Summary of tools of Kaizen

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[** I have included the main points in simple manner to understand each tool. You could however use more detailed examples from sites online to understand each tool better**]
Kaizen Tools
Total quality management has been studied in depth by several experts. However as a means of continuous improvements, Kaizen has been known to be the most popular approach. Kaizen is broadly divided into three main groups, i.e. increase productivity, improve quality, and reduce wastes.
Productivity: Five main tools were developed for the improvement of productivity.
Single Minute Exchange of Die (SMED):
• Introduced by Japanese Management Consultant Shigeo Shingo in 1969.
• Most effective method of for reducing the overall set up times. Easy to follow and apply, and basic levels of training required.
• Shingo broke down the set up and changeover times into the basic elements with the aim of analyzing each of the elements with an aim of eliminating, externalizing and simplifying them.
• He explained: a) internal activities are the set-up tasks which can be carried out only when machines are stopped, while b) external activities are the tasks which can be carried out when the machines were still running
• Example of SMED:
o Identify the internal and external activities, separate the external activities which can be carried out when machines is working
o Identify the internal activities which can be converted to external so as to be able to work on it while machines are working
o Continuous improvements to reduce all internal activities and convert them to external activities.
Total Productive Maintenance (TPM):
• This approach explains that the main focus of any company should be on eliminating the unnecessary costs in terms of material as well as time wastage.
• Focus should be on reliability of production lines and effective functioning
• This is a productive maintenance program focused on
o Maximum effectiveness of equipments by developing preventive maintenance for the machine
o Complete involvement of all employees
o Initiating corrective activities
o Development of improvement activities for better efficiency and complete training to be more 'equipment conscious' and 'skilled'
o Development of planned maintenance system and creating maintenance prevention (MP)
• The main focus here is to minimize and eliminate the emergency and unscheduled maintenance
Demand Flow Technology:
• Developed by Jon Costanza ...