We recommend you make the box body part using either carving technique from one piece of wood or lamination technique cutting horizontal segments and their gluing , or to craft it on a milling machine which serves for the production of metal parts. As you can see, the puzzle box is decorated with an ornament to show you that it looks much nicer that way.
The making of this puzzle box is not among the simple projects designed for amateurs because:. Home Free projects Box plans Wooden puzzle box plan. Project type. Free woodworking plans. For Fun. Project difficulty. Skill level. Level of workshop equipment. Hobby — Hand tools, power tools and machines. A short summary of this paper. It is in the newspapers, on the radio and TV. Japanese society is bombarded daily with statements regarding the Kaizen of almost anything.
In business, the concept of Kaizen is so deeply ingrained in the minds of both managers and workers that they often do not even realize that they are thinking Kaizen. It is the key to Japanese competitive success. The key difference between how change is understood in Japan and how it is viewed in the West lies in the Kaizen concept.
This concept is so natural and obvious to many Japanese managers that they often do not even realize that they possess it! This explains why companies are constantly changing in Japan. The Kaizen concept is very weak in Western companies, where it is often rejected without knowing what it really entails.
This explains why American and European factories may go years without changing. Within the Kaizen way of thinking, not a day should go by without some kind of improvement being made somewhere in the company. Every day brought new challenges to managers and workers alike, and rising to those challenges resulted in progress. Simply staying in business required unending progress and this made Kaizen a way of life. The creator of the concept of kaizen, or continuous improvement, was the late Dr.
Ironically, American businesses showed little interest in Dr. To paraphrase Matthew in the New International Bible, a prophet is indeed without honor in his own country. Kaizen involves in making small improvements on a continuous basis. Everyone is encouraged to come up with small improvement suggestions on a regular basis. This is not a once a month or once a year activity.
It is continuous. Japanese companies, such as Toyota and Canon, a total of 60 to 70 suggestions per employee per year are written down, shared and implemented. In most cases these are not ideas for major changes. Kaizen is based on making little changes on a regular basis: always improving productivity, safety and effectiveness while reducing waste. Suggestions are not limited to a specific area such as production or marketing. Kaizen is based on making changes anywhere where improvements can be made.
Western philosophy may be summarized as, "if it ain't broke, don't fix it. Quality circles, automation, suggestion systems, just-in-time delivery, Kanban and 5S are all included within the Kaizen system of running a business.
Kaizen involves setting standards and then continually improving those standards. To support the higher standards Kaizen also involves providing the training, materials and supervision that is needed for employees to achieve the higher standards and maintain their ability to meet those standards on an on-going basis.
The results taken from kaizen blitz projects conducted at the companies : Connecticut Spring and Stamping, Farmington, Conn. There are several types of kaizen activities, ranging from those that focus on developing solutions to problems on the factory floor, to implementing a predetermined plan for change, to streamlining the flow of paperwork. The most familiar and common type, the factory kaizen, provides a good example of the technique.
In a typical Kaizen Blitz project, a cross-functional multilevel team of 6 to 12 members work intensely, 12 to 14 hours a day, to rapidly develop, test, and refine solutions to problems and leave a new process in place in just a few days. The kaizen process must begin with the process owner, the individual with real ownership and responsibility who has the authority to change the process and be answerable for the consequences. He or she may be the general manager, president, or in some cases plant manager, but always the person in charge.
Kaizen cannot be successful without strong support and direction from the top. These are often the true experts who can, with real management support, make change stick. The team is brought together prior to, or at the beginning of, the project period and given basic education in the principles of lean manufacturing and training by experienced experts in the kaizen tools required to do the work. The team then spends three to five days defining and carrying out the actions necessary to change the process and bring about the needed improvement.
Several to hour days are spent developing, testing, and implementing their ideas. Kaizen experts also facilitate during the project itself, working with teams and management to ensure success. Search icon An illustration of a magnifying glass. User icon An illustration of a person's head and chest. Sign up Log in. Web icon An illustration of a computer application window Wayback Machine Texts icon An illustration of an open book.
Books Video icon An illustration of two cells of a film strip. Management must be ready to make a real commitment to change—not only to acquiesce or agree to the need for change but to lead the process. It focuses on identifying problems at their source, solving them at their source and changing standards to ensure the problem stays solved.
For example, Toyota is well-known as one of the leaders in using Kaizen. In at one U. These continual small improvements add up to major benefits. They result in improved productivity, improved quality, better safety, faster delivery, lower costs, and greater customer satisfaction.
On top of these benefits to the company, employees working in Kaizen-based companies generally find work to be easier and more enjoyable—resulting in higher employee moral and job satisfaction, and lower turn-over. With every employee looking for ways to make improvements, you can expect results such as: Kaizen reduces waste in areas such as inventory, waiting times, transportation, worker motion, employee skills, over production, excess quality and in processes.
Kaizen improves space utilization, product quality, use of capital, communications, production capacity and employee retention. Kaizen provides immediate results. Instead of focusing on large capital intensive improvements, Kaizen focuses on creative investments that continually solve large numbers of small problems. Large capital projects and major changes will still be needed, and Kaizen will also improve the capital projects process, but the real power of Kaizen is in the on-going process of continually making small improvements that improve processes and reduce waste.
Kaizen is based on the belief that the people doing a particular job will often know better than everyone else, including their superiors, how that job can be improved; and that they should be given the responsibility for making those improvements. The production area is by no means the only area within a company where kaizen can be implemented.
The first step in the process is to break down all communication barriers between the various units within the company. The master budget is one such tool that can be used to improve coordination and communication between all of the departments or other subunits within a company. The employees within the Kaizen team need to be trained in Kaizen logic. The underlying of Kaizen is that it makes employees become aware that by using their skills to improve a process, results in the business becoming more successful, which lends itself to meaning more job security for the employee.
Kaizen requires bringing employees together to look at their jobs, sections, and processes, to realize changes that will help performance. Whereas lean manufacturing looked at production issues, Kaizen can be applied to any business. Japanese production systems are inherently based on the logic that the employer will always look after the employee, they can be applied to Western companies, but we have to bear in mind the social differences between the cultures and not look merely at short term gains.
Kaizen can be a good medium for improving employee-employer relationships. Due to western cultural differences between Japan and the West, it is advisable to have a team leader within your Kaizen teams. This is to ensure the team behaves the way you want it to. Well if you take a group of closely working together individuals and tell them to stop working and look at their environment, they will need someone to coax and guide them to bring about change, or else the team ethic will disintegrate.
The team leader will during all the Kaizen sessions be an equal member of the team, whilst at the same time; the team leader will provide back-up support to the team.
The team leader will be the individual who ensures employees pursue the Kaizen ethics by having regular visits with the Kaizen team. Ideally the team leader should come from within the employee teams, but it could be advisable to have a number of employees from different departments of the company trained up in Kaizen logic and then placed in completely different environments to lead teams.
The responsibility of the success or failure should be placed on each Kaizen team, please bear in mind Kaizen is a long term strategy, which means employees will on regular intervals not be working in a value added manner, but the work they are doing is for improving productivity in the long run. The need for employees spending a lot of time in the Kaizen teams needs to be explained to their immediate superiors, the business has to accept that Kaizen is for its benefit.
In Japan, maintaining and improving standards is the main goal of management. If you improve standards, it means you then establish higher standards which you observe, maintain and then later try to improve upon. This is an unending process. Lasting improvement is achieved only when people work to higher standards. For this reason, maintenance and improvement go hand in-hand for Japanese managers.
Generally speaking, the higher up the manager is, the more he should be concerned with improvement. At the bottom level, an unskilled laborer may spend the day simply following instructions. In doing this, he finds ways to make his work more efficient, thus adding to overall improvement within the company. The value of improvement is obvious.
In business, whenever improvements are made, they are eventually going to lead to better quality and productivity. Improvement is a process, the process starts with recognizing a need, and the need becomes apparent when you recognize a problem.
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