Kaizen is a Japanese word for continuous improvement , it has revolutionised the Japanese industry and
is now implemented across the globe. The foundation of Kaizen are   observations , workplace
improvement , standards .Kaizen are: quality, effort, involvement of all employees, willingness to change,
and communication

  • An unending process of maintaining and improving standards

  • Improve set standards, to establish higher standards.

  • Leads to efficiency, better quality and productivity.

  • Recognize a problem and a need becomes apparent, which will lead to problem solving.

Kaizen is small improvements and a change for better.It must be accompanied by change of method. The
Kaizen concept stimulates productivity improvement as an ongoing process in any company.It is a
practice oriented strategy which leads to creation of culture of improvement It is more a way of life or at
least a cultural approach to quality improvement. The implementation of philosophy of Kaizen can be
achieved through involvement of employees to effect improvements.

Kaizen –A Necessity for the Industry

Kaizens can be implemented in the industry by improving every aspect of business process in a step by
step approach, while gradually developing employee skills through training and increased involvement.
The principle are:
human resources are the most important company asset
process must evolve by gradual improvement rather than radical changes
improvement must be based on evaluation of process performance
By practicing Kaizen culture, managers demonstrate commitment to quality. Also, the workers with
adequate support from managers become a major source of improvement

Kaizen system is simple,but its implication are far reaching. These can be in the area of Productivity,
Quality, Cost, Delivery, Safety & Morale of Employees

Q would mean more accurate

C would mean cheaper, lesser value

D would mean lesser cycle time or lead time,
faster and more quantity.

S would mean safer,easier & comfortable working.

P is a derivative or a combination of any of the above QCDSM. However,there could be Kaizen, which is
implemented primarily to improve productivity. Such a productivity improvement kaizen may also indirectly
effect cost and/or quality and/or safety etc.. Hence, the categorisation of a kaizen should be done based
on what it was originally intended for and not based on what all could be the eventual spin-off or side

Normally Kaizen projects are  taken by groups  with declared objectives  within a stipulated time frame
and  have people  from different departments or skill solving or improving  a process . Kaizen templates
are filled in  to record developments and results.
Kaizen are ""observations , workplace. Improvement , standards. An unending process of maintaining
and improving standards.Kaizen are small, mistakes can easily be corrected without involving much risk
or expense. . Central to the philosophy of kaizen are two cycles that involve processes for improvement
and for maintenance: plan-do-check-act (PDCA) and standardize-do-check-act (SDCA). When improving
processes, planning establishes the targets for improvement. The "do" step refers to the implementation
of the plan.

The  implementation is monitored and evaluated during the "check" phase, and the process is
incorporated as a standard during the "act" part of the cycle. The maintenance cycle, sdca is invoked
when a failure occurs. "standardization" seeks to stabilize processes so they can be improved. By
understanding if a failure occurred because of a poor or non-existent standard or because an existing
standard wasn't followed, managers can implement specific actions to correct it. Once a standard is put
into place and put into practice, it can become the focus of the pdca cycle. The pdca and sdca cycles of
kaizen never end, propelling the organization slowly but surely to high efficiency and high quality outputs.
Shop floor - gemba,. Product - gembutsu,. The facts - gemjitsu. By pursuing improvements in the three
'gems', a manager develops an eye for problems. Gradual enhancements to the key operations - product
development, manufacturing, service and sales - multiply into greater success, sustainable
competitiveness and good business performance. Poka-yoke is the japanese term for mistake-proofing. It
is designed either to prevent an error from happening or to make an error obvious at a glance.
Therefore, a product development process that respects poka-yoke logic aggressively seeks to eliminate
the possibility of errors and waste and to increase resource efficiency in the entire product life-cycle.

5S   Gemba   Muda  Kanban  Takt   Poka yoke   Jidoka  PDCA
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