Kaizen is a Japanese term meaning "change for the better" or "continuous improvement." It is a Japanese business philosophy regarding the processes that continuously improve operations and involve all employees. Kaizen sees improvement in productivity as a gradual and methodical process.

1. THE KAIZEN METHODOLOGY

3. What exactly is Kaizen?
• Kaizen is a Japanese word that
translates to mean “continuous
improvement.” It's a “do better every
day, with everyone, and everywhere”
philosophy. The focus is on small,
frequent improvements to existing work
processes, generated by all employees
at all levels in an organization—not just
managers and executives. When
applied, it can improve every function of
a business, from marketing to finance to
the warehouse.

4. The Kaizen method consists
of 5 founding elements:
• Teamwork
• Personal discipline
• Improved morale
• Quality circle, and
• Suggestions for improvement.

5. Kaizen is part action plan and part philosophy.
• As an action plan, Kaizen is about organizing
events focused on improving specific areas
within the company. These events involve
teams of employees at all levels, with an
especially strong emphasis on involving plant
floor employees
The Dual Nature of Kaizen

6. Kaizen is part action plan and part philosophy.
The Dual Nature of Kaizen
• As a philosophy, Kaizen is about building a
culture where all employees are actively
engaged in suggesting and implementing
improvements to the company. In truly lean
companies, it becomes a natural way of thinking
for both managers and plant floor employees.

7. Implementing Kaizen Methodology
• Using the Kaizen methodology is an easy way to
engage employees and develop a culture of
continuous improvement. It seems obvious, but
employee engagement has a direct impact on
business processes and success. When you organize
and empower all employees to participate in the
big picture through small effects on their local
environments, they'll stick around longer and work
smarter.

8. Kaizen event procedure
1. Set goals and provide any necessary background.
2. Review the current state and develop a plan for
improvements.
3. Implement improvements.
4. Review and fix what doesn’t work.
5. Report results and determine any follow-up items.

9. Don’t seek perfection
Kaizen methodology doesn’t exist to suddenly perfect
processes, but to simply improve them. One might
even argue Kaizen suggests perfection is
unattainable—that regardless of how well things are
going, there are always ways to improve, from
product features to the way you manage projects.

10. Use 5S and other strategies
Kaizen process improvement is a mindset to always be
on the lookout for ways to improve. But, when the
time comes to implement improvements, you may
find it useful to take advantage of other process
improvement methodologies like Six Sigma or 5s,
which can act as a framework for data-driven decision
making.

11. kaizen 5's framework for good housekeeping
1. Seiri - tidiness
2. Seiton - Orderliness
3. Seiso - Cleanliness
4. Seiketsu - standardize clean up
5. Shitsuke - discipline

12. What is the role of Kaizen in Toyota's
history of success?
• The Kaizen philosophy lies behind many Japanese management
theories and concepts such as Total Quality Control, Quality Control
Circles, Small Group activities, and labor relations.
• You might have heard the term Kaizen in reference to The Toyota
Way—a famous tale studied in business school. Or, maybe you've
heard it tossed around with other continuous improvement
methodologies like Six Sigma, Lean, Total Quality Management, 5S,
and the like

13. Kaizen and Toyota Motor Corporation
Relationship
• Kaizen is one of the core principles of The Toyota Production System,
a quest for continuous improvement and a single word that sums up
Toyota’s ‘Always a Better Way’ slogan.
• The history of Kaizen begins after World War II when Toyota first
implemented quality circles in its production process. This was
influenced in part by American business and quality management
teachers who visited the country. ... The term Kaizen actually
became famous around the world through the works of Masaaki
Imai.

14. Toyota production system
• This principle showed up primarily as
a way to acknowledge and address
issues and mistakes as they surfaced.
The prevailing mindset is that
mistakes provide an opportunity for
improvement. Therefore, when
mistakes surface or are recognized,
they are quickly addressed. With this
approach, Toyota was able to
eliminate manufacturing waste in the
form of resources, time, and energy.

15. References
• www.blog.toyota.co.uk
• www.Kanabichi.com
• www.Lucidchart.com
• www.Leanproduction.com
• www.Mindtools.com
• Toyota Way Book by Jeffrey Liker (2003)