Kaizen, developed by Masaaki Imai in the 1950s, is a strategy focused on continuous improvement in organizations, involving both management and employees. It emphasizes employee ownership, efficiency, and the elimination of waste, encouraging individuals to suggest process improvements. The core principles include questioning past practices, being open to change, viewing problems as opportunities, opting for simple solutions, and correcting mistakes promptly.

1. KAIZEN
KAI = change
Zen = good / better ( improvement )
KAIZEN = change for Good Improvement

2. The man behind KAIZEN :
MASSAKI IMAI is known as the developer of
KAIZEN.
He also know as “ LEAN GURU” and the father
of “CONTINUOUS IMPROVEMENT” .
Mr.Imai says kaizen as a strategy which is never
ending efforts for improvement involving in the
organization – manager and workers.

3.  The kaizen was implemented in the year 1950.
 Here the TPS relies on employees to keep an eye out for areas where
waste can be removed, thus increasing efficiency. Each employee
takes ownership of their work, which they look to make easier on
themselves, as well as on the company. Toyoto continues to deliver
top-of-the-line products because each employee in the production
system is encouraged to offer suggestions to improve processes and
streamline production to consistently improve the quality of our
forklifts .
 Its mainly focused on how employee, adopt the improved standardized
procedure and eliminate waste from within the local environment .

4. The KAIZEN principles:
1. Don’t try to justify the past , and start by questioning the best
practices.
2.Discard your fixed ideas , always keep your mind open to change.
3.See waste and problems as an opportunity.
4.Choose a simple solution ,not the perfect one.
5. If you make a mistake , correct it right away .

5.  The kaizen was implemented in the year 1950.
 Here the TPS relies on employees to keep an eye out for areas where
waste can be removed, thus increasing efficiency. Each employee
takes ownership of their work, which they look to make easier on
themselves, as well as on the company. Toyoto continues to deliver
top-of-the-line products because each employee in the production
system is encouraged to offer suggestions to improve processes and
streamline production to consistently improve the quality of our
forklifts .
 Its mainly focused on how employee, adopt the improved standardized
procedure and eliminate waste from within the local environment .

6. The KAIZEN principles:
1. Don’t try to justify the past , and start by questioning the best
practices.
2.Discard your fixed ideas , always keep your mind open to change.
3.See waste and problems as an opportunity.
4.Choose a simple solution ,not the perfect one.
5. If you make a mistake , correct it right away .

7.  The kaizen was implemented in the year 1950.
 Here the TPS relies on employees to keep an eye out for areas where
waste can be removed, thus increasing efficiency. Each employee
takes ownership of their work, which they look to make easier on
themselves, as well as on the company. Toyoto continues to deliver
top-of-the-line products because each employee in the production
system is encouraged to offer suggestions to improve processes and
streamline production to consistently improve the quality of our
forklifts .
 Its mainly focused on how employee, adopt the improved standardized
procedure and eliminate waste from within the local environment .

8. The KAIZEN principles:
1. Don’t try to justify the past , and start by questioning the best
practices.
2.Discard your fixed ideas , always keep your mind open to change.
3.See waste and problems as an opportunity.
4.Choose a simple solution ,not the perfect one.
5. If you make a mistake , correct it right away .

9.  The kaizen was implemented in the year 1950.
 Here the TPS relies on employees to keep an eye out for areas where
waste can be removed, thus increasing efficiency. Each employee
takes ownership of their work, which they look to make easier on
themselves, as well as on the company. Toyoto continues to deliver
top-of-the-line products because each employee in the production
system is encouraged to offer suggestions to improve processes and
streamline production to consistently improve the quality of our
forklifts .
 Its mainly focused on how employee, adopt the improved standardized
procedure and eliminate waste from within the local environment .

10. The KAIZEN principles:
1. Don’t try to justify the past , and start by questioning the best
practices.
2.Discard your fixed ideas , always keep your mind open to change.
3.See waste and problems as an opportunity.
4.Choose a simple solution ,not the perfect one.
5. If you make a mistake , correct it right away .

11.  The kaizen was implemented in the year 1950.
 Here the TPS relies on employees to keep an eye out for areas where
waste can be removed, thus increasing efficiency. Each employee
takes ownership of their work, which they look to make easier on
themselves, as well as on the company. Toyoto continues to deliver
top-of-the-line products because each employee in the production
system is encouraged to offer suggestions to improve processes and
streamline production to consistently improve the quality of our
forklifts .
 Its mainly focused on how employee, adopt the improved standardized
procedure and eliminate waste from within the local environment .

12. The KAIZEN principles:
1. Don’t try to justify the past , and start by questioning the best
practices.
2.Discard your fixed ideas , always keep your mind open to change.
3.See waste and problems as an opportunity.
4.Choose a simple solution ,not the perfect one.
5. If you make a mistake , correct it right away .

13.  The kaizen was implemented in the year 1950.
 Here the TPS relies on employees to keep an eye out for areas where
waste can be removed, thus increasing efficiency. Each employee
takes ownership of their work, which they look to make easier on
themselves, as well as on the company. Toyoto continues to deliver
top-of-the-line products because each employee in the production
system is encouraged to offer suggestions to improve processes and
streamline production to consistently improve the quality of our
forklifts .
 Its mainly focused on how employee, adopt the improved standardized
procedure and eliminate waste from within the local environment .

14. The KAIZEN principles:
1. Don’t try to justify the past , and start by questioning the best
practices.
2.Discard your fixed ideas , always keep your mind open to change.
3.See waste and problems as an opportunity.
4.Choose a simple solution ,not the perfect one.
5. If you make a mistake , correct it right away .

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