ces

tran

spor

tatio

n an

d m

otio

n m

udas

. T

hey

also

int

rodu

ced

oil

refu

ellin

g pu

mps

to

prev

ent

spil

ls a

nd w

aste

of

fuel

s du

ring

m

anua

l re

fuel

ling,

an

d m

ade

a ce

ntra

l co

ntro

l sw

itch

boa

rd f

or d

iffe

rent

mac

hine

’s a

nd P

umps

w

hich

was

in

a sc

atte

red

cond

itio

n be

fore

KA

IZE

N

crea

ting

bad

oper

atin

g co

nditi

on a

nd m

udas

thro

ugh

this

act

ivit

y th

ey s

aved

abo

ut 2

00 m

eter

(4x

4 m

m2)

el

ectr

ic c

able

whi

ch w

orth

’s 1

5,00

0ET

B.

Com

pani

es

wor

ker

prob

lem

id

enti

fica

tion

an

d se

ekin

g ch

ange

co

ntin

uall

y,

to

mak

e th

emse

lves

an

d th

eir

com

pany

bet

ter

thro

ugh

thei

r w

ork.

Appendix 12

66/141

No.

N

ame

of C

ompa

nyIs

sues

for

Im

prov

emen

t ‘E

arly

Win

s’ d

urin

g pr

ojec

t im

plem

enta

tion

pe

riod

B

efor

e K

AIZ

EN

A

fter

KA

IZE

N

The

sa

fety

le

vel

was

lo

wer

w

ith

prob

lem

s re

late

d to

po

or

wor

k en

viro

nmen

t 40%

redu

ced

to

5 an

d w

ith

othe

r K

AIZ

EN

acti

viti

es m

iller

mac

hine

1 p

erso

n.

Thr

ough

w

ell

orga

nise

d w

ork

envi

ronm

ent

safe

ty i

ncre

ased

by

5% &

re

ache

d 45

%

3 08

1012

0002

214

Lea

d tim

e

M

ater

ial

savi

ngs

defe

ct

rate

s 5%

in

pl

astic

uni

t

It

too

k 20

min

ute

to g

ive

an it

em f

or th

e on

e w

ho n

eeds

it fr

om s

tore

It

tak

es 1

0 m

inut

e th

e ri

ght

tool

s in

the

m

aint

enan

ce w

orks

hop.

T

here

is

alm

ost

no f

ree

spac

e in

the

co

smet

ics

prod

ucti

on f

loor

T

here

w

ere

53

labo

urs

wor

king

in

pl

astic

man

ufac

turi

ng u

nit

It u

sed

to ta

ke 4

day

s to

rep

air

mac

hine

s

C

osm

etic

s pr

oduc

tion

flo

or n

o.2

used

to

man

ufac

ture

/pro

duce

7,5

00 K

g pe

r da

y

In

pla

stic

uni

t def

ect r

ate

was

6%

T

here

has

bee

n tw

o m

inor

inj

urie

s pe

r m

onth

L

ead

time

Mat

eria

l sa

ving

def

ect

rate

was

red

uced

2%

R

educ

ed t

o 15

min

ute

by s

etti

ng i

n or

der

by s

ettin

g m

ater

ial i

n or

der.

The

sea

rch

time

redu

ced

to 5

min

ute

afte

r im

plem

enta

tion

of

5S a

ctiv

ities

.

T

hrou

gh

the

impl

emen

tatio

n of

5S

ac

tivi

ties

60

m2 w

ork

spac

e ac

quir

ed

Now

the

num

ber

of la

bour

red

uced

to 4

4

N

ow

the

mai

nten

ance

/rep

air

time

for

sam

e m

achi

ne r

educ

ed to

1.1

/2 d

ays

Now

the

cos

met

ics

prod

ucti

on f

loor

no.

2 in

crea

sed

its

prod

ucti

on to

10,

000

Kg

Plas

tic

unit

Def

ect r

ate

redu

ced

to 4

%

No

inju

ries

re

cord

ed

sinc

e K

AIZ

EN

in

trod

uced

Not

ice

boar

ds a

re f

illed

with

inf

orm

atio

n th

at k

eep

empl

oyee

wel

l in

form

ed a

bout

thei

r w

ork

and

basi

c K

AIZ

EN

kn

owle

dge

that

in

crea

ses/

buil

d th

eir

capa

city

, vi

sual

m

anag

emen

t sy

stem

es

tabl

ishe

d w

ell,

wor

k en

viro

nmen

t st

anda

rdis

ed

wel

l an

d or

gani

sed

and

cond

uciv

e to

inc

reas

e qu

ality

and

pr

oduc

tivi

ty.

Rem

arka

ble

achi

evem

ents

w

ere

gain

ed

draw

ing

the

pote

ntia

l of

em

ploy

ees

to

sust

ain

and

ensu

re c

ontin

ual

impr

ovem

ent

thro

ugh

full

par

tici

patio

n.

Appendix 12

67/141

(Lea

ther

Sec

tor)

No.

N

ame

of

Com

pany

Issu

es f

or I

mpr

ovem

ent

‘Ear

ly W

ins’

dur

ing

proj

ect

impl

emen

tati

on

peri

od

Bef

ore

KA

IZE

N

Aft

er K

AIZ

EN

1 08

1011

5002

614

Sear

ch ti

me

was

10

min

100

pcs

defe

ct p

er p

roce

ss

Se

arch

tim

e re

duce

d to

5 m

in

75

pcs

def

ect p

er p

roce

ss

Impr

oved

thei

r w

ork

envi

ronm

ent w

ell a

nd

crea

ted

appe

alin

g w

ork

area

thro

ugh

impl

emen

tati

on o

f 5S

and

kee

p on

see

king

co

ntin

ual c

hang

e th

roug

h K

AIZ

EN

.

(S

ourc

e: 2

nd P

hase

PP

com

pani

es r

epor

t A

naly

sed

by K

AIZ

EN

Uni

t M

embe

rs)

Appendix 12

68/141

Appendix 13

Company Name

KAIZEN progress level What is afraid to obstruct

improvement Evaluation

Metal

0810129000514

They understood the purpose and execution process of 5S. They trained all employees before starting KAIZEN activities. They established the standards for “Sort” and “Set in Order” They understood the purpose and making process of Standard Operation Sheets and studied effective layout utilising Standard Operation Sheets. They understood QCC activities and started concrete activities.

None.

5

081012900 614

They understood the purpose and execution process of 5S. They need more effort, because some of the necessary standards for “Sort” and “Set in Order” were not established yet. They understood the purpose and making process of Standard Operation Sheets and utilising it to make effective layout. They understood QCC activities and started concrete activities.

The plant manager, who understood KAIZEN activities deeply retired. KAIZEN activity is operated continuously because some of KAIZEN core team members were 4-day seminar participants. Future development after new plant manager’s arrival should be monitored.

4

0810125000314

They understood the purpose and execution process of 5S. They were able to keep 5S activities results, but need to establish the standard for “Sort” and “Set in Order”. They haven’t utilised Standard Operation Sheets. We guided them on purpose & preparation process to revise their Standard Operation Sheets. They started concrete QCC activities, and we guided them to make Standard Operation Sheets to show the points of KAIZEN accurately.

The managers did not understand fully the importance of hearing from employees who were working to improve work environment through 5S activities. They should urge to employees to participate to the activities voluntary.

3

0810125000914

They understood the purpose and execution process of 5S and maintained good work environment. They established the standards for “Sort” and “Set in Order”, but they need some more effort. They have not utilised Standard Operations Sheets. We must guide to proceed work control utilising Standard Operation Sheets. They have not developed concrete QCC activity.

Because one employee of KAIZEN core team member retired, its influence on KAIZEN activity development needs to be monitored. 4

0810143000814

They understood the purpose and execution process of 5S. They understood 5S results (good work environment) make work easy. They also understood importance of hearing employee opinions. There is a part which is not maintained 5S

KAIZEN core team understood the importance to keep work environment that makes work easy, but they prioritised requirements of increase in production than

3

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Appendix 13

5: High Probability to be Model Company 4: Possibility Model Company 3: Required Big Effort

2: Required Great Effort 1: Difficult

activity results. They understood the purpose of Standard Operation Sheets, but it is not clear how to make them. Guidance of how to make them was needed, but promoting and maintaining 5S activities required more urgent guidance attention. They performed QCC activity at the model process, but the activities have not been continuing, because the management put priority on production volume.

keeping work environment in order. They need more definite determination by management to keep work environment in good order.

0810124001004

They understood the purpose and execution process of 5S, and had intention to expand into office areas. But in response to the market's product shortage, management put priority on production volume without regard to quality improvement. KAIZEN activity results turned worse than the condition before starting it. They have not reviewed Standard Operation Sheets.

There is no need of KAIZEN unless management mind-set changes to quality –conscious mind-set. Under management’s non-quality-conscious policy, KAIZEN core team leader is not expected to make meaningful effort in KAIZEN.

2

0810124000414

They understood the purpose and execution process of 5S. Employees enjoy change in work environment. Further guidance was planned considering their efficient equipment layout, after training making Standard Operation Sheets, and then following the activities with the assistance. After management’s transfer of many workers out of the model workplaces, the KAIZEN activities were stalling.

Management transferred workers out of their model workplaces to other areas to increase production, leaving the model workplaces short staffed. Management doesn't feel the importance of continuing KAIZEN activities. KAIZEN core team makes effort to keep the activity but no support from management. If this condition continues, employee's discontent is to pile up and activities may stop, in which case resumption of KAIZEN in future is extremely difficult.

1

0810124000214

KAIZEN activities stopped after certain progress was made in understanding 5S’s purpose and process, but Standard Operation Sheets have not been made. This was caused by company’s operation ordered to be suspended in relation to imported products quality issue. No further KAIZEN activities expected currently.

Their operation is stopped by governmental demand. They don’t have time for KAIZEN activities to make countermeasure restarting operation.

2

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Appendix 13

Company Name



Textile

0810113002704

The company has very sophisticated factory established 4 years ago. They have good relations with the employees. They understood the purpose of 5S. They trained all employees before starting KAIZEN activities. They established the standards for “Sort” and “Set in Order”. They made process flowchart, layout drawing and Standard Operation Sheets. They established QCC groups, and demonstrated QCC meeting in front of the guidance team. They became ready to disseminate activities in company-wide scale.

They may need wider KAIZEN experience through dissemination process.

5

0810113003014

The company is very old and the factory is dusty. They understood the purpose of 5S. They established standards for “Sort” and “Set in Order”. They made process flowchart, layout drawing and Standard Operation Sheets. They established QCC groups and trained them. They became ready to disseminate activities in company-wide scale, but their KAIZEN experience is limited in maintenance area only.

They have some technical problems in their operation processes because all the machines are very old, and spare parts are not readily available. They should improve techniques in key processes such as oiling process, carding process and drawing process in order to defend and develop their business.

4

0810113002904

The company is very old They understood the purpose of 5S. They trained all QCC members before starting QCC activities. They established standards for “Sort” and “Set in Order”. They made process flowchart, layout drawing and Standard Operation Sheets. They established QCC groups and demonstrated QCC meeting in front of the guidance team. They became ready to disseminate activities in company-wide scale.

All the 4 attendants of the 4-day seminar left from the factory. GM was also changed. But new GM and newly organised KAIZEN core team members recovered very fast almost from scratch by studying by themselves. Their situation deserves follow-up monitoring.

3

0810113003114

The company is garment industry with typical labour-intensive processes. They understood the purpose of 5S. They established the standards for “Sort” and “Set in Order”. They made process flowchart, layout drawing and Standard Operation Sheets. They established QCC groups and demonstrated QCC meeting in front of the guidance team. They became ready to disseminate activities in company-wide scale.

The company started to introduce ISO QMS recently. Consequently, major players of KAIZEN activities were re-assigned to ISO activities. Top management appears to have lost enthusiasm in KAIZEN.

2

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Appendix 13

0810113002814

The company has long history. Because of their financial problem, no progress was made in the KAIZEN guidance. Even the plant tour was refused. They did not undertake any concrete KAIZEN activities even when homework assignments were suggested. The guidance team could not even determine if the company was operating the factory.

The company had a serious financial problem. Due to the problem, GM never appeared at the meeting with the guidance team.

1

Agro-P

rocessing

0810110001614

Established 5 years ago, the company is new in this industry. Top management is very active to introduce KAIZEN. They understood the purpose of 5S and trained all QCC members. They established standards for “Sort” and “Set in Order”. They made process flowchart, layout drawing and Standard Operation Sheets. They established QCC groups and demonstrated QCC meeting and QCC presentation for the shooting for project’s audio visual material. They became ready to disseminate activities in company-wide scale.

The company strongly supported the project’s audio visual material production with QCC activities.

5

0810110001114

The company is old but the management is active. They understood the purpose of 5S and trained QCC members. They established standards for “Sort” and “Set in Order”. They made process flowchart, layout drawing and Standard Operation Sheets. They established QCC groups and demonstrated QCC presentation in front of the guidance team. They became ready to disseminate activities in company-wide scale.

They cooperated for the project’s audio-visual production activities. They sometimes go back to old management style.

4

0810110001414

Their product requires keeping freshness and cleanliness. Therefore they mind workplace hygiene very much. They understood the purpose of 5S. They established standards for “Sort” and “Set in Order”. They made process flowchart, layout drawing and Standard Operation Sheets. They established QCC groups and demonstrated QCC presentation in front of the guidance team. But there was some miscommunication between management and QCC leaders that made activities less active. At the last meeting of guidance, however, 5 members of KAIZEN core team attended and showed strong support to KAIZEN activities. They became ready to disseminate activities to the company-wide.

A special meeting with the GM to report the weakening situation of KAIZEN activities prompted the GM to take action to activate KAIZEN activities. It was before our last visit. We believe their activities are restarted and going to better condition.

3

0810110001514

The company is part of big business group. They understood the purpose of 5S and trained QCC members on KAIZEN activities. They established standards for “Sort” and “Set in Order”. They made

After strong progress of KAIZEN activities at the beginning, their business faced a problem. Factory operation stopped about 1

2

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Appendix 13



process flowchart, layout drawing and Standard Operation Sheets. They established QCC groups and demonstrated QCC meeting in front of the guidance team.

month due to lack of order from customer. Raw material storage is empty, and products storage is full. We wonder, with the production / sales planning failure, if they can move to next step.

0810110001304

The company is rather old but the management was very strong to support KAIZEN activities. They performed the factory washing and shining up activity with all the management and employees including factory workers and office workers. They understood the purpose of 5S. They trained all employees before starting KAIZEN activities. They established standards for “Sort” and “Set in Order”. They made process flowchart, layout drawing and Standard Operation Sheets. They established QCC groups and showing good progress.

Despite their very good initial performance on KAIZEN activities, the copany stopped factory operation abruptly for almost 1 month. They suffered operating cash flow shortage in the recent 6 months, stopped direct import of shortening, and finally stopped operation. The company subsequently found a partner and resumption of operation was being planned.

2

0810110001214

The company is old and recently privatised around June 2010. They understood the purpose of 5S. They executed preparation of standards for “Sort” and “Set in Order” and process flowchart, layout drawing and Standard Operation Sheets. They established QCC groups and just started training of QCC members.

The process of privatization was still on-going with their organisation in confusion. They reassigned KAIZEN core team chairman because of management priority in dealing with the privatisation process.

1

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Appendix 13

Company Name



Chem

ical

0810120001914

They understood KAIZEN concept, and made Standard Operation Sheets and started activities for improvement (elimination of Muda). They undertook employee training with textbook in Amharic version. They started QCC activities. GM thinks KAIZEN’s productivity improvement is significant enough to stop new investment. They are ready to disseminate KAIZEN activities to entire the company, and the front-line workers of many workplaces other than the model workplaces started 5S activities voluntary.

Nothing special.

5

0810120002214

They understood KAIZEN concept, and company management (Core Team) made KAIZEN action plans, designated responsible personnel, implemented them including facility remodeling. They established QCC organisation, and undertaking QCC activities with selecting themes. They conducted employee training to front-line employees. Employee attitude is positive towards improving productivity and workload appreciate to KAIZEN activities. KAIZEN core team made KAIZEN dissemination plan in company-wide and they were implementing KAIZEN activities in turn. And already three workplaces outside of the model workplaces started 5S and further expansion is planned.

Nothing special

5

0810120001704

They understand KAIZEN concept, and get proactively involved in KAIZEN activities. They undertaking employee training in Amharic. They made Standard Operation Sheets, and took up workload reduction theme for front-line workers. They established QCC activities and regular meeting was set. They established 4 KAIZEN action plans, and assigned designated responsible personnel. They are ready got implementation under way.

Nothing special

5

0810117001804

QCC leader of model workplace has confidence to proceed KAIZEN activities. KAIZEN Core team members don’t have interest much about KAIZEN, KAIZEN core team members’ attendance became extremely poor at the guidance meetings. Company-wide dissemination is expected to be challenged.

The KAIZEN core team have very less attentions to KAIZEN activities.

3

0810122002114 KAIZEN core team members did not understand KAIZEN’s basic concepts such

Lack of experience.

3

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Appendix 13



as 5S and standardisation. 5S implementation at model workplaces was not good. KAIZEN secretary has an eagerness to implement KAIZEN activities, they might be improved their performance if KAIZEN training will be continued.

0810122002014

They implemented 5S activities at model workplace. But 5S activities is suspended. They understood little the basic standardisation concept. They trained KAIZEN to all employees but didn’t assign the activities. They explained company-wide expansion of 5S but didn’t execute at all.

KAIZEN core team understood the KAIZEN knowledge, but they recognised the lack of power to disseminate KAIZEN activities and lack of practicing ability for KAIZEN activities.

2

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Appendix 13

5: High Probability to be Model Company 4: Possibility Model Company 3: Required Big Effort 2:

Required Great Effort 1: Difficult

Company Name



Leather

0810115002614

The owner is positive towards KAIZEN. 5S activities got started but some workplaces 5S activities returned to previous situation. They made Standard Operation Sheets and then exercised elimination of MUDA. right after guidance period ended. They established QCC organisation, and they continue KAIZEN activities through QCC members. They set up dissemination plan.

Lack of understanding concept of standardisation.

3

0810115002314

They understand KAIZEN concept, and workers in model workplace have changed to positive for the activities. They worked to make Standard Operation Sheets and Standard Operation Distribution Sheet, but have not been utilised enough.

Lack of experience.

3

0810115002514

They have 2 Quality and Productivity Improvement activities, KAIZEN and Benchmarking. They have accepted Benchmarking help from the organisation and stopped KAIZEN activity.

Managerial difficulties to simultaneously coordinate KAIZEN and benchmarking activities by same of those managerial staff

1

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Appendix 14

Basic Indicators for Management of Production

Survey on the management status of basic management indicators was conducted on 20 out of

total 28 companies of pilot project participants. Responses were received from 7 companies

(response rate 35%).

1) Responses to questionnaires

(1)Quality (3)Delivery (4)Safty (6)Morale Total Average

Q1.

Def

ect R

ate

or Y

ield

C1.

Pro

duct

Cos

t(p

er u

nit p

rodu

ct)

C2.

Gro

ss P

rofi

t by

prod

uct

Ave

rage

D1.

Del

iver

y sc

hedu

le n

on-a

dher

enc

coun

t

S1.

Lab

our

inju

ry c

ount

P1.

Mac

hine

Util

isat

ion

Rat

e

P2.

Pro

duct

ion

Cap

acity

P3.

In-p

roce

ss I

nven

tory

Ave

rage

M1.

Abs

ente

e R

atio

Tot

al A

vera

ge

1-01 1 1 1 1 1 2 1 2 1 2 2 2 1.4

1-02 2 3 1 3 2 3 2 3 3 3 3 2 2.5

Average 2.0 1.0 2.0 1.5 2.5 1.5 2.5 2.0 2.5 2.3 2.0 2.0

2-01 3 2 1 1 1 3 2 3 1 3 2 1 1.9

Average 2.0 1.0 1.0 1.0 3.0 2.0 3.0 1.0 3.0 2.3 1.0 1.9

3-01 4 1 1 1 1 2 1 1 1 2 1 1 1.2

3-02 5 1 1 1 1 2 1 1 1 2 1 1 1.2

3-03 6 2 3 3 3 2 3 2 2 3 2 1 2.2

Average 1.3 1.7 1.7 1.7 2.0 1.7 1.3 1.3 2.3 1.7 1.0 1.6

4-01 7 3 1 2 2 2 1 3 2 1 2 2 1.9

Average 3.0 1.0 2.0 1.5 2.0 1.0 3.0 2.0 1.0 2.0 2.0 1.9

(2)Cost (5)Productivity

No. Company's Name

2) Histogram of responses by indicators

0%

20%

40%

60%

80%

100%

1 2 3

(6)Morale Indicators

Don't maintain Limited Workplaces Maintain for All 0%

20%

40%

60%

80%

100%

1 2 3

(5)Productivity Indicator

Don't maintain Limited Processes Maintain for All

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Appendix 14 3) Analysis and evaluation

Responses from seven companies were analysed as follows.

Results Analysis & Consideration (1) Quality Maintain for all (43%) Limited

Products (29%) Don’t maintain (29%).

Although almost half of respondents maintain quality data for all, overall level of data management in relation to quality is not high.

(2) Cost Maintain for All (71%) Limited Products (7%).

Almost 80% maintain cost data in some extent. The level of data management in terms of cost management is relatively good.

(3) Delivery Don’t maintain (29%) Without associated info (71%) Maintain for All (0%)

The level of data management in terms of delivery data is significantly low.

(4) Safety Don’t maintain (14%)Without associated info (29%) Maintain for all (57%)

The level of safety data management is relatively high. Safety management for employees is one of core requirements to maintain good workplace condition. However, 14% replies “Don’t maintain” in addition to other 29% of “without associated info”. This suggests that managements’ safety awareness is still low in some companies.

(5) Productivity Don’t maintain (33%)Limited Processes (33%) Maintain for All (33%)

The degree of data management for productivity data is not high. The background is unavailability of consecutive measurement of productivity, as well as lack of appropriate indicator to measure the productivity.

(6) Morale Don’t maintain (0%)Limited Workplaces (43%) Maintain for All (57%)

The level of data management for morale (attendance) data is relatively good. This is because employee’s wages are paid according to the number of working days.

Comprehensive evaluation

The number of companies responded to the survey on basic management indicators is only 7 companies (25%). These include companies where KAIZEN activities are well implemented. However, the level of data management for basic management indicators is still poor even at these companies having good KAIZEN practice. From the fact that many companies does not participate this survey, if the average level of data management for basic management indicators is calculated across all the pilot project companies, it would be significantly low. Among indicators, the morale (attendance) data which is the basis for wage calculation as well as the cost data which directly related to the revenue are well managed. For other indicators to be utilised for improving management capability of companies, such as the delivery data or the productivity data, the level of data management is yet need to be improved.

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Appendix 15

Morale Survey with Pilot Companies

Morale survey was conducted with both employees and managers of the pilot project companies.

Based on the outcome, each group’s morale was analysed for evaluation.

1 Morale survey to employees


(1)5S(6)Sense ofbelonging

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q114 Q15 Q16

1-01 4 2 4 4 3 4 2 2 4 1 2 3 2 3 4 41-02 3 3 4 4 4 4 3 3 4 4 4 3 3 4 5 31-03 5 4 4 4 3 4 3 4 3 3 3 4 4 4 4 4

2-01 5 2 4 2 2 4 2 1 2 3 3 1 2 3 2 22-02 4 2 3 3 2 4 2 5 3 3 3 1 2 3 2 22-03 5 2 5 3 5 5 1 1 1 2 2 1 5 2 3 52-04 5 4 4 4 3 2 4 4 4 4 5 4 4 4 5 52-05 2 NA 4 4 5 5 4 5 3 3 3 4 4 3 4 52-06 4 5 4 4 3 2 2 4 1 4 1 4 4 3 2 52-07 5 2 2 2 2 2 3 3 1 1 3 3 1 5 4 42-08 4 4 5 3 4 4 4 4 4 4 4 4 4 4 4 42-09 3 3 4 4 4 4 1 1 3 3 3 3 4 3 4 42-10 5 2 5 4 2 2 4 4 1 2 2 3 1 3 2 52-11 5 4 2 2 3 2 5 3 1 3 3 1 2 3 2 42-12 5 3 4 4 5 4 4 4 2 3 3 4 4 3 5 42-13 5 5 5 1 5 2 4 4 2 5 4 5 4 NA NA NA

3-01 3 5 2 2 2 2 3 1 4 2 2 3 3 2 3 5 2

4-01 5 4 4 4 4 4 4 4 4 2 3 5 4 5 5 54-02 5 2 4 4 2 2 1 1 1 3 3 1 1 3 4 54-03 4 NA 4 4 3 4 2 2 2 2 2 3 4 4 4 54-04 5 4 4 4 2 3 2 1 3 3 3 4 4 5 5 5

5-01 5 3 2 3 3 5 1 1 2 4 1 4 2 5 4 55-02 5 2 4 4 5 4 1 3 2 2 4 3 4 3 3 15-03 5 3 4 4 4 5 2 4 5 2 3 4 4 5 5 45-04 2 4 4 4 4 4 3 4 4 4 3 3 3 3 4 4

6-01 4 2 2 3 3 3 3 NA 4 4 4 1 3 2 3 26-02 5 2 3 2 5 3 4 4 3 1 3 4 3 4 3 46-03 5 2 3 2 4 3 4 4 3 1 3 4 3 4 3 4

7-01 5 4 4 4 3 4 2 2 3 4 2 3 3 3 4 37-02 3 4 5 3 4 5 4 4 1 1 5 5 1 5 5 57-03 5 2 4 4 3 4 3 3 2 3 2 3 3 4 4 4

8-01 3 1 1 2 2 4 1 1 2 3 3 3 2 4 4 48-02 4 4 3 2 3 3 2 3 2 1 2 3 2 3 3 28-03 4 2 4 2 3 2 1 1 2 2 1 3 2 5 3 38-04 4 4 5 5 5 4 4 4 4 5 5 4 4 5 5 59-01 5 2 1 2 3 2 3 3 1 3 3 3 2 5 5 29-02 5 4 4 5 4 4 4 5 4 5 4 4 4 4 5 49-03 5 4 4 5 4 4 4 5 4 5 4 4 4 4 5 49-04 4 3 4 4 3 2 3 4 3 3 4 4 3 4 4 4

10-01 5 2 2 2 2 3 1 1 1 1 1 2 3 5 1 110-02 4 2 3 1 2 5 1 1 1 3 1 3 2 4 2 310-03 4 2 4 2 2 4 1 1 1 1 2 3 2 4 2 210-04 1 2 1 1 1 2 1 1 2 1 1 2 2 1 2 211-01 5 5 4 4 4 4 4 4 4 4 4 5 5 5 5 511-02 4 3 3 4 3 3 3 4 2 3 3 4 3 3 2 211-03 5 NA 4 4 3 5 1 1 3 2 3 4 3 4 4 512-01 4 2 3 2 2 2 2 3 4 2 1 3 4 2 3 412-02 2 4 4 4 1 4 1 1 NA 5 4 5 1 3 NA 412-03 4 2 2 2 3 1 1 2 1 1 3 3 1 3 2 112-04 5 2 2 2 2 2 2 2 3 1 2 3 3 5 2 2

13-01 5 4 5 4 5 5 3 3 3 4 5 4 5 5 5 413-02 4 5 5 4 5 5 3 3 3 4 3 4 5 4 5 4

14-01 4 5 4 3 2 5 3 3 4 4 3 3 3 3 3 414-02 5 2 4 3 3 3 3 3 2 1 3 3 4 3 4 514-03 4 4 4 4 4 3 4 4 3 3 3 4 3 4 4 4

15-01 5 2 2 2 3 2 3 4 1 1 3 3 2 5 4 115-02 4 5 4 4 5 5 4 4 4 1 4 3 4 5 5 5

16-01 5 4 4 4 4 3 1 1 2 2 3 5 2 5 5 516-02 5 4 4 4 4 4 1 1 4 2 3 4 1 3 4 216-03 5 4 3 4 2 2 1 1 3 3 3 4 3 1 4 516-04 5 4 3 4 2 2 1 1 3 3 3 5 1 2 4 5

11

2

(3)Training

15

13

14

8

16

9

10

(2)Human Relations

12

(5)Objectives Management

4

5

6

7

Company Name(4)Wagees　Evaluation

1

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Appendix 15

2) Histogram of responses by elements

Morale Survey for Employee Histgram Feb/'11All sector

0%

10%

20%

30%

40%

50%

1 2 3 4 5

(6)Sense of

0%

10%

20%

30%

40%

50%

1 2 3 4 5

(4)Wagees Evaluation

0%

10%

20%

30%

40%

50%

1 2 3 4 5

(3)Training

0%

10%

20%

30%

40%

50%

1 2 3 4 5

(2)Human Relations

0%

10%

20%

30%

40%

50%

60%

1 2 3 4 5

(1)5S

0%

10%

20%

30%

40%

50%

1 2 3 4 5

(5)Objectives Management Belonging

Note 1：Not Reality 2：Maybe to some extent 3: More or Less reasonably4: Good 5: Excellent

3) Radar charts by sector

0%

20%

40%

60%

80%

100%

(1)5S

(2)Human Relations

(3)Training



(6)Sense ofbelonging

Metal

Agro

Textile

Chemical

Remarks: No much difference is seen among different sectors at employee level.

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Appendix 15

4) Analysis and evaluation

Morale survey was conducted with 61 employees from 16 pilot project companies. Based on

the outcome, employee’s morale in terms of 5S, Human Resources and Organisation was

analysed for evaluation.

Questions Results Analysis & Consideration (1) 5S Very good (56%)

Good in model workplace (31%)

Among all employees, 87% of them positively evaluate their degree of 5S practical implementation.

(2) Human Relations

Good (39%) not good (27%)

Employees’ opinion varies among companies. It indicates some companies prepared good working environment based on mutual trust with employees but others does not.

(3) Training Not really (31%)Good (31%) Somewhat OK (12%) Reasonable (22%)

Training is not sufficiently conducted for employees at most of companies. Companies should focus on employee training in future.

(4) Wages Evaluation

More or less reasonable (35%) Not really (19%) Maybe to some extent (20%) Very fairly done (5%) Mostly properly done (21%)

Among all employees, 20% complain about imbalances between workload and wages while 26% expressed their contentment. Overall, employees who are not satisfied occupied major part.

(5) Objectives Management

Well managed (33%)Very well managed (18%) Not at all and to some extent (20%)

Among all employees, 50% are satisfied with the current objectives management, while only half of them express their concern. Therefore, the objectives are well managed.

(6) Sense of Belonging

Work at least for some time (37%) Work for a long time (32%) May leave for another chance (18%)

Most of employees want to work for the company where they’re currently working for. However, some are flexible to change the workplace for better chance.

Comprehensive Evaluation

Most of employees expressed their satisfaction for the KAIZEN activity, especially for 5S introduced by the pilot project. The survey reveals employee’s high degree of sense of belonging to their companies. However, considering the current labor market in Ethiopia, their sense of belonging may come from lack of alternative selection.

81/141

Appendix 15

2. Morale survey to mangers


Morale Survey answer for Manegers

(1)5S (6)Objectives Managem

Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q114 Q15 Q16 Q17

1-01 2 3 1 2 1 1 1 2 4 2 1 4 3 2 2 4 21-02 4 5 5 4 5 5 5 5 5 4 5 4 4 5 2 4 4

2-01 5 4 3 5 5 5 3 5 5 5 4 NA NA NA NA NA NA2-02 4 4 4 4 4 4 4 4 4 4 4 NA NA NA NA NA NA2-03 4 4 3 4 3 4 4 3 3 4 3 NA NA NA NA NA NA

3-01 3 5 5 5 3 4 4 3 4 4 4 4 5 5 4 NA NA NA

4-01 4 4 3 2 4 2 4 2 5 4 3 3 4 2 2 2 4 3

5-01 2 3 4 4 4 3 1 3 2 2 3 2 NA 2 3 4 35-02 2 4 4 5 2 4 2 2 NA 3 2 NA NA NA 5 2 35-03 4 4 4 4 5 4 3 4 4 4 4 3 4 3 4 2 4

6-01 2 4 3 3 3 2 2 3 1 2 1 2 2 2 2 1 26-02 4 2 2 3 3 3 2 1 1 3 2 NA NA 2 4 NA NA6-03 4 3 4 3 3 3 2 2 2 3 3 1 2 1 3 2 46-04 4 2 4 4 2 2 1 2 3 4 5 1 1 1 5 5 4

7-01 2 3 5 3 3 2 2 2 4 NA 4 3 4 4 2 3 37-02 4 4 4 4 4 3 2 4 3 3 4 2 4 4 5 4 37-03 4 3 4 3 3 1 3 3 4 4 5 2 4 3 5 4 57-04 4 3 3 2 4 2 2 2 3 3 4 2 3 2 4 3 37-05 4 2 2 2 3 3 2 2 NA NA NA NA NA NA NA NA NA

8-01 4 4 4 4 NA 4 2 NA 3 4 3 NA 3 2 3 4 38-02 5 5 3 4 3 3 2 4 3 4 1 NA NA NA 5 NA NA8-03 4 NA 2 2 NA 4 2 2 2 3 2 1 1 1 3 1 3

9-01 5 4 3 3 4 4 3 4 3 4 4 4 5 3 4 3 49-02 5 5 4 4 4 3 2 4 2 3 4 4 5 3 5 4 59-03 5 3 4 4 4 4 3 3 3 4 4 4 5 4 3 4 49-04 2 3 3 4 3 4 2 4 4 4 4 4 5 4 4 4 3

10-01 5 5 3 2 2 1 1 2 2 1 2 1 3 3 5 1 310-02 5 2 4 3 5 1 2 1 1 2 3 1 3 3 5 1 310-03 4 2 4 2 5 1 2 1 2 1 2 1 3 2 2 1 1

11-01 11 2 3 4 4 4 4 2 2 2 2 2 3 5 4 4 4 4

12-01 4 5 3 4 5 3 3 3 3 4 4 3 5 3 4 5 412-02 4 2 2 3 4 2 1 3 2 1 3 5 5 4 3 4 412-03 2 2 1 2 4 2 1 2 1 2 2 3 5 4 3 4 4

13-01 4 5 5 5 5 5 3 4 3 5 5 5 5 4 4 5 313-02 4 4 4 4 4 4 2 2 3 5 2 5 5 4 5 5 5

14-01 5 4 4 5 5 4 1 1 2 2 4 3 5 4 5 5 414-02 4 3 5 3 4 2 2 2 4 3 3 5 3 3 4 1 414-03 4 3 5 3 4 2 2 2 4 3 3 5 3 3 5 1 4

15-01 5 5 3 3 5 5 2 2 2 4 3 3 5 2 5 2 315-02 2 5 3 5 5 5 2 4 3 4 4 3 4 1 5 2 215-03 4 3 4 4 4 3 3 4 4 3 3 4 4 3 4 4 5

16-01 4 3 2 2 3 1 1 2 3 2 3 2 2 1 2 2 316-02 5 3 4 4 4 4 2 2 3 2 2 3 5 3 4 5 5

1

2

All sector

10

12

13

9

14

15

16

Company's Name(2)Human Relations (3)Training

5

7

8

6

(4)Wagees Evaluation(7)Furnishing management

data(5)Planning

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Appendix 15

2) Histogram of responses by elements

All Sector Morale Survey for Manage　

0%

10%

20%

30%

40%

50%

1 2 3 4 5

(7)Furnishing management data

0%

10%

20%

30%

40%

50%

1 2 3 4 5


0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

1 2 3 4 5

(3)Training

0%

10%

20%

30%

40%

50%

1 2 3 4 5

(2)Human Relations

0%

10%

20%

30%

40%

50%

60%

1 2 3 4 5

(1)5S

0%

10%

20%

30%

40%

50%

1 2 3 4 5

(5)Planning

0%

10%

20%

30%

40%

50%

1 2 3 4 5


Note 1：Not Realoty 2：Maybe to some extent 3: More or Less reasonably4: Good 5: Excellent

3) Radar chart by sector

0%

20%

40%

60%

80%

100%

(1)5S

(2)Human Relations

(3)Training

(4)Wagees Evaluation(5)Planning


(7)Furnishing management data

Metal

Agro

Textile

Chemical

Remarks: Substantial variances were revealed among sectors at manager level.

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Appendix 15

4) Analysis and evaluation

Morale survey was conducted with 43 managers from 16 pilot project companies. Based on

the outcome, manager’s morale in terms of 5S, Human Resources and Organisation was

analysed for evaluation.

Questions Results Analysis & Consideration (1) 5S Good in model workplace

(56%) Very good (26%)

Among manager, 79% of them positively evaluate their degree of 5S practical implementation.

(2) Human Relations

Good (37%) Reasonably good (27%) Excellent (17%)

Most of managers (81%) believe the mutual relationship and good working environment in their companies.

(3) Training Not quite enough (47%)Not really (14%) Good (15%) Excellent (5%)

Among managers, 61% of them negatively replied while 20% is positive. The KAIZEN activities in companies having training system results achievement. Therefore, the establishment of training system would be very effective to activate KAIZEN activities.

(4) Wages Evaluation

Mostly properly done (35%)Maybe to some extent (30%) Very fairly done (7%)

Among manager, 69% of them replied that they evaluated and determined properly employee’s wages.

(5) Planning Very well managed (29%)Well managed (21%) To some extent (24%)

Among managers, total 74% conducts the planning while 11% replies “not at all” which result the wide gap among companies.

(6) Objectives Management

Good (29%) Excellent (19%) More or less reasonably (24%) Not at all or to some extent (28%)

Total 72% of managers replied positively while only 28% of them responded negatively. The objective management is so far well managed.

(7) Furnishing management data

Good (38%) More or less reasonably (24%) Excellent (5%) Not at all or to some extent (13%) Not really (11%)

Most of managers (77%) replied that they furnish management data well while 23% of them don't. There is a wide gap among companies. Especially, Agro sector is poor in furnishing management data compare to other sectors. Further, Japanese consultants recognised the poor administration of management data in companies through other means of inspection. Therefore, the evaluation of this indicator by companies may not be adequate.

Comprehensive Evaluation

Most of managers express their satisfaction for the KAIZEN activity, especially for 5S introduced by the pilot project.

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appendices - jicaopen_jicareport.jica.go.jp/pdf/12037966_02.pdf · appendix 23: signed m/m on...

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