INTRODUCTION Kaizen is the Japanese word for improvement

INTRODUCTION Kaizen is the Japanese word for "improvement" or "change for the better" refers to a philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, supporting business processes, and management.

LEYLAND TRUCKS Introduction Leyland Trucks manufactures trucks. This case study shows how Leyland Trucks continually makes improvements to everything it does based on the Japanese principle of Kaizen. currently has a 15% share of this European market. The current business objective is to increase the market share to 20%. achieve this objective has two main elements: continuous improvement increasing production capacity from 18, 000 to 25, 000 units.

There a number of major reasons why Leyland Trucks practices continuous improvement: to meet the production and sales growth plans to meet customer demands for more reliable trucks to stay ahead of the competition. For example, there is always a risk that rival manufacturers, efficient production The main themes used are: on-time performance (meeting deadlines) productivity (how much is produced from given resources in a certain time period) quality (for example, the numbers of defects – ideally zero) financial (for example, costs) inventory (the quantity of stock held) health and safety (reportable accidents, minor accidents) continuous improvement (Six Sigma)

A culture for continuous improvement Leyland’s values support continuous improvement and include: training for everyone – for example, identifying ways in which people can contribute to continuous improvement such as by eliminating errors and waste involving everyone from top to bottom in decision-making empowerment – giving responsibility and power to everyone in the organisation, encouraging them to make decisions and to take on responsibility for continuous innovation – encouraging everyone to be prepared to think of, communicate and try out new ideas. More than 200 ideas for improvement were suggested by groundlevel employees

Conclusion muliti-million pound savings resulting from Six Sigma a rise in on-time delivery to over 95% 10% reduction in mechanical defects per unit 45% reduction in reportable injuries and 10% in minor injuries in the same period

CORUS INTRODUCTION The steel manufacturing company Corus focuses on meeting the needs of its worldwide customers and providing innovative solutions. It manufactures, processes and distributes steel and aluminium products worldwide. Corus is a subsidiary of Tata Steel, part of the giant Indian conglomerate.

CONTD………… Corus Construction & Industrial (CCI), a business unit of Corus, has steel manufacturing facilities The site consumes 6. 5 million tonnes of iron ore and 2 million tonnes of coal each year to produce 4. 3 million tonnes of steel products. CCI’s business strategy is to produce quality steel to satisfy customer requirements, focusing on delivering products at the right time in order to secure profitable business.

NEED FOR CONTINOUS IMPROVEMENT A key challenge is to meet the increasing demands for more steel, at increasing levels of quality and to comply with more demanding delivery requirements. A new ‘greenfield site’ steel mill could cost more than £ 300 million to build. CCI therefore needs to make process efficiencies and quality and delivery improvements with its existing manufacturing plant.

areas for continuous improvement üINVENTORY üWASTE ELIMINATION(LEAN PRODUCTION) üSCHEDULEING üTAKT TIME üCULTURE

IMPLEMENTING CONTINUOUS IMROVEMENT CULTURE TEAM WORK COUSTMER FOCUSED LEARNING ENVIRONMENT HIGH PERFORMANCE CI PART OF DAILY LIFE VISION PLAN

5 YEAR PLANTo help workers accept the changes, the 5 -year plan established a timeline for the programme of introducing change. YEAR NATURE OF ATTITUDE TO CHANGE WITHIN THE ORG EXPERTIS E AND RESPONSI BILITY FOR CI 2007 2008 2009 Resistant (workers resist change) Adaptive (workers begin to adjust to new ideas) Accepting (workers start to apply new methods) CI coaches Champions and change managers Manufactur ing and process managers 2010 2011 Embracing (workers recognise the benefits of Performing (new ideas are fully adopted by the workers) Team leaders The team change)

IMPORTANT STEPS ü Key Performance Indicators ü Benchmarking

The benefits of Continuous Improvement • reduced waste through lean production • improved product quality • reduced rework time • faster response times, giving more customers their orders on time • becoming more competitive by driving down costs • retaining/gaining customers through innovative products and services.

CONCLUSION Corus is transforming production at its Scunthorpe plate mill through Continuous Improvement. This way of working encourages all employees to behave as team members to identify and support work improvement opportunities.

MARUTI SUZUKI INTRODUCTION Maruti Suzuki India Ltd. , formerly known as Maruti Udyog, is the one of the oldest car manufacturers in India. The company has written 28 years old history in the rich Indian heritage

MARUTI ADOPTING KAIZEN In its bid to meet limited capacity challenges at its existing plants, Maruti Suzuki has said that it will be adopting 'Kaizen' methodologies in its production processes that would help it to rationalize its assembly lines.

REASON FOR ADOPTION Ø CAPACITY CONSTRAINTS IN GURGAON AND MANESAR PLANTS Ø CHANGING DEMANDS OF CUSTOMERS Ø RETAINING ITS MARKET SHARE

looking to enhance its export base by entering into markets in the Middle East, South America, West Asia and Australia. STEPS TAKEN ARE : Ø to roll out brand centres across key metros in the country that will enable it to enhance its brand salience. Ø to enhance its export base by entering into the markets in the Middle East, South America , West Asia and Australia.

BENEFITS GAINNED ü 30% GROWTH IN SALES OF CARS üFROM 55, 000 TO 72, 000

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