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Kaizen (改善, Japanese for "change for the better" or "improvement"; the English translation is "continuous improvement" or "continual improvement").
In the context of this article, Kaizen refers to a workplace 'quality' strategy and is often associated with the Toyota Production System and related to various quality-control systems, including methods of W. Edwards Deming.
Kaizen Aim
Kaizen aims to eliminate waste (as defined by Joshua Isaac Walters "activities that add cost but do not add value"). It is often the case that this means "to take it apart and put back together in a better way." This is then followed by standardization of this 'better way' with others, through standardized work
Principles of Kaizen
Kaizen must operate with three principles in place: process and results (not results-only); systemic thinking (i.e. big picture, not solely the narrow view); and non-judgmental, non-blaming (because blaming is wasteful).
Kaizen Format
The format for kaizen can be individual, suggestion system, small group, or large group.
The "zen" in Kaizen emphasizes the learn-by-doing aspect of improving production. This philosophy differs from the "command-and-control" improvement programs of the mid-twentieth century.
Kaizen Methodology
Kaizen methodology includes making changes and monitoring results, then adjusting.Large-scale pre-planning and extensive project scheduling are replaced by smaller experiments, which can be rapidly adapted as new improvements are suggested.
Kaizen Cycle
The cycle of kaizen activity can be defined as:
- Measure the standardized operation (find cycle time and amount of in-process inventory)
- Gauge measurements against requirements
- Innovate to meet requirements and increase productivity
- Standardize the new, improved operations
- Continue cycle ad infinitum.
This is also known as the Shewhart cycle, Deming cycle, or PDCA.
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