WHAT IS KAIZENIn simple terms Kaizen is Japanese for‘a change for better’, which results in‘continuous improvement’. Kaizenideology can be traced back to the 1980’s;Kaizen was first adopted in the West withthe influx of Japanese car manufacturersbrought a wave of new thinking.
LOGIC OF KAIZENKaizen logics was first appear in written textwith Masaaki Imai’s book ‘KAIZEN - The KeyTo Japan’s Competitive Success’ (1996) thisbook showed that what the fundamentalKaizen logic is.Kaizen uses the Japanese logic of bringingimprovements internally from within theworkplace
KAIZEN BENEFITS• These continual small improvements add up to major benefits. They result in improved productivity, improved quality, better safety, faster delivery, lower costs, and greater customer satisfaction.• On top of these benefits to the company, employees working in Kaizen-based companies generally find work to be easier and more enjoyable - resulting in higher employee moral and job satisfaction, and lower turn-over.
KAIZEN BENEFITS• Kaizen Reduces Waste in areas such as employee skills, waiting times, transportation, worker motion, over production, excess inventory, quality and in processes.
KAIZEN BENEFITS• Kaizen Improves - product quality, use of capital, production capacity, communications, Space utilization and employee retention.
KAIZEN BENEFITS• Kaizen Provides immediate results. Instead of focusing on large scale improvements, which involve capital intensive, Kaizen focuses on creative investments that continually solve large numbers of small problems.
KAIZEN BENEFITS•Kaizen will also improve the capitalprojects process, but the real power ofKaizen is in the on-going process ofcontinually making small improvementsthat improve processes and reducewaste.
KAIZEN BENEFITS• By involving employees they start looking about change at their environment to bring up results in there work area. And improved morale as employee begin to find work more enjoyable and easier .
KAIZEN BENEFITS• Kaizen involves every employee in process of change - mostly in small, incremental changes. It focuses on identifying problems at their own source, solving them at their own source, and changing standards to ensure the problem stays solved forever.• Its not unusual for Kaizen to result in 25 to 30 suggestions per employee, every year, and to have over 90% of those implemented.
KAIZEN BENEFITS• For example, Toyota is well-known as one of the leaders in using Kaizen. In 1999 at one U.S. plant, 7,000 Toyota employees submitted over 75,000 suggestions, of which 99% were implemented.
Kaizen evaluation (General guidelines) Type of Kaizen Marks awarded.• Innovative Kaizen > 80• Self initiated 50 to 70 improvements with team efforts• Accepting others ideas for improvements. 40 to 60• Giving suggestions to others and getting them implemented 30 to 50