Basics of Kaizen
Kaizen is a Japanese word, which means gradual, orderly, and continuous improvement with minimal investment. Kaizen is an ongoing process focusing on the elimination of wastes in all systems of an organization.
Two Elements of KAIZEN
Improvement/change for the better and ongoing/continuity are the two elements that construct Kaizen. The absence of one of the elements would not be Kaizen. For example, the expression "business as usual" contains continuity but not improvement, whereas "breakthrough" includes change or improvement but not continuity. KAIZEN should contain both elements.
Maintenance, Innovation, and Kaizen
These three functions should occur in an organization simultaneously.
Maintenance refers to the smooth functioning of the current status, setting up procedures, and implementing standards. Usually, the lower-level people of the organization are responsible for maintenance.
Innovations are breakthrough activities such as buying new machines, equipment, developing new markets, and directing R&D.
KAIZEN is an intermittent function involving small steps but with continuous betterment. Lower/middle management and workers, with encouragement and direction from top management, should implement it.
Japanese KAIZEN activities, whether individual or group, veer around the following themes:
- Work improvement.
- Working environment improvement.
- Process improvement.
- Machine capability improvement (minimum downtime).
- Improvement in production aids (jigs, fixtures, tools, etc.).
- Improvements in service areas – office work.
- Quality improvement.
- Improvement in customer service and customer relations.
- Improvements for new products (ideas).
- Improvement in the HUMAN individual capabilities.
The belief held by Japanese management is that managers should spend 50% of their time making improvements. The starting point of KAIZEN is identifying waste. The management should primarily focus on:
- Excess inventory.
- Overproduction, either in the form of components or finished products.
Management-oriented KAIZEN should result in:
- Achieving maximum efficiency and quality.
- Minimum inventory.
- Eliminating methods that cause fatigue to workmen.
- Maximizing the utilization of facilities, tools, etc., to achieve efficiency.
- An open management, which allows questioning of the existing systems and processes.
- Encouraging learning and providing opportunities for its employees to learn.
- Encouraging synergistic teamwork and cooperation.
- Striving for and catalyzing continuous improvement at all levels.
- Systems improvement.
Therefore, Kaizen is an involved leadership that guides people to continuously improve their ability to meet expectations of high quality, low cost, and on-time delivery.
From India, Secunderabad
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57Kaizen is a Japanese word, which means gradual, orderly, and continuous improvement with minimal investment. Kaizen is an ongoing process focusing on the elimination of wastes in all systems of an organization.
Two Elements of KAIZEN
Improvement/change for the better and ongoing/continuity are the two elements that construct Kaizen. The absence of one of the elements would not be Kaizen. For example, the expression "business as usual" contains continuity but not improvement, whereas "breakthrough" includes change or improvement but not continuity. KAIZEN should contain both elements.
Maintenance, Innovation, and Kaizen
These three functions should occur in an organization simultaneously.
Maintenance refers to the smooth functioning of the current status, setting up procedures, and implementing standards. Usually, the lower-level people of the organization are responsible for maintenance.
Innovations are breakthrough activities such as buying new machines, equipment, developing new markets, and directing R&D.
KAIZEN is an intermittent function involving small steps but with continuous betterment. Lower/middle management and workers, with encouragement and direction from top management, should implement it.
Japanese KAIZEN activities, whether individual or group, veer around the following themes:
- Work improvement.
- Working environment improvement.
- Process improvement.
- Machine capability improvement (minimum downtime).
- Improvement in production aids (jigs, fixtures, tools, etc.).
- Improvements in service areas – office work.
- Quality improvement.
- Improvement in customer service and customer relations.
- Improvements for new products (ideas).
- Improvement in the HUMAN individual capabilities.
The belief held by Japanese management is that managers should spend 50% of their time making improvements. The starting point of KAIZEN is identifying waste. The management should primarily focus on:
- Excess inventory.
- Overproduction, either in the form of components or finished products.
Management-oriented KAIZEN should result in:
- Achieving maximum efficiency and quality.
- Minimum inventory.
- Eliminating methods that cause fatigue to workmen.
- Maximizing the utilization of facilities, tools, etc., to achieve efficiency.
- An open management, which allows questioning of the existing systems and processes.
- Encouraging learning and providing opportunities for its employees to learn.
- Encouraging synergistic teamwork and cooperation.
- Striving for and catalyzing continuous improvement at all levels.
- Systems improvement.
Therefore, Kaizen is an involved leadership that guides people to continuously improve their ability to meet expectations of high quality, low cost, and on-time delivery.
From India, Secunderabad
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