TURBOCHARGE BUSINESS

INNOVATION WITH KAIZEN

Jakarta, 19 - 20 Juli 2022

PERUSAHAAN UMUM PERCETAKAN UANG REPUBLIK INDONESIA thenewyou.id

 Kaizen
WELCOME!
75’ 01
Inovation and
Collaborate with Kaizen
75’ 02 TABLE OF
CONTENTS
Q&A Session
30’ 03
Innovation & Kaizen
04 Proposal Presentation
75’

Closing &
05 Documentation
15’ thenewyou.id
Education
Background
Industrial Engineering (Bachelor’s Degree)
Finance Management (Master’s Degree)
INTRODUCTION
Professional Strategic Performance Excellence
Experiences Manager at PT Salam Pacific Indonesia
Lines (2020 - Present)
Head of Office Strategy Management at
PT Sanggar Sarana Baja
(2018 - 2019)
Name : Stanislaus Atol (Aan)
Country Lean Six Sigma Black Belt at 3M
Address : Serpong Garden 2
(2012 - 2018)
Cisauk, Tangerang
Manufacturing Supervisor at Schneider Hobbies : Travelling, Learning, Reading
Electric (2006 - 2011)
“Speak kind words
Professional Lean Expert
Think good thoughts
Certifications Lean Six Sigma Master Black Belt
Do good deeds,
Speaking National : Lean Six Sigma Implementation And walk the right path.”
Experiences and Future Trend
International : 5G Smart Transportation thenewyou.id
 改善
KAIZEN
“The message of the Kaizen strategy is that not a day should go by
without some kind of improvement being made somewhere in the
company.” – Masaaki Imai

thenewyou.id
Learning Objectives
At the end of this session, you should be able to :
 Understand the Kaizen methodology and how it becomes the
fundamental of continuous improvement culture
 Discuss and engage total organization about the importance
of continuous improvement
 Lead and facilitate Kaizen event
What is Kaizen?
Kaizen as Lean Fundamental
Kaizen at the Gemba
What is Kaizen Event?
Why Kaizen Event?
Kaizen Umbrella
Kaizen = Continuous Improvement
Kaizen Philoshopy
3 Criteria of Kaizen
Key Kaizen Approaches
Kaizen Approaches
Housekeeping > 5S 8 Deadly Waste
8 Standardized Steps in Kaizen
Kaizen Cycle
Kaizen Event Pre-Work
Plan - Process Observation

See yourself to uncover the real story

Plan - Observation Findings (continue..)
Plan - Process Observation (continue..)
Type of Waste Operational Examples Transactional Examples
Transportation Splitting production steps between
manufacturing
Actual or virtual chasing of information

Inventory Storing more raw materials than needed for Pending requests in a computerized e-mail
daily use system, callers on hold, people standing in
line

Motion Crossing a room to get a tool for a Switching between multiple databases to
changeover gather information to process and order

Waiting An operator watching equipment run, waiting

until the line finishes the batch of product
Waiting for information about a customer
before entering an order

Overproduction Producing a two-week supply of product due

to costly set-ups
Processing low-priority requests when
higher-priority ones are present

Over Processing Making a batch of product to a higher quality Multiple approval steps in a purchasing
standard than the customer demands process

Defects/Correction Waste produced during start-up of a

manufacturing production line
Mistakes entering data, missing information,
missed deadlines

Under-utilized people Not asking operators for input on process

changes
Not fully utilizing individual skill sets
Plan - Presenting Information (continue..)
Plan - Prioritization (continue..)
Plan - Problem Solving (continue..)
Plan - Generating Solutions (continue..)
Plan - Lean Tools
Plan - Braistrorming Solutions
Do - Trystorm
Check - Verify Your Results
Act - Implement
Act - Control Methods
Act - Standardize
Closing the Kaizen Event
 INNOVATION
“The biggest room in the world is the room for improvement.” –
Helmut Schmidt

thenewyou.id
Learning Objectives
At the end of this session, you should be able to :
 Understand about the basic of innovation and why we do innovation
in the organization.
 Understand the innovation process and its requirements to do the
innovation.
 Understand the fundamental of managing innovation.
Definition of Innovation
Why we do innovation?
Type of Innovation
Innovation Process
Innovation Requirements
Managing Innovation - Capabilities
Managing Innovation - Thought Process
Managing Innovation - Thought Processes
 COLLABORATING
INNOVATION & KAIZEN
“There’s a way to do it better - find it.” - Thomas A. Edison

thenewyou.id
Learning Objectives
At the end of this session, you should be able to :
 Understand the differences of kaizen and innovation.
 Understand when to do kaizen or innovation and how to
collaborate both.
Innovation vs Kaizen
Innovation & Kaizen Job Functions
When to Do Kaizen or Innovation
When Kaizen + Innovation Work Together
A Piece of Learning
 Thank you - Terima Kasih

Does anyone have any questions?

Email : stanislaus.atol@gmail.com
Phone : +62 8211 2388 299 thenewyou.id
Linkedin : Stanislaus Atol