Kaizen - Japanese word meaning "change for the better" or
"improvement". A
closer concept of the Japanese usage of kaizen is "to take it apart and
put back together in a better way." The English translation is "continuous
improvement", or "continual improvement.".
Kaizen aims to eliminate waste such as activities that
add cost but do not add value; by implementing things such as:
1) just-in-time
delivery or manufacturing
2) standardized work
3) corectly-sized equipment
Kaizen is a daily activity whose purpose goes beyond improvement. It is also
a process that, when done correctly, humanizes the workplace, eliminates hard
work (both mental and physical), and teaches people how to do perform
experiments using the scientific method and how to learn to spot and
eliminate waste in processes.
Kaizen is sometimes misunderstood and misapplied, resulting in outcomes such
as layoffs. This is called "kaiaku" - literally "change for the
worse." Instead, kaizen must be practiced in tandem with "Respect for
People".
Kaizen must operate with three principles in place: process and results (not
results-only); systemic
thinking (i.e. big picture, not solely the narrow view); and
non-judgmental, non-blaming (because blaming is wasteful).
People at all levels of an organization participate in kaizen, from the CEO down, as well as
external stakeholders
when applicable. The format for kaizen can be individual, suggestion system,
small group, or large group.
The only way to understand the intent, meaning, and power of kaizen is
through direct participation, many, many times.
Kaizen often takes place one small step at a time, hence the English
translation: "continuous improvement", or "continual
improvement." Yet radical changes for the sake of goals, such as just in
time and moving lines, also gain the full support of upper level management.
Goals for kaizen workshops are intentionally set very high because there are
countless examples of drastic reductions in process lead time to serve as proof
of their practicality. Kaizen is one of the most commonly used words in
Japan.
The cycle of kaizen activity can be defined as: standardize an operation
-> measure the standardized operation (find cycle time and amount of
in-process inventory) -> gauge measurements against requirements ->
innovate to meet requirements and increase productivity -> standardize the
new, improved operations -> continue cycle
ad infinitum.
The "zen" in Kaizen emphasizes the learn-by-doing
aspect of improving production. This philosophy differs from the
"command-and-control" improvement programs of the mid-twentieth
century. Kaizen methodology includes making changes and monitoring results,
then adjusting. Large-scale pre-planning and extensive project scheduling are
replaced by smaller experiments, which can be rapidly adapted as new
improvements are suggested.
Procedure
Day by day. :-)
