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www.kaizen.comGlobal KAIZENrdAward 3 Edition Virtual Ceremony,November 23rd, 2021
“The Global KAIZEN Award meansa lot for CTT because it’s a symbolof our commitment to ContinuousImprovement; not only in this projectbut every day to our customers.”Ana Fadista Manso,Deputy Director, CTT,Portugal2
Welcometo theGlobalKAIZEN AwardFellow KAIZENers,Since 2011, Kaizen Institute has been organizingthe KAIZEN Award program. The first KAIZEN Award was launched in Portugal and since then,nine additional Kaizen Institute business unitsstarted offering the program within their countries;Brazil, Chile, Germany, India, Italy, Mexico, Netherlands, Poland and Spain. Today, more and moreKaizen Institute business units around the world arepreparing to join the program.We are extremely proud to announce the GlobalKAIZEN Award 3rd Edition this year. The KAIZEN Award adds significant value to our ContinuousImprovement community. Its purpose is to encourage, motivate, recognize, instruct, and share ourlearnings. But most of all, we want to celebrate everyone’s tireless and continuous efforts to improvetheir organizations.The KAIZEN methodology has been applied acrossthe globe in every economic sector and this year’sGlobal KAIZEN Award nominees are a reflectionof just that; the extensive and diverse applicabilityof KAIZEN everywhere.Sincere congratulations to all the nominees of theGlobal KAIZEN Award 3rd Edition and it is ourutmost pleasure to celebrate this special occasionwith you, conducted virtually due to the COVID-19pandemic. While we anxiously anticipate the announcement of the Global KAIZEN Award recipients selected through careful and comprehensiveevaluation, I cannot express how grateful I am onbehalf of the entire Kaizen Institute team about theenthusiasm of so many companies from various partsof the world. We trust this celebration will furtherinspire all of us to be even more energetic aboutKAIZEN in our efforts to improve the performanceof organizations around the world through thepower of KAIZEN .Risa I. CoxManaging DirectorKaizen Global Enterprises3
Global KAIZEN AwardGlobal KAIZEN AwardThe annual KAIZEN Awards, presented by Kaizen Institute business units,honor the best in KAIZEN . The Global KAIZEN Award will be presented toan outstanding KAIZEN Award recipient for their significant, innovative andeffective implementation of KAIZEN principles and practices.ObjectiveThe Global KAIZEN Award has the following objectives: Recognize organizations taking the lead in implementing KAIZEN ; Drive Continuous Improvement efforts; and, Inspire change among industry leaders.Evaluation and TimelineThe Global KAIZEN Award committee, consisting of participatingKaizen Institute business unit executives and Kaizen Institute Global Operationsdirectors, will evaluate and assess the data of nominees for the GlobalKAIZEN Award 3rd Edition.by 30.09.2021Submission of nominee data by Kaizen Institute business unitsby 30.10.2021Preliminary analysis by Kaizen Instituteby 10.11.2021Evaluation of client1by 15.11.2021Global KAIZEN Award decision2on 23.11.2021Global KAIZEN Award Ceremony1If necessary an additional on-site appraisal will be conducted bya Kaizen Institute representative.2The decision of the evaluation committee is final and cannot be appealed.4
Global KAIZEN AwardPrizeThe recipient of the 1st place Global KAIZEN Award 3rd Edition will be awardedwith two vouchers to participate in any KAIZEN learning program, KAIZEN Insight Tour or KAIZEN Benchmark Tour3.Learn moreTo find out more about the KAIZEN Awards visit https://awards.kaizen.comor contact your local business partner.3Offer does not include additional expenses incurred, including,but not limited to, air fare, travel costs and accommodation.Offer has no cash value. Kaizen Institute reserves the right to endor modify this offer at any time. Certain restrictions apply.5
“Our success has been to extend theculture of Continuous Improvement tothe entire organization, integrating itinto the DNA of all employees of theZoetis plant.”Rosa FontOperational ExcellenceLeader, Zoetis6
Ceremony programCeremony ProgramGlobal KAIZEN Award 3rd EditionTuesday, November 23rd, 202115:00 to 17:00 GMTTopicNameCompany15:00 OpeningEuclides CoimbraKaizen Institute15:05 Global KAIZEN Award - Overview ofNomineesAntonio CostaKaizen InstituteCompany & ProjectPresentationM.S. RavikumarWABCO India Limited,IndiaCompany & ProjectPresentationAlbertina Miranda, JoanaCardoso, Paula MaranteBIAL - PORTELA & Cª,S.A., PortugalCompany & ProjectPresentationSolon Barrios,Mauricio AurichiDHL Logistics Brazil Ltda.,BrazilCompany & ProjectPresentationMonika BentleyWIKA POLSKA, PolandHelton Dos Santos, PaulaTavares, Daniel ParraElectrolux de Chile S.A.,ChileFrancisco Javier OrtizHelvex S.A DE C.V.,Mexico16:25 Announcement ofthe Award Recipient:3rd Place, 2nd Placeand 1st PlaceAntonio CostaKaizen Institute16:40 Panel DiscussionAntonio CostatbcKaizen Institute17:00 ClosingAntonio CostaKaizen Institute15:55 Break16:00 Company & ProjectPresentationCompany & ProjectPresentation7
NomineesWABCO India Limited, IndiaSector: AutomotiveProducts or Services: Air brakes and other advanced brake system components forcommercial vehicleswww.wabco.comPresentation of the CompanyWABCO initially started off as Sundaram ClaytonBrakes in the 1960s as a division of the TVS group.Their journey of Continuous Improvement startedin the early 1990s with regular visits by Japanesesensei to create and nurture a culture of ContinuousImprovement.Furthermore, WABCO acquired Sundaram ClaytonBrakes in 2011. With all the manufacturing excellencepractices in place, WABCO India continues to bethe market leader for air brakes (above 90% marketshare) for the last ten years. They supply air brakecomponents to all Indian OEMs, with a constantfocus on innovation and frugal manufacturing andhave remained a “supplier of choice” for allcustomers.8Project TitleCreating a culture of Continuous Improvement inachieving operational excellenceProject FrameworkThe project started with TQM (Total QualityManagement) as an enabler for cultural changeand the “House of TQM”, with its main pillars, waslaunched. Daily management, policy management,kaizen, training, and standardization wereimplemented as pillars for change. The “Tsudamodel” for Continuous Improvement (as developedby Prof Yoshikazu Tsuda) was launched at all levelswith a main focus on “Total Employee Involvement.”Suggestion schemes and QCC (Quality ControlCircles) for operators, supervisory improvementteams for cross-functional participation were introduced for supervisors, executives, and managers.Project TeamLeader: P. Kaniappan Managing Director;Members: All functional leaders and respectivebusiness planners; Regular visits and support byJapanese sensei.
NomineesBIAL - Portela & Cª, S.A., PortugalSector: Pharmaceutical IndustryProducts or Services: Research and development,manufacturing, and commercialization of medicineswww.bial.comPresentation of the CompanyFounded in 1924, BIAL is an international innovativepharmaceutical group with the mission to discover,develop and provide new therapeutic solutions inHealth. BIAL’s strategy focuses on Research andDevelopment (R&D), Internationalization, and Quality.Strongly committed to therapeutic innovation, andconsistently investing more than 20% of its annualrevenue in R&D, it is to date the only Portuguesepharmaceutical company with its own medicines onthe market. In 2009, BIAL has launched the firstPortuguese patent medicine, an epilepsy drug,already available in the US and in several Europeancountries. BIAL has also developed a Parkinson’sdisease compound, also commercialized in Europe,US and Japan. In parallel, the focus on internationalization is also one of the main aims of the BIALgroup. On the way to its centenary, BIAL’s mainobjective is to be an innovative pharmaceuticalcompany with a global presence, on a mission toimprove the quality of people’s lives.9Project TitleBe All Best Continuous ImprovementProject FrameworkIn 2017, a diagnosis was performed on the flow ofmaterials and information that supports the medicinemanufacturing process, from raw materials to therelease of the finished product. As a result of thisanalysis, it was found that there were opportunitiesfor cross-functional improvement, with an impact onquality, delivery time, level of service, productivity,and motivation. In view of these results, BIAL decidedto carry on with the project, having identified the tac tical areas for improvement, executed the solutionsdesign, defined objectives to be monitored, andquantified the gains to be achieved. The implemen tation of Daily KAIZEN L1 currently allows forsustained results. With the first phase completed in2020, BIAL decided to continue with new projectsin the same areas, led internally and autonomously.In parallel and with the support of Kaizen Institute, adiagnosis of the transactional areas was carried out,which involved eight departments, with DailyKAIZEN Level 2 implemented in 11 teams.Project TeamAlbertina Miranda; Filipe Almeida; Isabel Pina;Joana Cardoso; José Machado; José Redondo;Miguel Portela; Paula Marante; Paula Teixeira;Paulo Rebelo; Rodrigo Pereira e Sara Dias.
NomineesDHL Logistics Brazil Ltda., BrazilSector: LogisticsProducts or Services: Logisticswww.dhl.com.brPresentation of the CompanyDHL Supply Chain is a division of the world’s largest logistics services company, Deutsche Post DHLGroup. DHL provides warehousing services, transportation management, and customized supply chainsolutions across a wide range of industry sectors.DHL is the only logistics operator that integrates theentire supply chain with operational excellence,global knowledge, and local expertise.Figures Brazil: 18,000 employees; 1,300,000 m² of warehouse space; Present in 100 locations; 177 customers.Numbers Global: - 200,000 employees; Present in 220 locations.Project TitleOMS - Operations Management System,DHL’s Lean LogisticsProject FrameworkIn 2013, DHL operated the RB warehouse inCabreúva - SP, a warehouse with 276 employees10and a global and strategic customer for thecompany. This operation had been showing lowoperational and financial results, Service LevelAgreements not met, gross profit of -23.1% (BCA– Business Case Agreement 13%), absenteeism at8.89% (target 2%), and an operational turnover of6.86% (target 2.5%). Given this scenario, the business risk was critical a year after Operation Startupin 2014. To reverse this situation the operationalleadership and the frontline employees began ajourney of implementing Lean methodologies andtools to improve and sustain this selected area.Some of the tools apwplied included a productivity measurement system, operational training insimulated environments, performance reviews atdifferent levels, operational gembas, and balancedscorecards. These methods and tools became partof the new KAIZEN routines of the operationaldirectors and the team. The DHL Operating Systemwas born from this case and was exported and implemented worldwide. Nowadays, OMS have beenimplemented in more than 850 operations Globallyand it is part of DHL s Strategy 2025 that aims tohave 100% of operations working with OMS.Project TeamMaurício Barros – CEO, DHL BrazilGabriela Guimarães – Vice-President OperationsSolon Barrios – Head of Operational Excellence, BrazilCarlos Maurício Aurichi – Head, Improve & SustainHugo Martins – Global OMS First ChoiceJosé Mattos Alvarado, Barbara Ramos, Rafael Celiberto, Alex Rodrigues, and Ana Carolina Fonseca.
NomineesWIKA POLSKA, PolandSector: ProductionProducts or Services: Measuring devices(e.g. thermometer, manometer, level probe,mounting accessories)www.wika.comPresentation of the CompanyWIKA Polska is one of the largest companies withinthe WIKA group. The company continues a 100year tradition of the well-known brand KFM whichwas established in 1916. Today WIKA Polska is partof a global organization that is a market leader inthe area of pressure and temperature measurements. It has two production plants, both locatedin Włocławek and employs 2,100 employees. WIKApressure and temperature measurement solutionsare an integral part of customers’ business processes.That is why WIKA Polska consider themselves morethan a supplier of measuring devices; they are acompetent partner that designs tailor-madesolutions for their customers.11Project TitleImplementing KAIZEN methodologies to build aLean cultureProject FrameworkThe project reflects the transformation journeyat WIKA Polska. It started in 2002 with KAIZEN training courses for the management team who familiarized themselves with KAIZEN methodologiesand their advantage in standardizing processes. Theoutputs of the Continuous Improvementprojects developed and implemented at that timeare still being practiced today. Employees’ fearsof a new and unknown KAIZEN methodologygradually dissipated through learning-by-doing.Project TeamLeader: Radosław Owieczka, szef ds. CiągłegoDoskonalenia;Members: Employees of the KAIZEN and SixSigma departments, as well as senior leadership.
NomineesElectrolux de Chile S.A.,ChileSector: ManufacturingProducts or Services: Household n of the CompanyElectrolux is a world-leading household appliancecompany that has been operating since 1919 withits head office located in Stockholm, Sweden.Electrolux products include refrigerators, dishwashers, washing machines, stoves, vacuum cleaners, airconditioners, and portable appliances among itsbrands: Electrolux, AEG, Anova, Frigidaire, Westinghouse, Zanussi, Mademsa, Femsa, and Somela.The company’s purpose is to manufacture homeappliances throughout the world that offer completesolutions for consumers and professionals. Electroluxis currently selling more than 60 million householdand professional products in more than 150 marketseach year.Project TitleImplementation of “Electrolux ManufacturingSystem (EMS)”12Project FrameworkThe scope of the project is the Implementationof EMS as a Process Management Methodologythroughout the organization in accordance with allthe standards and principles of Lean Manufacturing.The implementation of this system is based on theobjectives defined for the entire organization, supported by the strategic master plan, through theBusiness Plan Deployment (BPD) tool. All the Leantools used to meet these objectives are defined andresponsibilities with follow-up points are delegated tothe different management levels within the company.The framework of a holistic training plan is driven byfive categories: Safety, Quality, Cost, Delivery, andPeople. This ongoing training ensures that workersare provided with the necessary tools to accomplishthe objectives set under the three pillars of theirContinuous Improvement program: Stability, ProcessImprovement, and Cultural Change. Furthermore, arobust auditing system ensures targets are achievedand improved.Project TeamLaura Pimenta, Helton Santos, Paula Tavares,Daniel Parra, Daniel Azócar, Electrolux Managers,and Supervisors Team
NomineesHELVEX S.A. DE C.V., MexicoSector: Manufacturing (Discreet Assembly)Products or Services: Manufacture faucets, showerheads, toilets, sinks, bathroom accessories,flushometers, strainers, electronic line and watersaving productswww.helvex.com.mxPresentation of the CompanyHelvex is a Mexican company, dedicated to themanufacturing of faucets, bathroom and kitchenfurniture, founded on the philosophy of offeringthe highest quality products to the market. Sinceits beginning Helvex has integrated strategies andgenerated alliances that promote development,technology, and design. They have five productionplants: one in Mexico City and four in Apaseo elGrande, Guanajuato, known as the Apaseo IndustrialComplex (CIA). Helvex has one of the best distribution networks in Mexico with more than 1,000points of sale (POS) and more than 280 distributors.Internationally they also have a network of distributors with a presence in more than 20 countries in theMiddle East and the Americas.Project TitleImplementation of a Continuous ImprovementSystem in Assembly PlantProject FrameworkThe Helvex manufacturing system is based onContinuous Improvement (CI). After the review of13the 2020 strategic objectives through hoshing kanri,it was decided that the assembly plant would incorporate the Helvex manufacturing system througha schedule of implementation events from 2020 to2022 during phase 1.The implementation of the CI system in the assemblyplant, was divided into three phases and began inJanuary 2020. Phase 1 consists of the elimination of:(i) waste, (ii) variability, and (iii) over-processing andis currently at the halfway mark. Each phase of theimplementation is managed by our project leaderswho deploy specific Lean and Six Sigma tools at thegemba.The CI system is made up of three methodologies:KAIZEN that seeks to solve problems by improvingorganizational strategy, by addressing issues at middle-management level, and through a philosophyof daily improving work. The latter includes methodslike 5S (workplace organization), elimination ofwaste, and Teian (suggestion scheme) that increasesthe motivation of our people. To carry out this implementation various KAIZEN projects were initiatedat Helvex through three types of events: shortKAIZEN , mid-size KAIZEN projects, and extensiveKAIZEN events.Project TeamFrancisco Ortíz, Director of Operations; GerardoSoto, Continuous Improvement Coordinator;Francisco Lerma, Plant Manager; Beatriz Cortes,Production Operator; Hector Morales, Area Manager;Bruno Bernal, Quality; Juan Cortes, Engineering.
What is KAIZEN Definition ofKAIZEN Over 35 years ago, Masaaki Imai sat down to penthe groundbreaking book ‘Kaizen: The Key toJapan’s Competitive Success’ (McGraw Hill 1986).Through this book, the term KAIZEN was introduced to the Western world. Today KAIZEN isrecognized worldwide as an important pillar of anorganization’s long-term competitive strategy. Sinceintroducing this term as a systematic approach forbusiness improvement, companies that implementKAIZEN have continually yielded superior results.“KAIZEN meansimprovement. Moreover, itmeans continuingimprovement in personallife, home life, social life, andworking life. Whenapplied to the workplaceKAIZEN means continuingimprovement involvingeveryone – managers andworkers alike.”Masaaki Imai,Founder of Kaizen Institute14
What is KAIZEN The Coreof KAIZEN LetIt FlowCreating customer valueTargeting zero waste The Core ofKAIZEN MUDAPureImprovementGoto GembaFollowing the actionPractice, Learn and ImproveEveryone, Everywhere,Every DayBeTransparentEmpowerPeopleSpeaking with real dataOrganizing your teamsThe 5 KAIZEN Principles are embedded in everyKAIZEN tool and in every KAIZEN behavior.15Visit our website to learn more aboutKaizen Institute! www.kaizen.comBe DeterminedKnowyour Customer
KAI CHANGEZEN FOR THEBETTER
www.kaizen.comContactKaizen Institute, Ltd.Global OperationsBahnhofplatz6300 ZugSwitzerlandPhone 41 (0) 41 725 42 80ki@kaizen.comwww.kaizen.com
Kaizen Institute business unit executives and Kaizen Institute Global Operations directors, will evaluate and assess the data of nominees for the Global . On the way to its centenary, BIAL's main objective is to be an innovative pharmaceutical company with a global presence, on a mission to improve the quality of people's lives.
