Green Belt: Green Belt is one of the individuals who are trained to 6 Sigma skills, and often have the level of black belt, but it works either as a member or 6 Sigma team leader is not a full-time.

SA 8000: 2008 is an international standard for social responsibility. It was established in 1989 by SAI (Social Accountability International) in association with the Council on Economic Priorities, and today it is the most famous internationally-recognized labor standard on workers’ care. SA 8000: 2008 also covers the already existing international agreements involving the Conventions of the International Labor Organization, the Universal Declaration of Human Rights and the UN Convention on the Rights of the Child. Every socially responsible company in the world has based their work on the principles of this standard. SA 8000: 2008 involves management of the following nine topics through documented procedures

The planning process and the implementation of preventive maintenance work does not represent only a brief way to reduce maintenance costs, but also represents an investment of capital and partial profit in the long term. But it found that the implementation of an effective preventive maintenance program we will get from the reality of the data and practical experience on the following features: Low maintenance cost / unit of production rate. Low-stop hours of productive machinery. Lower the cost of repair rate for capital investment. Consequently, we find that the timing of the implementation of preventive maintenance compared to maintenance treatment has shifted from when maintenance must be done to when you want to do maintenance work.

• Where necessary to ensure valid results, measuring equipment shall: – Be calibrated or verified at specified internal or prior to use. – Be adjusted or re-adjusted. – Be identified to enable calibration status. – Be safeguard from adjustment that would invalidate the measurement. – Be protected from damage or deterioration.

Good Food Processing Techniques

This paper reports the study of kaizen as practised in a selection of Japanese companies. After discussing the general understanding of kaizen and proposing a clear definition, the paper describes the methodology of the study, and presents findings from the research, as a base model and comparing this with the data from other companies which is compared with other firms in the steel and automotive industries to assess uniformity. The paper concludes that kaizen evolves uniquely within each organization, following changes to the organization’s business environment. Detailed implementations vary considerably between organizations, but all rely on kaizen to achieve targets as an integral element in the operations management system.