How Can We Bring Kaizen into HR? Seeking Real-Life Examples and Insights

Hi friends, I have read enough articles on kaizen now and am quite clear on the concept. Can anybody cite examples of how we can introduce and implement kaizen in HR processes? Please help.

Hi,

Some examples of kaizen are:

A) In a manufacturing unit:

1. Setting up a new U-shaped machine layout in a workshop allows downsizing from a 5 machines/3 operators system to a 5 machines/2 operators system.
2. Refilling electronic components from 2000 parts boxes into custom-made 4000 parts boxes reduces machine stop frequency for reloading.
3. Using gravity (free energy!) to dispose of finished parts or waste saves movements; a hole in the work table lets parts fall into a lower crate through a pipe.
4. Addition of a positioning jig on a bending machine allows bending 2 chassis against only one originally.

I hope these examples help you out. Take care.

Zara

Thank you for your prompt reply. My concern is how Kaizen can be implemented in a corporate office, specifically in the HR department.

Shikha Mahajan
Delhi

Well, to my knowledge, the only type of change management taking place and being implemented by the HR department is Six Sigma. Kaizen is not very prevalent in this department as yet. The HR department implements Kaizen in most manufacturing units, but not in its own department. Would you guys like any data on Six Sigma?

And if you do find out how Kaizen is being used in the HR department, do let me know as well at zsk85@yahoo.com

Dear Sulekha,

One kaizen in HR could be the minimum use of covering letters. In fact, we have implemented this. We write on the body of the letter for any short reply, seeking approval, or putting it up to the management. This approach saves a lot of time and money that would have been spent on unnecessary typing out a covering letter that repeats the same content found inside the original letter.

I will send some more updates soon. If you receive any, please do share.

Thank you.

Hi,

Here are a few articles on Six Sigma, along with an example of Six Sigma implementation at Motorola.

Hi,

Thanks for the Six Sigma articles. However, the point was Kaizen in the HR department. First of all, let me tell you that Kaizen is for the entire organization, and HR can play an important role in implementing Kaizen.

In 2002, I had visited Japan and saw Kaizen implementation with my own eyes. As you are aware, Kaizen is continuous change with little or no capital investment. Its aim is, of course, similar to Six Sigma. But it can be implemented by anyone in an organization. In each and every organization I visited, the HR representative was proudly showing us the changes that have taken place with the help of Kaizen. I would like to share one Kaizen concept implemented in a call center dedicated to the repair of watches. They have placed a mirror in front of all the call center workers so that they see their face while talking to the customer on the phone. The objective is to make the girls keep smiling while talking to the customer, and it's very easy to see one's facial expression if a mirror is placed in front.

Regards.

Kaizen can be implemented anywhere and everywhere. For starters, start with the "5S principles":

a) Seiri: Throw away all rubbish and unrelated materials in the workplace.

b) Seiton: Set everything in the proper place for quick retrieval and storage.

c) Seiso: Clean the workplace; everyone should be a janitor.

d) Seiketsu: Standardize the way of maintaining cleanliness.

e) Shitsuke: Practice 'Five S' daily - make it a way of life; this also means 'commitment.'

Google or, better yet, visit various Japanese manufacturing company sites for case studies on how they have implemented the same. Start with yourself first and then with a single area in your company, i.e., more like a pilot study. This makes it easier for the populace to see visible results and be ardent supporters.

Suryavrat

Hi Friends,

Kaizen is actually a Japanese word which means "Continuous Improvement." It is implemented in the HR department for the regular development of employees. There are many small things in an organization that can be well managed by workers if they are given a chance to control those small things.

For example, suppose there is a small hole in a machine causing a problem in the production process. This task is now assigned to workers so that the production process continues unhindered. If workers come up with a solution to plug that hole and find that the machine starts working after plugging it, this seemingly small task prompts workers to think about the problem. Ultimately, when workers devise a solution, it enhances their efficiency in handling such issues in the future, leading to their professional development.

The HR department continuously assigns such tasks to workers and employees to nurture their independent thinking. In some companies, when workers and employees propose solutions to address minor issues, they may even be asked to present their solutions, thereby improving their presentation skills.

Ravi

Dear All,

Let me tell you, Kaizen stands for continual improvement, and it's a misconception that it can only be implemented in the manufacturing industry. Wherever there is a scope for improvement, we can implement Kaizen. Examples of Kaizen in HR processes are plentiful:

1. Reduce waiting time for documents.
2. Implement a clutter-free work environment.
3. Reduce the paper consumption for printouts.
4. Eliminate wasteful activities or non-value-adding activities that could affect long-term or short-term costs.
5. Implement Kanban for stationery items, etc.

I hope this gives you more ideas and proves useful to you as well! Happy learning.

Sonika Jethi

Dear Friends,

Season's Greetings,

It is my humble request to all my friends to view the attached PPT. You will feel relaxed, and your day will be cheerful. Introduction to Kaizen is also included.

With kind regards,

Cyril Parmar
Senior Personnel Officer
AMUL

APPLICABILITY OF KAIZEN IN BUSINESS HR PROCESSES:

Kaizen has a wide applicability in HR processes. Kaizen literally means "Continuous Improvement." As such, it involves continuously assessing the output of processes and the efficiency of processes in keeping with the Service Level Agreements.

Some ways to track process outputs and create improvements could be:

1. Assess and analyze the extent and types of escalations/complaints over a period of time. Do not jump to conclusions and try to create changes.
2. Assess the time taken to complete a single instance under normal conditions and observe if it is meeting your time constraint.
3. Examine the output and see if it is meeting the quality levels assured to the customer. For example, does an HR report presented to a manager contain all data requested?
4. Deliberately use controlled conditions and test in possible worst-case scenarios (e.g., operator/person not available, system down/error, etc.).
5. Test using faster communication methods, e.g., email instead of post or phone instead of a communicator chat. This helps improve the time taken.
6. Eliminate redundant activities (e.g., cross-checking at two levels, unnecessary signatures, approvals deemed granted, etc.). This can help shorten the process time.
7. Avoid employee movement. Instead of having an employee come to another location to submit a requisition or collect a form, have it emailed or faxed instead at his/her location. A process that minimizes employee movement leads to better and productive time utilization for the employee and avoids crowds at the HR Desk. Use a ticketing system where possible (though a costly resource).
8. Have an entire team trained in multiple processes. This ensures that the absence of one or two does not bring an entire system down.
9. Every process should have an efficient complaint redressal system. Having a non-performing process and further an ineffective complaint redressal is simply like pouring fuel over fire.
10. Have a good authentication system in every process. For example, an employee asking for a bonafide certificate, which in turn may be used to secure a faulty loan, reflects badly on the company. Instead, a simple declaration in the form of an email of the intent/purpose of every certificate desired would help.

Ultimately, in the spirit of Kaizen and in the words of quality Guru Deming, "continuously improve the system and process..."

Regards,
Joshua

Dear Sulekha, I am from Kaizen Institute – India, which is part of the Global Kaizen Institute operations. It was established by Sensei Masaaki Imai, the GURU of Kaizen. He wrote the first book 28 years ago, and that is when it all started. We operate in 30+ countries today and have over 600 coaches helping organizations Learn, Apply, Sustain – Kaizen/Operational Excellence.

Understanding Kaizen

It is important to understand the word KAIZEN. Although Kaizen is defined in English as "Continual (not continuous) Improvement," it is much more than the word signifies. Kaizen is a way of life, an attitude, a spirit that prevails at all times in an organization. Mr. Masaaki Imai says that Kaizen is for "Everyone (all employees, managers included), Every day (not like a month-end sales promotion but a way of life), and Everywhere (all departments - not restricted to the shop floor)."

Engaging People

The third principle of Kaizen itself says ENGAGE PEOPLE (People involvement/People development at all levels). Traditional manufacturing was based on separating planning from production. However, Kaizen thinking strives to utilize its human potential to the maximum by involving everyone from Executive to the Chairman.

Addressing Gaps with Kaizen

Gaps exist in all areas/departments or industries, and Kaizen helps in driving the change for good. Training is one of the services offered by Kaizen Institute Consulting Group through its Kaizen College programs. The KAIZEN® College teaches in a practice-related way how improvement processes in different areas can be triggered and sustained. KAIZEN® College provides:

• Training through Courses
• Seminars by KI Consultants and Guest Speakers
• Case Visits

In a nutshell, the entire body of work of KAIZEN focuses on:

1. Identifying
2. Reducing
3. Eliminating the three enemies of competitiveness, which are Muda (Waste - there are 8 kinds of wastes found in any organization/department), Mura (Variability), and Muri (burden/strain).

These three enemies cause obstruction to the FLOW of both materials and information – within a shop floor, within an enterprise, across an industrial sector, within an economy, and between economies. Thus, this concept applies at all levels and needs to be addressed at all levels.

Examples for Sulekha

- Lack of Planning, Organizing, Staffing, Directing, Coordinating, Reporting & Budgeting.
- No standards for following targets, which leads to a directionless journey.
- No team spirit, creating a divide that leads to unaccomplished tasks.
- Blaming each other.
- Communication gap (No proper channel or structure for information flow).
- Delegation of work is not done, leading to delays in decision-making and resulting in delayed delivery. (Employee empowerment missing).
- Too complicated structure to work (No transparency).
- No process follow-ups.
- Procrastination of activities (Time-bound targets are unavailable).

Role of the Human Resource Department

The Human Resource Department deals with the management of people within the organization. There are a number of responsibilities that come with this title. First of all, the Department is responsible for hiring people; this involves attracting employees, keeping them in their positions, and ensuring that they perform to the expectations of the management. Besides, the HR Department also clarifies and sets day-to-day goals for the organization. It is responsible for the organization of people in the entire Company and plans for future ventures and objectives involving people in the Company.

Research has shown that the human aspect of resources within an organization contributes approximately eighty percent of the organization's value. This implies that if people are not managed properly, the organization faces a serious chance of falling apart. The Human Resource Department's main objective is to bring out the best in their employees and thus contribute to the success of the Company. Therefore, there are various ways in which (depending upon the pain areas & current state of the HR department of the organization) we can connect KAIZEN to the HR Department.

From the corporate vision, employees are viewed as assets to the enterprise, whose value is enhanced by development. Hence, companies will engage in a barrage of human resource management practices to capitalize on those assets.

Hope this will help you!

Thanks,

Divyakumar Soneji