KAIZEN

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Since the beginning of the industrial age, many different production and management strategies have been tried in the business realm. In recent times, following the general trend, the innovations and progress in this area have been stemming from Asian traditions and philosophies with the KAIZEN approach being one of them. Despite some of its minor disadvantages such as being irreversible once installed, KAIZEN approach, which is the next generation of TQM and includes all advantages of Lean Production, should be chosen by the companies that want a more innovative and more dynamic system with motivated workers.

In simple terms KAIZEN is Japanese for 'a change for better', which results in 'continuous improvement'. 'Kai' means 'to change' and 'Zen' means 'good'. This ideology can be traced back to the 180's; KAIZEN was first adopted in the West with the influx of Japanese car manufacturers brought a wave of new thinking. KAIZEN logic was first enshrined in written text with Masaaki Imai's book 'KAIZEN - The Key to Japan's Competitive Success' (16) this book showed what the fundamental KAIZEN logic is. KAIZEN uses the Japanese logic of bringing improvements internally from within the workplace; this goes against the European ethics of using external sources such as consultants to improve processes. The difficult part is how to keep it going and maintain the momentum once it has been introduced. Many companies have tried to introduce such projects as quality circles, reengineering, and lean production. While some of them have been successful, most have failed to make such a project a going concern. For instance, many Western companies introduced quality circles by involving employees but most companies have simply given up the idea of quality circle activities by now. This happened because management failed to build internal infrastructures, systems and procedures that would assure the continuing of quality circle activities. This has happened because most Western companies lacked the concept of KAIZEN.

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