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Kaizens Starting Point
Setting the Right Mindset & Business Environment
not a single day should go by without some kind of improvement being made somewhere
in the company
customer-driven strategy for improvement - any management activity should eventually
lead to increased customer satisfaction
quality first, not profit first - an enterprise can prosper only if customers who purchase its
products or services are satisfied
recognition that any corporation has problems and establishing a corporate culture where
everyone can freely admit these problems and suggest improvement
problem solving is seen as cross-functional systemic and collaborative approach
emphasis on process - establishing a way of thinking oriented at improving processes, and
a management system that supports and acknowledges peoples process-oriented efforts
for improvement
The Key Kaizen Practices
Mindset & Culture
customer orientation
quality control (QC) circles
suggestion system
discipline in the workplace
small-group activities
cooperative labor-management relations
total quality control (TQC)
quality improvement
Production Process
automation & robotics
autonomation
zero defects
total productive maintenance (TPM)
kamban
just-in-time (JIT)
productivity improvement
new product development
Related Chapters of the Business e-Coach
Master of Business Systems (MBS) Continuous Improvement
Glossary - Kaizen & Lean Production key definitions and concepts
Kaizen and Total Quality Control (TQC)
Kaizen and Innovation
Operational Effectiveness and Efficiency
Lean Manufacturing - Doing More With Less
Lean Manufacturing (slide show)
Continuous Improvement Firm (CIF)
Manufacturing Strategies Used by US and Japanese Companies
What is Kaizen?
Kaizen means improvement. Kaizen strategy calls for never-ending
efforts for improvement involving everyone in the organization -
managers and workers alike.
Kaizen and Management
Management has two major components
1.maintenance, and
.improvement.
The objective of the maintenance function is to maintain current
technological, managerial, and operating standards. The improvement
function is aimed at improving current standards.
Under the maintenance function, the management must first
establish policies, rules, directives and standard operating procedures
(SOPs) and then work towards ensuring that everybody follows SOP.
The latter is achieved through a combination of discipline and human
resource development measures.
Under the improvement function, management works continuously
towards revising the current standards, once they have been mastered,
and establishing higher ones. Improvement can be broken down
between innovation and Kaizen. Innovation involves a drastic
improvement in the existing process and requires large investments.
Kaizen signifies small improvements as a result of coordinated
continuous efforts by all employees.
Employee Empowerment Suggestion System & Quality
Control (QC) Circles
The suggestion system is an integral part of an established
management system that aims at involving employees in Kaizen. The
number of workers suggestions is regarded as an important criteria in
reviewing the performance of the workers supervisor and the manager
of the supervisor.
The Japanese management encourages employees to generate a great
number of suggestions and works hard to consider and implement
these suggestions, often incorporating them into the overall Kaizen
strategy. Management also gives due recognition to employees efforts
for improvement. An important aspect of the suggestion system is that
each suggestion, once implemented, leads to an upgraded standard.
Quality control (QC) circles can be viewed as a group-oriented
suggestion system for making improvements. QC circle is a small group
that voluntarily performs quality-control activities in the workplace.
Total quality control (TQC) involves everyone in the organization and is
aimed at improvement of managerial performance at all levels.
Process-Oriented Thinking as Opposite to Result-Oriented
Thinking
Kaizen concentrates at improving the process rather than at achieving
certain results. Such managerial attitudes make a major difference in
how an organization masters change and achieves improvements.
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