Apply 3S

Information sheet
Level 1
Contents
1. Kaizen Basics
1.1 Definition of kaizen
1.2 The Origin of Kaizen
1.3 The Dissemination of Kaizen in Ethiopia
1.4 Kaizen pillars
1.5 Kaizen targets or elements
1.6 Wastes/‘Muda’
2. 5S Basics
2.1 Sort
2.2 Set in order
2.3 Shine
3. Junior Kaizen Promotion Team (KPT)
1. Kaizen Basics
1.1 Definition of Kaizen

改 (Kai): Change, alter

善 (zen): better, right

KAIZEN means “Change for better.”

KAIZEN is a Japanese business philosophy that

assumes our way of life – be it our working life,
our social life, or our home life – should focus
on continual improvement efforts.
(Masaaki Imai, 1997; “GEMBA KAIZEN”)
3
Kaizen = Continuous improvement

4
1.1 Definition of Kaizen cont’d…..

• KAIZEN is “a Japanese business philosophy of

continuous improvement of working practices,
personal efficiency, etc.”
(Oxford Dictionary)

5
1.1 Definition of Kaizen cont’d…..

“Kaizen is not just a management technique but a

philosophy which instructs how a human should
conduct his or her life. Kaizen focuses on how
people conduct their work. It shows how management
and workers can change their mindset together to
improve their productivity”. (Masaaki Imai, 1997)

5
The Ethiopia KAIZEN Institute developed its own
working definition as follows:

"KAIZEN is a philosophy of continual, participatory

and self-disciplined innovation management
having its own integrated systems and problem
solving tools, implemented with the highest level of
commitments at all levels of owners, leaders and
employees through enhancing their absorptive
capability step by step aiming at creating new and
advanced corporate culture to catch-up and attain
world class competitiveness".
7
1.2 The Origin of Kaizen

Kaizen developed and spread in Japan and later to

the world in four phases.
Phase I- 1950s (end of world war II):

Low quality and low price. Japanese industrials & academicians – QC techniques
of America & learned. The Union of Japanese Scientists and Engineers (JUSE)
1946 & Japan productivity Center (JPC) 1955, to disseminate American Scientific
QC (from Dr. W. Edwards Deming - a US statistician and consultant). Deming
Prize 951 in JUSE, awarded November Quality Month). This raised the QC
level in Japan.

Phase 2- 1970s -180s small and medium sized companies. The number
of QCC in increased.

Phase 3- mid 1980s, Japanese firms abroad. Most Japanese enterprises

are now endowed with world-leading capability.

7
1.2 The Origin of Kaizen cont’d…..

Fourth phase- to developing regions in Latin America &

Eastern Europe including Africa (mainly in Sub-Saharan
Africa). Kaizen through Imai’s book 1986, ‘Kaizen: The Key
to Japan’s Competitive Success’.

Cambridge Research
Institute President.

9
1.2 The Origin of Kaizen cont’d…..

JICA has also offered assistance for KAIZEN to many

developing countries.

• JICA’s assistance with Kaizen started in Asian

countries like Singapore in 1983 then in Malaysia,
Philippines, Thailand, Indonesia and Vietnam.

• In Latin America countries like Costa Rica, Chile,

Argentina, Paraguay, Brazil and Mexico.

• In Eastern European Countries like Poland, Hungary,

Baltic countries(Estonia, Latvia, Lithuania), Armenia,
Bosnia Herzegovina, and Serbia.

10
5S in Indonesia

Clarification of
Inspection tools in
safety passages
good order with
name plates

Visual Control
Board
Source: Homma, T.
(2001)
11
1.3 The Dissemination of Kaizen in Ethiopia

JICA KAIZEN Assistance in Africa

,
Egypt, Tunisia, Ethiopia Kenya, Zambia, Ghana,
Tanzania, …
July 2008 - Initiative for Policy
Dialogue (IPD) ,request to government
of Japan.
June 4, 2009 - agreement was signed.
October 26, 2009 – a pilot project
started.

Project team - Kaizen Unit (KU) / MoI & JICA expert

team
Project Period - October 2009 – May 2011
Pilot companies – 30 companies
Project Area – Addis Ababa & its vicinity.

The Late PM Meles Zenawi

Ethiopian Kaizen Institute (EKI)
established under MoI in 2011.
12
1.4 kaizen pillars

“It is a unifying thread running

through the philosophy, the
systems, and problem solving
tools developed in Japan over the
last 30 years”
Masaaki Imai
1.4 kaizen pillars cont’d…..

As a
philosophy Kaizen Kaizen
systems tools

14
1st Pillar - KAIZEN AS A PHILOSOPHY
cont’d…..

• KAIZEN is a philosophy of continuous

undertaking by an organization to
improve its activities and processes with
the goal to always improve quality and
productivity so that the organisation can
meet full customer satisfaction.
KAIZEN AS A PHILOSOPHY cont’d…..

Characteristics of KAIZEN
1. Continuity
2. Participatory approach
3. Accumulation of small improvements
4. Improvement without a large amount of
investment
5. Widely Applicable (manufacturing,
service, public or non-profit
organizations).

16
KAIZEN AS A PHILOSOPHY cont’d…..

1. Continuity
KAIZEN is a dynamic activity in revolving cycles of
PDCA, (Plan, Do, Check and Act).

17
KAIZEN AS A PHILOSOPHY cont’d…..

2. Design 3. Do
(Plan)
1. Customer
Needs

5. Improve 4. Feedback
Meeting Customer Needs: (Act) (Check)
• Internal/External
• Shareholders
• Employees
• Community
KAIZEN AS A PHILOSOPHY cont’d…..
2. Participatory Approach

Kaizen Core Team

Cross functional
Cross
Division 1 Division 2 Division 3 organization
functional
organization
QCC 1
QCC 2
QCC 3

QCC
QCC
QCC
QCC

19
KAIZEN AS A PHILOSOPHY cont’d…..

• KAIZEN can be built in and run with an

integrated and company-wide approach
through the collaboration of all the levels of
the organisation that are top management,
middle managers and front-line employees.

• Commitment , genuine participation and

motivation of all the three actors are critical
factors.
Illustrative Diagram of KAIZEN Dissemination and Institutionalisation

A workplace, the A workplace, the

processes in processes in
which many which relatively
large number of
materials are
workers are
handled. involved.
KAIZEN AS A PHILOSOPHY cont’d…..
3. Accumulation of Small Improvements
• “Accumulation of a small dust builds a mountain”.

4. Improvement without a large amount of

money
• Waste elimination may not require investment or it
requires little investment.
• Introduction of 5S may need only a little investment

5. Widely Applicable
• manufacturing activities, business activities, and life
in general.

22
KAIZEN AS A PHILOSOPHY cont’d…..
Requisites of Kaizen
Knowledge of Kaizen concepts and
techniques.
Attitude with positive thinking
Involvement of all from top management
to front-line workers.
Zealous support for Kaizen.
Education about Kaizen (training).
Never-ending Kaizen activity.

23
KAIZEN AS A PHILOSOPHY cont’d…..
Why Kaizen is Necessary?
At Company Level
Objectives of Seeking Profits &
the Company customer satisfaction

Elimination of Waste

Quality Improvement
Training
for the Employees Cost Reduction

Delivery Time

Profits

Continuity
of the Company

Higher Level of Living Conditions of Employees

24
KAIZEN AS A PHILOSOPHY cont’d…..
Why Kaizen is Necessary?
At National level

Increase in profit
Enhancement in
competitiveness
Increase in wage
Job generation
Increase in payable tax → Contribution to
National finance

National Growth
25
KAIZEN AS A PHILOSOPHY cont’d…..

Why Kaizen is Necessary?

 Make optimal use of peoples’ skills

 Reduce overall cost
 Maintain high quality (or improve quality)
 Reduce or eliminate wastes (MUDA)
 Improve productivity
 Improve Safety
 Shorten lead time & improve delivery time
 Improve space utilization etc

26
KAIZEN AS A PHILOSOPHY cont’d…..
Guiding Principles of Kaizen

• Participation of front-line workers

• Focus on the improvements of workplace/Gemba
• Practicing kaizen that lead to a corporate culture.
• Kaizen fosters process as well as result oriented

thinking.
• Speak with data - collect, verify and analyze data.

Put quality first even than cost and delivery.

• Bottom-up approach.
• Top management commitment.
• Learning process and customization
• Customer satisfaction
The 2nd Pillar -KAIZEN Systems

• Toyota Production System

• Total Productive Maintenance
• Total Quality Control (TQC)
• Total Quality Management System
• Suggestion system
The 3rd Pillar- Kaizen Tools
These are kaizen implementation methods and technical
tools. By basing on kaizen philosophy and through
following kaizen systems, these tools can bring
continuous improvement.
1.5 Kaizen targets or elements

• P – Productivity
• Q – Quality
• C – Cost
-Customer satisfaction
• D – Delivery time -Success of the organisation
• S – Safety
• M – Moral
• E – Environment
• G – Gender Equality
30
1.6 Wastes/‘Muda’

Over Production
Motion
7 types of
Transportation
Wastes by Toyota
Company

Inventory
Waiting

Defect Making
Over Processing
01-31
2. 5S Basics
2.1 What is 5S ?
Objectives of 5S
Create a safe workplace
Create a comfortable workplace
Create an efficient workplace

2.2 The five pillars of 5S

32
“5S” in many languages

Source: JICA’s World No.28 (2010) 33

2.3 Benefits of 5S
• Makes your workplace safer, cleaner and
more pleasant place to work.
• Makes your job more satisfying.
• Makes communicate with co-workers easier.
• Decreases and makes defects zero that
brings higher quality
• Eliminates waste that reduces cost
• Avoids delays and bring reliable delivery
• Increases safety by decreasing accidents
• Increases productivity by decreasing
breakdown
• Reduces complaint and brings greater
confidence and trust
34
5S in a TVET College
Before After
5S in a TVET College cont…
Before After
2.4 Stages of 5S implementation
The three stages of implementing 5S are:
• Planning
• Implementation
• Sustaining
Planning Stage
Steps for planning
1. Kaizen Team organizational structure.
2. Recognition of current condition
3. Deciding activity range
4. Goal setting
5. Planning stage
6. Budgeting
7. Kick-off

38
Planning Stage
1. Kaizen Team Organizational Structure

Dean

Kaizen core team

Facilitators

Kaizen Promotion team Kaizen Promotion team Kaizen Promotion team Kaizen Promotion team
(leader, members) (leader, members) (leader, members) (leader, members)

01-39
Planning Stage
Duties of the Core Team

 Prepare over all 5S implementation plan at the

TVET level.
 Follow up 5S activities in the TVET.

Perform any other 5S related activities.

Organize Training

01-40
Duties of facilitators
• Follow up the activities of each KPT’s
activities.
• Collect information about the KPTs and
report to the core team.
• Gather all the plans, reports and results of
all KPTs and document them.
• Consult KPTs.
• Distributes all Kaizen formats to the KPTs.
• Assist all KPTs any activities related to kaizen.

01-41
Planning Stage
2. Recognition of current condition
Before starting implementation collect data using both:-
 byusing 5S Checklist
 Photography (Next page)

42
Planning Stage
Photography 　
(1) Fixed-point Observation Type
Fix the location of the camera
and do photo shoots at the same
place both before and after
KAIZEN.

Before KAIZEN After KAIZEN

43
Planning Stage
(2) Random Type

44
Planning Stage
3. Decide Activity range

Limiting Institution
to Shop wide

Limiting to
Selecting
Admin.
model shops
Division

Limiting
to group Others

Variety of Alternatives
45
Planning Stage
Decide 5S promotion blocks.
Sample

Block B Block C
Block A

Block D

Block E
Block F

46
Planning Stage
4. Goal setting
1
Recognition
Of
Of current 22
condition

Evaluation
Evaluation
33

Setting goal 4

Post

47
Planning Stage
5. Planning
Overall promotion plan

48
Planning Stage
Training plan

49
Planning Stage
6. Budgeting
It is necessary to prepare a budget for 5S activity because it costs
money.

50
Planning Stage

7. Kick-off (Declaration of 5S activity)

Inform all Assemble all

employees employees
of kick-off

Kick-off
Explain
the activity Declare
the policy

51
Implementation Stage

There are procedures for implementation of each

of the pillars of 5S .

Factors important for successful 5S

implementation.
• Continued commitment and support by top
management.
• 5S starts with education and training.
• There are no observers in 5S, everyone
participates.
• Repeat the 5S cycle in order to achieve a higher
standard.
•  
Sustaining stage

• This stage means performing the

activities repeatedly and patiently in
order to sustain 5S activity.

• There are different 5S sustaining

techniques.

• Success of 5S depends on supervisor’s

ability to sustain the gains acquired
from 5S activity.
1. Sort
 Remove all items from the workplace
that are not needed for current
production or administrative operation.
 Keep “only what is needed,
only in the amount needed,
& only when it is needed”.
Red Tag Discard
No Tag
Keep it

54
Why Sort is important?
 Space, time, money,
energy and other
resources can be
managed and used
most effectively.
 Problem and
annoyances in the
work flow are
reduced.
 Communication
between employees is
improved.
 Product quality and
Productivity is
enhanced.
55
Implementing Sort Activity
Procedure For Sort Activity
Preparation

Necessary items Unnecessary items

Making a Shop Stock List Red Tag Strategy

Quantification Evaluation of unnecessary items

Shine Activity In parallel Disposal of unnecessary items

Shine Activity In parallel

Set-In-Order activity
Set-In-Order activity
56
Plan for sort activity
• Sort activity plan sheet (sample)
Recording all items in the work area

A sample format
Stock List (necessary items)

59
Unnecessary Items List

60
Red tag strategy
Red-tagging means putting red tags on items in the
factory or workshop that need to be evaluated as
being necessary or unnecessary.

An item with red tag is asking three questions;

Is this item needed?
If it is needed, is it needed in this quantity?
If it is needed, does it need to be located here?

Red tag item is subject to;

Hold in a “Red Tag Holding Area” for certain
time period to see whether they are needed.
Disposed off.
Relocated.
Left exactly where they are.
Red Tag Sample
　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　No.
　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　
Red Tag
Name of applicant: Date
Name of item: Quantity:
Part No.:
Location:
Classification
□1.Material　　□2. Part　　　□3. Inventory in-process　　　□4.Product　　　
□5.Equipment/facilities □6.Cutting tool　　　□7.Jig　　□8.Fixing　　
□9.Others

A: Reason for item of 1 to 4

□a. Miscalculation/mistakes in sales/production plan　□b. Order cancellation
□c. Design/specification change　　　　 □d. Design error
□e. Order error　　　　　　　　　　　　　　 　□f. Receipt error (Insufficient
inspection)
□g. Machining error　　　　　　　　　　　　 □h. Assembly error
□ i. Obsolescence, Long time storage □j. Others
B: Reason for item of 5 to 9
□k. Ageing □l. Out of order
□m. No longer applicable □n. Others
62
Red Tag Sample

Front Back
63
Red tag Holding
Areas
Holding Area

64
Example of Red Tag Items

Obsolete
equipment

Unused machinery or
equipment

Doubtful item

65
Red Tagging Procedure
1. Sort necessary and unnecessary items.
2. Decide Red tag Holding Areas.
3. Attach red tag to unnecessary items.
4. Taking unnecessary things to “Red tag Holding
Areas”.
5. Decision Making
6. List all unnecessary things using the Unused
Article List.
7. Listing all necessary things in the Shop Stock List.
5’s game
33
87 45

27 9
3

72
69
30 24 51

57
60
48

78

18
54
6

63
36
12

15
21
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75

90

81
39
84
66 65

77
68
29
62

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86
80
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0 23 89
44

35
56
83 2

8
32
0
17
47
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5

26
59 71
11

14

55 49 31

34
7

61
52
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40
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58 76 14
22

73

88
85
1

82

3
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67 13

25
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46
37

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33
45

27 9
30 24

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36
48

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15
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21

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29 2
5

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20 23 44

35
8
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11

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49 31

34
7
40
6
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22
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3
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33
45

27 9
30 24

3
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6

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12
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42
29 2
5

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20 23 44

35
8
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10 14
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37
Numbers from 1 to 49
1
2 3 4 5 6 7 8 9

11 12 13 14 15 16 17 18 19 20
21 22 23 24 25 27 28 29 30

31 32 33 34 35
36 37 38 39 40

41 42 43 44 45 46
47 48 49
2. Set-In-Order
 Arranging needed items in the way
easy to use and labeling them so that
easy to find and put back (visual
management).

72
2. Set in order cont…
Set-in-order is important because it
eliminates:
 time spent searching for an item
 motion wastes
 difficulty returning item to its original
place
 excess inventory
 reduce damage
 safety

73
Implementing Set in order

Procedure for Set-In-Order Activity

Set targets for Set-In-Order Activity

Decision of location, Storage, Indication method

Preparation of tools for Set-In-Order Activity

Decision of schedule and work allocation

Implementation of Set-In-Order

74
Implementing Set in order cont…

Plan for set in order

 Set in order activity plan sheet (sample)
2. Set in order cont…

 There are two strategies corresponding to set-in-

order:

1. Visual Control
2. Motion Economy

76
2. Set in order cont…
1. Visual Control Strategy
 A visual control is any communication technique
used in the work environment that tells us at a
glance how work should be done.
 We can implement standardization in such a way
that all standards are identified by visual control.

77
2. Set in order cont…
Visual Control Techniques
 common visual control techniques;
1. Signboard strategy
2. Painting strategy
3. Color-code strategy
4. Outlining strategy
5. Visual Management Board (Kaizen
board) Strategy

78
2. Set in order cont…
1. Signboard strategy
Signboards are used to identify what, where and
how many.
There are three types of signboards:
• Location indicator
• Item indicator
• Amount indicator

79
2. Set in order cont…
2. Painting strategy
It is a method for identifying locations on floors and
walk ways.

80
TVET Organization
2. Set in order cont…
Indication of pathways
Path way improvement in Indonesia
2. Set in order cont…
3. Color-Coding strategy

84
•Matching labels
•Color identification

OFF OFF OFF OFF

•Matching labels
•Color identification
2. Set in order cont…
4. Outlining strategy

87
Tools board

01-88
5. Visual Management Board (Kaizen board) Strategy

Importance of Kaizen Board

•Continuous Kaizen activity in a company.
•Participation of all employees through Suggestion
system.
•Employees including management to know about
Kaizen performance. and production plans and
performance. 01-89
5. Visual Management Board (Kaizen board)

90
5. Visual Management Board (Kaizen board) cont’d…

The size of a Kaizen board - 2 times a flip chart paper.

2. Set in order cont…
2. Motion Economy Strategy
 The process of removing motion waste By locating
items in the best location possible.

Even more important than removing motion

waste is asking “why it occurred in the first
place?”.

92
Implement Motion Economy
Below are three examples of elimination motion
waste:
 Keep frequently needed items close to you and
seldom needed items away. Frequently needed
items are arranged for easy retrieval ergonomically.
 Keep the processes close to each other and eliminate
zig-zag motion between them.

93
የኢትዮጵያ ከይዘን ኢንስቲትዩት 94
Remember: 30 Second
Rule Tool Box
Set-In-Order - Decision of location and method
• First In First Out FIFO
• Setting Set-In-Order Rule
• Visual management

01-96
*Set-In-Order -Decision of display method
Standards for indication of fixed posation
*Set-In-Order -Decision of display method
Example ...
fixed position Indications
*Set-In-Order – Preparation Of Tools

99
Which is easy for right-handed to use?

At grabbing each one, we need to Grabbing a sponge with right

change angle of wrists. hand, we make the stain go away
soon.

100
3. Shine

101
What is Shine?
 Shine means keep everything swept and clean.
 Shine is a way to keep everything in top condition
so, when someone needs to use something, it is
ready to be used.
 When Shine, we can’t avoid inspecting the item at
the same time. Therefore Shine and Inspect come
together.

102
Benefits of Shine
 Clean and comfortable workplace.
 Increase visibility to defects when it occurs.
 Helps to maintain safer workplace.
 Good working environment increase morale.
 Early detection of machinery and equipment
failure.

103
Implementing Shine Activity
Determine shine target area

Determine shine assignments

Determine shine methods

Preparing proper tools for shine

Start to shine

104
Implementing Shine Activity cont’d…..
Plan for shine activities
Step 1: Determine shine target areas
1. Demarcation for each team.
2. Who is responsible for each block.

Sample
Production
Block A

RM
Material Finished
Machining Packing
Block
Block Block Block B YYYY
Painting
Goods
Block
Block A

Production
Block B
Carrying-in route
for materials
Stock Room YYYY
Maintenance
Sales Block XXXX Shipping
Warehouse Machining
Block 1 Block
Block B
Block Block
Admin. & Accounting Rest Room
Block
Production
Block
Step 2: Determine Shine Assignments
A 5S schedule should include:
1. Who is responsible
2. Which area
3. Which days and time

107
Step 2: Determine Shine Assignments Cont…
Eg. Shine schedule
Type of cleaning Time Frequency (timing) Responsibility

Minor operation
Daily cleaning 5 – 10 min. before/after working Team A, Team B
hour at each shop

Weekly cleaning 15 – 30 min. Weekend Mr. X and Mr. Y

Monthly cleaning 30 – 60 min. End of month All employee

General cleaning several 2 – 4 hrs.

Before consecutive All employee
times a year holidays

In case of necessity for

Location which is not easy to
clean
1 – 2 days assistance request to Team C
other division
Step 3: Determine Shine Methods
• Choosing targets and tools:- define what will be cleaned
in each area and what supplies and equipment will be
used
• Perform the five minute shine:- cleaning should be
practiced daily and should not require a lot time.
• Creating standards for shine procedure:- people needs
to know what kinds of procedure to follow in order to use
their time efficiently; Otherwise, they are likely to spend
most of their time getting ready to clean.

109
Step 3: Determine shine methods cont…
Developing Inspecting methods

Visual sense
Tactile sense
• dirt • Heat
• Breakage • Overcooling
• Missing parts • Bolt/nut loosening
• Oil leakage
• Water leakage

Smell sense Hearing sense

• Abnormal odor • Abnormal sound
111
Start to shine

112
Quality Control Circle
(QCC)

Kaizen Promotion Team

(KPT)
Remember!
-Kaizen is a continuous
improvement through
workers participation.
What are QC Circles?

• QC Circles are small groups consisting of

front-line employees who continually and
collectively find a problem and discuss on
alternative remedies to control and improve
the quality of their work, products and
services.
cont’d….
 The members are from the same section that do
the same type of job in order to have common
understanding of problems and all members
participation.
Basics of QC Circle Activity
 3-10 members
 Has a Leader and Secretary. Leaders can be from
supervisor or leading person in the workplace.
 Regular meeting - once every week for 30 minutes
to 1 hour.
 QCC have to do continuous improvement activities
by tapping members creativity.
 All members participation is required in QCCs.
 QCCs solve problems autonomously related to
workplace such as: quality, cost, morale and
safety, etc.
 QCCs use several kaizen tools like QC 7 tools
(Pareto diagram, Fishbone diagram etc), 5S,
Brainstorming, Why-Why Approach, 5W1H etc.
 There should be Coordination between QC circles.
Kaizen team members

Mr. Cheru Dubale Mr.Zewudu Abebe

chairman Secretary

Mr. Solomon Mr. Gebeyehu Mr. Shifa Mr. moges

Aims of QCC Activities
 To develop members capabilities.

 To make the workplace more pleasant, vital and

satisfying.
 To improve customer satisfaction and contribute to

society.
 To create good workers relationship or team spirit

through close discussion.

 To develop recognition of importance of work and raise

responsibility.
 To establish discipline in workplace and do proper work

by reducing mistakes.
Activities of QC Circle
Managing the
Learning work Solving
place(workplace problems at
through QC
rules, the work
Circle. standards, places.
5s…)
The Principles of KPT
• Every job is capable of being improved.
• People do not resist change, they resist being externally
changed.
• Every employee is capable of attaining excellence in his
work & the basic ability to improve the job.
• People like to improve their job and derive satisfaction out
of it provided they are involved through human touch,
recognition & reward.
• People like to participate in groups and crave for attention.
• People have integrity and can be highly creative.
• A man who does the job knows best about the job at least
they know the problems of the job.
Stages of KPT by EKI
1) Junior KPT – implements 1st level Kaizen (basics of Kaizen,
organizing KPT, 5S, Muda elimination tools).

2) Medium level KPT - implement the 2nd level Kaizen (TQC, SOP,
IE techniques, 7QC Tools & QC Story line).

3) High level KPTs – implement the 3rd level Kaizen (TPS, TPM,
TQM, Value Engineering & Value Stream Mapping, IE techniques,
policy deployment and more complex analytical tools and skills).

4) Lead KPT - implement the 4th level of Kaizen like advanced

management system, principles, models and innovations based
on accumulated experiences and best practices.
QC Circle Introduction Process
1. Declaration 2. Establish 3. Organize
of introducing promotion QCCs by
QC Circles and section section
by president committees. committees
of company. .

6. Organize QCC
performance
meeting and 5. Let QCC
presentation, and 4. Train
perform QCC
give recognition activities.
to outstanding leaders.
groups/QCCs.
Promotion System of QC Circle/KPT Activities
GM

Promotion
committee
Bureau

Section Section Section

committee committee committee

QCC QCC QCC

Leader Leader Leader

Members Members Members

Role of Promotion committees/
Kaizen core team
 Set clear policy and goal for QC Circle
program in the company.
 Establish operational guidelines & plans
(master plan, plan on how to monitor,
evaluate & recognize the exemplary
performance of QCC leaders, members…
 Follow the condition of QCC.
 Give guidance, support, and cooperate actively.
 Coordination of QCC activities in the company.
 Formulate a budget for the program and
identify sources of funds.
Cont ….
 Define qualifications and functions of facilitators
(section committees).
 Evaluate the overall status of the QC Circle
program, including training, rewards and
recognition, promotional activities at least once
a year using criteria and give advise as
needed.
 Formulate corrective and preventive actions
based on findings in the evaluation.
Role of Section committee / facilitators
Provide active support to the QCC & motivate QCC
leaders & members.
Organizes training courses & programs for new QCC.
Organize QCC presentations.
Coordinate and ensure availability of facilities to all
QCC.
Act as a counselor to Promotion committee and QCC
leaders.
It implements the policies and plans formulated by the
Promotion Committee.
Cont’d ….
 It handles all paperwork and maintains records like
the QC Circle registry, minutes of meetings, and QC
Circle cases.
 It organizes promotional activities like competitions
and visits to other companies with QC Circles.
 Each department selects one to three facilitators,
depending on the size of the company.
 In the beginning, one facilitator is usually assigned to
three QC Circles.
 The QC Circle leaders call on the facilitator when they
need support during meetings.
Section committee/ facilitator cont’d…
Role of Leader
 Conducting QC Circle meetings & direct activities
of QC circle.
 Make clear the purpose of the QC circle’s
activities.
 Perform as a member in the QC circle activities.
 Maintain good atmosphere in which all members
can express their opinions.
 Establish annual activity plan.
 Encouraging members.
 Train next leader. Cont’d….
 Participating in industry-wide conventions.
 Studying about QC Circle activities and
disseminating the knowledge.
 Seeking advise and support from the QCC
Office on behalf of its members
 Manage QC circle activities with appropriately
assigning roles to all the members.
Cont’d….
A Leader

L：listen・・・・Listen carefully to the members.

E：explain ・・・Explain to the members carefully.
A：assist・・・・Assist the members’ activities.
D：discuss ・・・Discuss often with the members.
E：evaluate ・・・Evaluate a result fairly.
R：response ・・・Respond to the result.
Member's role
 Follow the workplace rule and discipline.
 Members listen to each other at all times.
 Participate and speak actively in QC Circle meeting.
Perform and be responsible to assigned activity.
 Cooperate with other members.
 Arrive at meetings on time.
Quality Circle in a Nutshell
Thank
You
Activities
• Recognition of current situation before
implementing 5S Using 5S checklist………
1/4day

• 5S game – sorting numbers………..30 min

• Using the playing cards (Coffee items) record

items using three formats…………1/4 day