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
ie; PQCDSM. 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 benefits.
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.