Kaizen

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(Refer our High Quality Management Encyclopedia “Management Universe” at: http://management-universe.blogspot.com/)

Definition and Concept

“KAI”= Change
“ZEN”= Good

Therefore, “KAIZEN”= Good Change

Or

KAIZEN means “continuous improvement” or "continual improvement"
involving
EVERYBODY
in the organization from the managers down to the workers (or every level of employee)

Kaizen Further Defined

• Kaizen is an improvement suggestion to remove or rectify an abnormality in process, product and inputs.
• Kaizen in broader terms means continuing improvement in personal life, home life, social life and working life. When applied to the workplace, kaizen means continuing improvement involving everyone- managers and workers (employees) alike.
• Yet this emphasis on kaizen does not mean that innovation can or should be forgotten.
• Both , innovation and kaizen are needed if the company is to survive and grow.
• Kaizen usually results in small improvements on day-to-day basis. Yet, because it is done continuously, ultimately gives large compounded improvements.

History

• Kaizen is a part of the quality revolution initiatives that started in Japan is 1950s.
• The famous Toyota production system is known for kaizen.

Kaizen Versus Innovation

There are two contrasting approaches to improving quality and productivity.

• The gradual approach- kaizen
• The great leap approach- innovation
• Innovation is dramatic, a real attention-getter.
• Kaizen, on the other hand, is often undramatic and subtle, and its results are seldom immediately visible.
• Kaizen is a continuous process.
• Innovation is generally a one-shot phenomenon.

In any organization, we need both- kaizen and innovation. Yet, kaizen is imperative.

Innovations/Breakthroughs and Daily Continuous Improvements Through Kaizen

• Innovations/breakthroughs are brought about in any organization occasionally or intermittently. There is a high jump in improvements. These high jump improvements are incorporated in the new practices/systems/processes.
• Then, after one innovation/breakthrough, there may be a lull. During this lull period and in absence of daily management or continuous improvements through kaizen or gemba kaizen etc, these dramatically improved processes start degrading or deteriorating. And the processes become inefficient/ineffective. Lots of advantages of innovation disappear or are lost.
• This is where daily management through continuous improvements comes in. It insists on daily performance and also, daily improvements. It keeps on maintaining and further improving the processes. The fall or degradation of processes is now just not possible.
• Therefore, daily management and daily improvements through kaizen, gemba kaizen, quality circles etc is in fact a management imperative. You cannot do without it (you may occasionally do without an innovation/breakthrough).
• It may not be as stunning or exciting as an innovation, yet, effective daily management and daily improvements are the foundation on which maximization of advantages due to innovation and company viability firmly stay.

Kaizen System in Practice (The Format)

Kaizen or improvement suggestions can be given by an individual, by a small or large group or can be institutionalized as a Kaizen suggestion system.

• It is continuous improvement in all aspects of life.
• It has total employee involvement (TEI) at its base.
• Suggestions are given to supervisor/manager and not dropped in a suggestion box (as in conventional suggestion scheme).
• Kaizen emphasizes on implementation.
• Every employee takes part and gives suggestions.
• Kaizen suggestions are evaluated quickly.
• Suggestions can be departmental as well as inter-departmental.
• Kaizen improves the dignity of the employees.

Kaizen Tools

1. Seven QC tools (old ones- conventional and more popular)
2. Seven QC tools (new ones)
3. 5 W & 1 H :
   What is wrong?
   Where is the problem?
   Who does the job?
   When does it happen?
   Why does it happen?
   How can it be improved?
4. Scare :
   Simplify
   Combine
   Add
   Re-arrange
   Eliminate
5. Value added/non-value added analysis :
   Draw a flow process chart
   Identify whether each activity adds value
   Analyse causes of non-value added activities
   Eliminate non-value added activities
   Evolve a new method of working
6. PDCA Cycle :
   Plan- Do- Check- Act
7. Why why or 5 Why Analysis: Ask ‘Why’ 5 times unless you get a problem area at the root level and it's solution(s)

For More Guidance, Assistance, Training and Consultation

Contact: prodcons@prodcons.com

Also refer: http://prodcons-group.blogspot.com/, http://training-development-function.blogspot.com/ and http://productivity-consultants.blogspot.com/

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