Kaizen is a simple tool that accelerates the pace of continuous process improvement through small changes.
Kaizen is a Japanese term for change for the better. It does not require continuous improvement in itself, but it is part of Lean methods and the Toyota Production System (TPS), which support the idea of continuous improvement. Its philosophy is derived from the American Training Within Industry program. It has been found that small and continuous changes aimed at process improvement are more effective than large and revolutionary leaps forward. By making incremental changes, the risk of making incorrect decisions and heading off-course (moving in the wrong direction) is eliminated. Additionally, small changes can be implemented quickly and at significantly lower costs compared to radical changes that are difficult to manage.
Since Kaizen aims to improve processes, it is applicable to all areas of human activity and is not limited to manufacturing processes. Kaizen, with its philosophy, supports the involvement of employees in improvement (anyone can suggest Kaizen) as well as the development of a sense of ownership of the processes. It also leads to systematic work, fact-based orientation, and control of set goals. Kaizen is often the second, widely introduced Lean management system after 5S.
To implement Kaizen, an organization needs to make the decision to embark on the Lean management path. Usually, after implementing 5S, the organization trains employees responsible for the Kaizen system and establishes a formal environment for its implementation. This phase mainly involves clarifying the financial, material, and time resources required for implementing proposals. Management should also introduce motivational elements to encourage the involvement of as many employees as possible.
Kaizen is implemented in a step-by-step sequence of steps in the PDCA cycle. Anyone from any area in the company can suggest a proposal for improvement. This means that even a production operator can suggest a change related to production planning. This freedom supports both necessary conditions for the successful introduction of Lean tools: a sense of ownership and involvement. Each proposal is evaluated from multiple perspectives. The most significant aspects are its impact on safety, quality, and process performance after the implementation of the proposed change. If the proposal can lead to improvement, its implementation is planned (Plan). After its implementation (Do), the effectiveness of the proposal is checked (Check), and the change becomes either a new standard or a new PDCA cycle is initiated to eliminate any unexpected outcomes (Act).
The implementation of Kaizen must be measurable, and the process must improve. It is best to express the change in financial terms. Proposals that cannot be quantified should not be implemented. These may include speculative proposals that may change the current state but without a visible effect and are therefore considered waste from the perspective of Lean management.
A common mistake is introducing mandatory quotas for the number of proposals submitted per individual in a specific period. This leads to employee frustration and efforts to achieve the goal by any means necessary. As a result, submitted proposals often do not lead to improvements but merely fulfil the required quantity. Sorting through proposals then becomes a time-wasting activity.
Another problem is delayed or non-existent implementation of approved proposals. Companies that underestimate the importance of resources for Kaizen implementation during the preparatory phase often struggle with their implementation. Constantly deferring the implementation demotivates employees, and the entire system gradually weakens and fades away.
However, the most significant mistake may be implementing Kaizen proposals exclusively in one area of the organization. In manufacturing companies, this is often limited to production units. This unnatural division between those who "have to" and those who "do not have to" suggest improvements undermines its foundations. The only part of the organization that must submit proposals for improvement is the management. By doing so, the message is sent throughout the organization that the change is genuine.
Although Kaizen is a simple tool, implementing the system is associated with challenges related to the need to change employees' thinking. To successfully implement the system, what needs to be done, and what to avoid, you can learn during the training...
| Training name | Training duration | Venue | Price | The nearest date |
|---|---|---|---|---|
| Japanese methods of improvement according to TPS (Toyota Production System) |
1 day
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Company in-house training | On request |
According to you
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