Operational Excellence-Kaizen Implementation Guide - trexDCAS



In Japanese, “good change” means “continuous improvement” by combining the words kai (change) and zen (better). Unlike complex methods, it is a systematic improvement pathway that everyone can apply to carry out improvement works. It contains three basic elements of Japanese government philosophy;

1 Human Respect 2 Go – See – Understand 3 Reasons To Question

• Reducing work safety and ergonomics risks,
• Improving quality,
• Increasing the value created,
• Reducing or eliminating losses (see 16 losses),
• Reducing costs,
• Positive contribution to effective team work,
• Problem- develop
• Appropriation and to increase the commitment to,
• to increase the motivation of employees,
• to improve the managerial skills of employees.

Kaizen principles:
• Accept the existence of the problem,
• is a technological improvement to make investments, which require less money and choose the projects they can apply the ideas of employees,
• First “our” Focus on the problem of our “theirs”, but
• No single measure of economic interests, economic return no improvements can be made,
• Prioritization construction projects and safety, environment, quality, delivery speed, distribution, sales, costs, etc. based on the principles of conduct,
• Improvements to execute according to kaizen roadmap
• Use the correct solution means knowing when to consult an undecided is a miracle to find the right with the wrong tools.

• Coordination of Kaizen activities within the company is important for activities such as making a plan, program framework, interrelations of activities, follow-up, reporting and dissemination
• Administrative rules applicable to all kaizen activities, disciplined kaizen activities a way to be effective in the execution,
• to manage the health of the Kaizen program “Kaizen program Management” You can see our booklet.



Kaizen is the simplest kind of kaizen that can be applied by all the inhabitants and everybody before it is the smallest building stone of your studies.
• Comes with mostly working recommendation
• Results are short term, average 8 days (min: 1 day, max: 20 days)
• Solution is based on low level analysis and observation
• Used for quick action improvements
• Participation of employees at all levels encourages,
• Morale and motivation are enhancing work.

• Do not be attached to approval mechanisms to take action.
• Since they are simple improvements, you should act immediately and adopt a way of thinking.
• Be recorded and shared in a single page form with easy narration and understandable visuals


is a simple kind of kaizen which can be applied by kaizen, every area and everybody, which is the smallest building stone of Kaizen studies.
• Employee recommendation, performance reports and emerging problems can emerge from many triggering factors
• Short or medium-term results
• Effective in the mid-range
• Obtained a specific road map
• Based on analysis and observation at the middle level
• Use problem solving techniques,
• Encourage teamwork,
• Increase morale and motivation.

• Kaizen team before starting work kaizen and methods of implementation should be ensured to have information about the necessary training should be provided by an expert,
• the time required to perform the work of the team, hardware support and should be given the budget,
• Kaizen’s a leader and this lidere must be a sponsor that can support in every way.


Unlike Focused (Kobetsu), it is defined as remedial actions that focus on improvement points where there are more radical changes and interdisciplinary interaction.
• Strategic developments are triggered from many points such as business targets, customer wishes …
• Results in medium or long term, average 120 days (min: 60 days, max: 180 days)
• Effects are seen in long walks
• Interrelated and complex is composed of state,
• advanced analysis and statistical techniques are used,
• the core and consists of teams are coordinated by a team of expert panellists.

• It should be kept in mind that the work is long term, disciplined and sustained by the whole team.
• The changing production, sales, market movements and financial situations should be well analyzed at the beginning of the work.



PDCA cycle, defined by WE Deming as one of the quality management approaches, forms the basis of kaizen activities. In other words, the PDCA
cycle is a set of activities carried out in order to carry out remediation activities, control the results and ensure that the progress achieved is permanent. * William Edwards Deming PUCC cycle with basic definitions;

Planning Phase:
Starts with the collection of data for the recognition of a problem, analysis of the current situation and improvement plan .

Application Phase: After the improvement plan is finalized, the application is passed.

Control Phase: It is checked whether the target improvement is achieved.

Prevention Taking Phase: If the
desired improvement is not achieved, a new plan is made and the cycle continues until the target improvement is achieved.

a convenient environment
to initiate the Kaizen program, to have management support taken, to provide training and professional support, and then to kaizen . In every field and process, everybody can always come up with kaizen ideas. It is necessary to manage and direct the ideas of kaizen that emerges. For this reason, it is important to create systems, processes and keep them alive in the kaizen program.
Kaizen ideas can occur in the following ways;
• Strategic goals and development axes
• Business plans and business objectives
• Loss analysis studies
• New ideas and suggestion system
• Emerging problems
• Customer or supplier wishes,
• Benchmarking studies,
• Financial reporting,
• Compliance with legal obligations.



Step 1: Project Selection


  • Selecting the improvement subject that can keep the rate of return / effort at a high level,
  • Prioritization of improvement areas according to constraints such as staff, cost, time,

Tools and Outputs that can be used:

  • Lost – Cost Matrix
  • Pareto Analysis
  • SWOT Analysis
  • Failure Mode and Effect Analysis (FMEA)
  • Brainstorming
  • Why – Why Analysis
  • Value Added Analysis
  • Value Stream Mapping
  • Maki-gami Diagram

II. Step: Creating the Project Team


  • The establishment of the right team for the achievement of Kaizen’s work,
  • Determination of roles and responsibilities in the sub-
  • Supporting employee development.

Tools and Outputs that can be used:

  • Skill Matrix
  • Communication Plan
  • RACI table

Considerations and Suggestions

• Remember that every kaizen is a development platform for employees.
• The synergy that team members can create is key to the success of the work and the efficiency of the work. Asynergic people can create a negative atmosphere
• Care should be taken to ensure that each member’s knowledge and skills are appropriately played
• Kaizen team participation can be disadvantageous in terms of coordination and adaptation to the meeting system,


III. Step: Identify Current Situation


  • The problem or area of ​​development is defined in detail and clearly, in other words, the photograph of the present moment,
  • Ensuring that the scope and size of the subject are easily understood by everyone,

Tools and Outputs that can be used:

  • Histogram
  • Relationship Diagram
  • SWOT Analysis
  • Data collecting
  • 5N 1K
  • Tree Diagram
  • Flowchart
  • SIPOC Table
  • Failure Mode and Effect Analysis (FMEA)
  • Spaghetti Diagram
  • Value Added Analysis

Considerations and Suggestions

• When describing the current situation, it should be talked about facts and data,
• The data should not be viewed with suspicion. If there is such a doubt, the data must be collected in real time within a certain period.
• The basic idea of ​​”go-see-understand” should be adopted when describing the current situation of Japanese government philosophy.


IV. Step: Identification of targets


  • The planning of the benefit to be made by the kaizen work to be done,
  • Consensus with the team about how we can improve the current situation we have identified.

Tools and Outputs that can be used:

  • Brainstorming
  • Benchmarking

Points and Suggestions to be Considered:

• The objectives should be the common decision of the whole team,
• The objectives should be based on the SMART principle,
i. Specific – Subject Specific: Indicates that many variables are not linked and can show directly that the kaizen run is successful.
ii. Measurable: The work done should be based on results and traceable results,
iii. Acceptable: Acceptable: targets should be satisfactory and appreciated by everyone when they happen,
iv. Realistic: The goal should not be too difficult or too easy to achieve, and the study should be based on very concrete and real phenomena from abstract results,
vi. Time-Bound – Time-Bound: Targets must be accessible within a defined and defined timeframe.
• Targeting 50% recovery in the case of Kaizen can be accepted as the correct dose initially.


Step V: Creating the Project Plan


  • The start and end dates of the Kaizen work and the creation of the work schedule,
  • How much time should be given for the Kaizen steps and the disciplined management of kaizen work.

Tools and Outputs that can be used:

  • Gantt Scheme

Considerations and Suggestions

  • The time between the beginning and the ending dates of the Kaizen should be enough to reach the correct output,
  • The change should be fast if desired, the change loses its effect in prolonged periods,
  • Careful attention should be paid to the progress of the work depending on the dates, the motivation and focus of the team is dispersed as the work progresses,
  • The dates should be a joint decision of the team members and everyone must obey these dates.

VI. Step: Problem Analysis


  • To determine the differences between the current situation and the future situation after improvement,
  • Identification of development points and classification of identified problems,
  • “Go-see-understand” to determine the real problems and the root causes to be searched for.

Tools and Outputs that can be used:

  • Histogram
  • Cause-Consequence Diagrams
  • Why Cause Analysis
  • Brainstorming
  • Relationship Diagrams
  • Pareto Diagrams
  • Data collecting
  • 5N1K Method
  • Control Charts
  • Scattering Diagrams
  • Design of Experiments (DOE – Design of Experiments)
  • Failure Mode and Effect Analysis (FMEA)
  • Spaghetti Diagrams

Considerations and Suggestions

  • For the development point, it must descend to the root of the actual root. Because if the actual root scar is not followed, the action to be taken will not bring us to the level of healing we want,
  • During the analysis, the framework of improvement may be expanding. When such a situation is encountered, it will be useful to divide the work into pieces,
  • It is important to note that real-time data should be gathered if we do not have enough efficiency for analysis, but it is important to note that this data collection period can affect the project schedule in a negative way.

VII. Step: Identifying and Selecting Countermeasures


  • Determination of correct actions against root causes,
  • By prioritizing actions, ensuring that actions take place in the right place and time.

Tools and Outputs that can be used:

  • Preceding Table
  • TRIZ (Theory of Creative Problem Solving)
  • Benchmarking
  • Failure Mode and Effect Analysis (FMEA)

Considerations and Suggestions

  • In order to be able to see the healing, it is important to take the right action for the root cause, so the creativity and experience of the team is important in this point,
  • Care must be taken to ensure that the actions to be taken remain within the timeframe.

VIII. Step: Implementation of Actions


  • Planned actions are passed on to life,
  • Initiation of monitoring activities to see the effects of actions.

Tools and Outputs that can be used:

  • Preceding Table
  • Control Charts
  • TRIZ (Theory of Creative Problem Solving)
  • Design of Experiments (DOE – Design of Experiments)

Considerations and Suggestions

  • Prioritizing the actions to be done, considering the benefit / benefit ratio, kaizene positive contribution, the team will consider motivation,
  • Actions must be fast and accurate, because change must be fast,
  • We can share the actions with the team members as well as those who are not in the kaizen team but think that they can do the task according to their duty,
  • Since every action brings us one step closer to the target, monitoring activities can be started from the moment the actions are taken,
  • The PUKO cycle must be continuously operated as long as the problem or development points are interfered with. There can always be a better solution.

IX. Step: Monitoring and Evaluation of Results


  • The monitoring and reporting of the effects of the actions taken in a disciplined manner,
  • Switching on the PACS cycle by switching on new actions for actions that have shown a low effect, ie, returning to the problem analysis and countermeasures and selecting steps.

Tools and Outputs that can be used:

  • Histogram
  • Pareto Analysis
  • Control Diagrams
  • Spaghetti Diagram