Is a Japanese recipe for management , It's truly a philosophy engraved in the core of each Japanese mind
Kaizen aims to eliminate waste . It is often the case that this means "to take it apart and put back together in a better way." This is then followed by standardisation of this 'better way' with others, through standardized work.
Kaizen is a daily activity whose purpose goes beyond improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work (both mental and physical), and teaches people how to perform experiments using the scientific method and how to learn to spot and eliminate waste in business processes.
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. In Toyota it is usually a local improvement within a workstation or local area and involves a small group in improving their own work environment and productivity.
Whilst Kaizen (in Toyota) usually deliver small improvements the culture of continual small improvements and standardisation yields large results in a form of compound productivity improvement. Hence the English translation of Kaizen can be: "continuous improvement", or "continual improvement."
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.
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. In Toyota it is usually a local improvement within a workstation or local area and involves a small group in improving their own work environment and productivity.
Whilst Kaizen (in Toyota) usually deliver small improvements the culture of continual small improvements and standardisation yields large results in a form of compound productivity improvement. Hence the English translation of Kaizen can be: "continuous improvement", or "continual improvement."
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.
For my own personal experience with this method of management , was through a company I was working in called Rum-alaadin for Metal forming In which we were Involved in a workshop
activity , Partially theoratical for applying what we are learning through the slideshows
Our Group was working on a 150 Ton press which took us long time to put it In order remove the waste and the grease , after the press was cleaned and the Obstacles removed from the way and the metal sheets were put in Order some photos were taken for each level of the Job and finally a Presentation was done In which we showed our commitment to the team work and the work done , It was really a nice experience but the problem Is that It never brought for me personally any use or at least this is what I think...
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