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Learning Guide for Apply 3S Level I Version: 1 Revision: 0 Date: July 2015 Page

Learning Guide for Apply 3S Level I Version: 1 Revision: 0 Date: July 2015 Page 1 of 50 Author: EKI/MoE – TVET Outcome Based Training Core Process ` Apply 3S NTQF Level I Unit of Competence: Apply 3S Module Title: Applying 3S LG Code: ----1 M01 LO1-05 TTLM Code: ---1 TTLM 0715v1 LO 1: Organize Junior Kaizen Promotion Team (KPT) Logo Name of Institution Learning Guide for Apply 3S Level I Version: 1 Revision: 0 Date: July 2015 Page 2 of 50 Author: EKI/MoE – TVET Outcome Based Training Core Process Instruction Sheet Learning Guide #1 This learning guide is developed to provide you the necessary information regarding the following content coverage and topics:  Kaizen Basics  5S Basics  Junior Kaizen Promotion Team (KPT) This guide will also assist you to attain the learning outcome stated in the cover page. Specifically, upon completion of this Learning Guide, you will be able to:  Describe Kaizen principles, pillars and concept.  Identify basics, principles and stages of KPT.  Establish structure of Junior KPT in accordance with the organizational procedures.  Make effective and appropriate contributions to complement team activities and objectives based on individual skills and competences.  Develop team work plans based on an understanding of KPT’s role and objectives.  Use effective and appropriate forms of communications and undertake interactions with KPT members who contribute to known KPT activities and objectives.  Prepare and use Kaizen board (Visual Management board) in accordance with workplace situation. Learning Instructions: 1. Read the specific objectives of this Learning Guide. 2. Follow the instructions described in number 3 to 16. 3. Read the information written in the “Information Sheets 1”. Try to understand what are being discussed. Ask your trainer for assistance if you have hard time understanding them. 4. Accomplish the “Self-check 1” in page 21. 5. Ask from your trainer the key to correction (key answers) or you can request your trainer to correct your work. (You are to get the key answer only after you finished answering the Self-check 1). 6. If you earned a satisfactory evaluation proceed to “Information Sheet 2”. However, if your rating is unsatisfactory, see your trainer for further instructions or go back to Information sheet 1. 7. Submit your accomplished Self-check. This will form part of your training portfolio. 8. Read the information written in the “Information Sheet 2”. Try to understand what are being discussed. Ask your trainer for assistance if you have hard time understanding them. Learning Guide for Apply 3S Level I Version: 1 Revision: 0 Date: July 2015 Page 3 of 50 Author: EKI/MoE – TVET Outcome Based Training Core Process 9. Accomplish the “Self-check 2” in page 34. 10. Ask from your trainer the key to correction (key answers) or you can request your trainer to correct your work. (You are to get the key answer only after you finished answering the Self-check 2). 11. Read the information written in the “Information Sheets 3”. Try to understand what are being discussed. Ask your trainer for assistance if you have hard time understanding them. 12. Accomplish the “Self-check 3” in page 44. 13. Ask your trainer the key to correction (key answers) or you can request your trainer to correct your work. (You are to get the key answer only after you finished answering the Self-check 3). 14. If you earned a satisfactory evaluation proceed to “Operation Sheet 1” in page 47; “Operation Sheet 2” in page 48 and “Operation Sheet 3” in page 49. However, if your rating is unsatisfactory, see your trainer for further instructions or go back to Information sheet 3. 15. Read the “Operation Sheet 1, 2 and 3” and try to understand the procedures discussed. 16. Do the “LAP test” in page 509 (if you are ready). Request your trainer to evaluate your performance and outputs. Your trainer will give you feedback and the evaluation will be either satisfactory or unsatisfactory. If unsatisfactory, your trainer shall advice you on additional work. But if satisfactory you can proceed to Learning outcome #2. Learning Guide for Apply 3S Level I Version: 1 Revision: 0 Date: July 2015 Page 4 of 50 Author: EKI/MoE – TVET Outcome Based Training Core Process Information Sheet-1 Kaizen Basics 1. Kaizen Basics 1.1 The Meaning of Kaizen Mr. Masaaki Imai is one of the Japanese people who contributed to spreading of the term Kaizen throughout the world. Mr. Imai today serves as the president of a consulting company Cambridge Research Institute. In his book entitled “Kaizen: The Key to Japan’s Competitive Success’ published In 1986, defined Kaizen as “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”. The Oxford English Dictionary also gives the following definition of Kaizen “a Japanese business philosophy of continuous improvement of working practices, personal efficiency, etc.” Cambridge Research Institute, President. Mr. Imai’s 1st book on Kaizen. Kaizen is a Japanese philosophy for improvement that can be traced to the meaning of the Japanese words ‘Kai’ and ‘Zen’, which translate roughly into: ‘Kai’ - change, alter ‘zen’ - better, right The above two words combine to mean “change for better” or “Continuous improvement.” Kaizen means improvement, continuous improvement involving everyone in the organization from top management, to managers then to supervisors, and to workers. It is a philosophy of never being satisfied with what was accomplished last week, last year or last time. Mr. Imai also stated “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”. Not a day should go by without some kind of improvement being made. We have to ask always: how can we do the job better tomorrow, than we are doing it today? Engineers at Japanese plants are often warned, “There will be no progress if you keep on doing things exactly the same way all the time.” For the U.S., Kaizen’s clear message is “do it better, make it better, improve it even if it isn’t broke, because if we don’t, we can’t compete with those who do.” Learning Guide for Apply 3S Level I Version: 1 Revision: 0 Date: July 2015 Page 5 of 50 Author: EKI/MoE – TVET Outcome Based Training Core Process The Ethiopian 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". 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): This phase was the absorption of foreign technique by Japan to make improvements and catch-up with the international industrial development. Because at that time products made by Japan were known as low quality and low price in the world market. Japan learned and adapted quality management from Dr. W. E. Deming (a US statistician and consultant) and Dr. J. M. Juran. Then various organizations are established such as the Union of Japanese Scientists and Engineers (JUSE) in 1946 and the Japan Productivity Center (JPC) in 1955, to support the national movement for quality and productivity improvement and to disseminate the American Scientific Quality Control techniques. Many companies developed their own systems of kaizen, including the globally known Toyota Production System (TPS) developed by the Toyota Motor Corporation. These efforts laid a solid foundation for establishing the so-called Japanese production management system. November is decided as quality month and Deming Prize was awarded by JUSE on this month to raise the QC level in Japan. Thus, kaizen was originally a foreign technique which was adopted and adjusted to become a Japanese technique. Phase 2 - 1970s -180s: This phase was the diffusion of Kaizen among Japanese companies, including small and medium sized companies. This led to a rapid increase in the number of Quality Control Circles (QCC). Phase 3 - mid 1980s: through Japanese firms abroad and various public organizations Kaizen spread in the world. In 1985 Japanese manufacturing companies shifted their production bases to East Asia where they introduced kaizen philosophy and practices. Phase 4 – In this phase Kaizen diffused to developing regions in Latin America & Eastern Europe including Africa (mainly in Sub-Saharan Africa). East Asia together with the Japanese government’s TICAD IV initiative for promoting trade and investment in Africa an opportunity was provided for Japan to more actively publicize and introduce kaizen in developing regions. Kaizen also spread through Imai’s first book- ‘Kaizen: The Key to Japan’s Competitive uploads/Voyage/ learning-guide-no-1.pdf