Kaizen - Wikipedia

Kaizen (Japanese: 改善, "improvement") is a concept referring to business activities that continuously improve all functions and involve all employees from ... Kaizen FromWikipedia,thefreeencyclopedia Jumptonavigation Jumptosearch Japaneseconceptreferringtocontinuousimprovement Thisarticleincludesalistofgeneralreferences,butitlackssufficientcorrespondinginlinecitations.Pleasehelptoimprovethisarticlebyintroducingmoreprecisecitations.(August2022)(Learnhowandwhentoremovethistemplatemessage) Kaizen(Japanese:改善,"improvement")isaconceptreferringtobusinessactivitiesthatcontinuouslyimproveallfunctionsandinvolveallemployeesfromtheCEOtotheassemblylineworkers.Kaizenalsoappliestoprocesses,suchaspurchasingandlogistics,thatcrossorganizationalboundariesintothesupplychain.[1]Ithasbeenappliedinhealthcare,[2]psychotherapy,[3]lifecoaching,government,andbanking. Byimprovingstandardizedprogramsandprocesses,kaizenaimstoeliminatewasteandredundancies(leanmanufacturing).KaizenwasfirstpracticedinJapanesebusinessesafterWorldWarII,influencedinpartbyAmericanbusinessandquality-managementteachers,andmostnotablyaspartofTheToyotaWay.Ithassincespreadthroughouttheworldandhasbeenappliedtoenvironmentsoutsidebusinessandproductivity.[4] Contents 1Overview 1.1PointKaizen 1.2SystemKaizen 1.3LineKaizen 1.4PlaneKaizen 1.5CubeKaizen 2Benefitsandtradeoffs 3History 4Implementation 5Inpopularculture 6Seealso 7References 8Furtherreading 9Externallinks Overview[edit] TheJapanesewordkaizenmeans'changeforbetter',withtheinherentmeaningofeither'continuous'or'philosophy'inJapanesedictionariesandineverydayuse.Thewordreferstoanyimprovement,one-timeorcontinuous,largeorsmall,inthesamesenseastheEnglishwordimprovement.[5]However,giventhecommonpracticeinJapanoflabelingindustrialorbusinessimprovementtechniqueswiththewordkaizen,particularlythepracticesspearheadedbyToyota,thewordkaizeninEnglishistypicallyappliedtomeasuresforimplementingcontinuousimprovement,especiallythosewitha"Japanesephilosophy".Thediscussionbelowfocusesonsuchinterpretationsoftheword,asfrequentlyusedinthecontextofmodernmanagementdiscussions.Twokaizenapproacheshavebeendistinguished:[6] PointKaizen[edit] PointKaizenisoneofthemostcommonlyimplementedtypesofkaizen.[citationneeded]Ithappensveryquicklyandusuallywithoutmuchplanning.Assoonassomethingisfoundbrokenorincorrect,quickandimmediatemeasuresaretakentocorrecttheissues.Thesemeasuresaregenerallysmall,isolatedandeasytoimplement.;however,theycanhaveahugeimpact. Insomecases,itisalsopossiblethatthepositiveeffectsofpointkaizeninoneareacanreduceoreliminatebenefitsofpointkaizeninsomeotherarea. Examplesofpointkaizenincludeashopinspectionbyasupervisorwhofindsbrokenmaterialsorothersmallissues,andthenaskstheowneroftheshoptoperformaquickkaizen(5S)torectifythoseissues,oralineworkerwhonoticesapotentialimprovementinefficiencybyplacingthematerialsneededinanotherorderorclosertotheproductionlineinordertominimizedowntime. SystemKaizen[edit] Systemkaizenisaccomplishedinanorganizedmannerandisdevisedtoaddresssystem-levelproblemsinanorganization. Itisanupper-levelstrategicplanningmethodforashortperiodoftime. LineKaizen[edit] LineKaizenreferstocommunicationofimprovementsbetweentheupstreamanddownstreamofaprocess.Thiscanbeextendedinseveralways. PlaneKaizen[edit] Thisisthenextupperleveloflinekaizen,inthatseverallinesareconnectedtogether.Inmodernterminologies,thiscanalsobedescribedasavaluestream,whereinsteadoftraditionaldepartments,theorganizationisstructuredintoproductlinesorfamiliesandvaluestreams.Itcanbevisualizedaschangesorimprovementsmadetoonelinebeingimplementedtomultipleotherlinesorprocesses. CubeKaizen[edit] Cubekaizendescribesthesituationwhereallthepointsoftheplanesareconnectedtoeachotherandnopointisdisjointedfromanyother.ThiswouldresembleasituationwhereLeanhasspreadacrosstheentireorganization.Improvementsaremadeupanddownthroughtheplane,orupstreamordownstream,includingthecompleteorganization,suppliersandcustomers.Thismightrequiresomechangesinthestandardbusinessprocessesaswell. Benefitsandtradeoffs[edit] Kaizenisadailyprocess,thepurposeofwhichgoesbeyondsimpleproductivityimprovement.Itisalsoaprocessthat,whendonecorrectly,humanizestheworkplace,eliminatesoverlyhardwork(muri),andteachespeoplehowtoperformexperimentsontheirworkusingthescientificmethodandhowtolearntospotandeliminatewasteinbusinessprocesses.Inall,theprocesssuggestsahumanizedapproachtoworkersandtoincreasingproductivity:"Theideaistonurturethecompany'speopleasmuchasitistopraiseandencourageparticipationinkaizenactivities."[7]Successfulimplementationrequires"theparticipationofworkersintheimprovement."[8] Peopleatalllevelsofanorganizationparticipateinkaizen,fromtheCEOdowntojanitorialstaff,aswellasexternalstakeholderswhenapplicable.Kaizenismostcommonlyassociatedwithmanufacturingoperations,asatToyota,buthasalsobeenusedinnon-manufacturingenvironments.[9]Theformatforkaizencanbeindividual,suggestionsystem,smallgroup,orlargegroup.AtToyota,itisusuallyalocalimprovementwithinaworkstationorlocalareaandinvolvesasmallgroupinimprovingtheirownworkenvironmentandproductivity.Thisgroupisoftenguidedthroughthekaizenprocessbyalinesupervisor;sometimesthisisthelinesupervisor'skeyrole.Kaizenonabroad,cross-departmentalscaleincompanies,generatestotalqualitymanagement,andfreeshumaneffortsthroughimprovingproductivityusingmachinesandcomputingpower.[citationneeded] Whilekaizen(atToyota)usuallydeliverssmallimprovements,thecultureofcontinualalignedsmallimprovementsandstandardizationyieldslargeresultsintermsofoverallimprovementinproductivity.Thisphilosophydiffersfromthe"commandandcontrol"improvementprograms(e.g.,BusinessProcessImprovement)ofthemid-20thcentury.Kaizenmethodologyincludesmakingchangesandmonitoringresults,thenadjusting.Large-scalepre-planningandextensiveprojectschedulingarereplacedbysmallerexperiments,whichcanberapidlyadaptedasnewimprovementsaresuggested.[citationneeded] Inmodernusage,itisdesignedtoaddressaparticularissueoverthecourseofaweekandisreferredtoasa"kaizenblitz"or"kaizenevent".[10][11]Thesearelimitedinscope,andissuesthatarisefromthemaretypicallyusedinlaterblitzes.[citationneeded]Apersonwhomakesalargecontributioninthesuccessfulimplementationofkaizenduringkaizeneventsisawardedthetitleof"Zenkai".Inthe21stcentury,businessconsultantsinvariouscountrieshaveengagedinwidespreadadoptionandsharingofthekaizenframeworkasawaytohelptheirclientsrestructureandrefocustheirbusinessprocesses. History[edit] Thissectionneedsadditionalcitationsforverification.Pleasehelpimprovethisarticlebyaddingcitationstoreliablesources.Unsourcedmaterialmaybechallengedandremoved.(October2021)(Learnhowandwhentoremovethistemplatemessage) Mainarticle:IndustrialchangeinoccupiedJapan Thesmall-stepworkimprovementapproachwasdevelopedintheUSAunderTrainingWithinIndustryprogram(TWIJobMethods).[12]Insteadofencouraginglarge,radicalchangestoachievedesiredgoals,thesemethodsrecommendedthatorganizationsintroducesmallimprovements,preferablyonesthatcouldbeimplementedonthesameday.ThemajorreasonwasthatduringWWIItherewasneithertimenorresourcesforlargeandinnovativechangesintheproductionofwarequipment.[13]Theessenceoftheapproachcamedowntoimprovingtheuseoftheexistingworkforceandtechnologies. AspartoftheMarshallPlanafterWorldWarII,AmericanoccupationforcesbroughtinexpertstohelpwiththerebuildingofJapaneseindustrywhiletheCivilCommunicationsSection(CCS)developedamanagementtrainingprogramthattaughtstatisticalcontrolmethodsaspartoftheoverallmaterial.HomerSarasohnandCharlesProtzmandevelopedandtaughtthiscoursein1949–1950.SarasohnrecommendedW.EdwardsDemingforfurthertraininginstatisticalmethods. TheEconomicandScientificSection(ESS)groupwasalsotaskedwithimprovingJapanesemanagementskillsandEdgarMcVoywasinstrumentalinbringingLowellMellentoJapantoproperlyinstalltheTrainingWithinIndustry(TWI)programsin1951.TheESSgrouphadatrainingfilmtointroduceTWI'sthree"J"programs:JobInstruction,JobMethodsandJobRelations.Titled"ImprovementinFourSteps"(KaizenenoYonDankai),itthusintroducedkaizentoJapan. Forthepioneering,introduction,andimplementationofkaizeninJapan,theEmperorofJapanawardedtheOrderoftheSacredTreasuretoDr.Demingin1960.Subsequently,theUnionofJapaneseScientistsandEngineers(JUSE)institutedtheannualDemingPrizesforachievementinqualityanddependabilityofproducts.OnOctober18,1989,JUSEawardedtheDemingPrizetoFloridaPower&LightCo.(FPL),basedintheUS,foritsexceptionalaccomplishmentsinprocessandquality-controlmanagement,makingitthefirstcompanyoutsideJapantowintheDemingPrize.[14] KaoruIshikawatookupthisconcepttodefinehowcontinuousimprovementorkaizencanbeappliedtoprocesses,aslongasallthevariablesoftheprocessareknown.[15] Implementation[edit] TheToyotaProductionSystemisknownforkaizen,wherealllinepersonnelareexpectedtostoptheirmovingproductionlineincaseofanyabnormalityand,alongwiththeirsupervisor,suggestanimprovementtoresolvetheabnormalitywhichmayinitiateakaizen. ThePDCAcycles[16] Thecycleofkaizenactivitycanbedefinedas:Plan→Do→Check→Act.ThisisalsoknownastheShewhartcycle,Demingcycle,orPDCA. AnothertechniqueusedinconjunctionwithPDCAisthefivewhys,whichisaformofrootcauseanalysisinwhichtheuserasksaseriesoffive"why"questionsaboutafailurethathasoccurred,basingeachsubsequentquestionontheanswertotheprevious.[17][18]Therearenormallyaseriesofcausesstemmingfromonerootcause,[19]andtheycanbevisualizedusingfishbonediagramsortables.Thefivewhyscanbeusedasafoundationaltoolinpersonalimprovement,[20]orasameanstocreatewealth.[21] MasaakiImaimadethetermfamousinhisbookKaizen:TheKeytoJapan'sCompetitiveSuccess.[1] IntheToyotaWayFieldbook,LikerandMeierdiscussthekaizenblitzandkaizenburst(orkaizenevent)approachestocontinuousimprovement.Akaizenblitz,orrapidimprovement,isafocusedactivityonaparticularprocessoractivity.Thebasicconceptistoidentifyandquicklyremovewaste.Anotherapproachisthatofthekaizenburst,aspecifickaizenactivityonaparticularprocessinthevaluestream.[22]Kaizenfacilitatorsgenerally[weasel words]gothroughtrainingandcertificationbeforeattemptingaKaizenproject.[citationneeded] Inthe1990s,ProfessorIwaoKobayashipublishedhisbook20KeystoWorkplaceImprovementandcreatedapractical,step-by-stepimprovementframeworkcalled"the20Keys".Heidentified20operationsfocusareaswhichshouldbeimprovedtoattainholisticandsustainablechange.Hewentfurtherandidentifiedthefivelevelsofimplementationforeachofthese20focusareas.FourofthefocusareasarecalledFoundationKeys.Accordingtothe20Keys,thesefoundationkeysshouldbelaunchedaheadoftheothersinordertoformastrongconstitutioninthecompany.Thefourfoundationkeysare: Key1–CleaningandOrganizingtoMakeWorkEasy,whichisbasedonthe5Smethodology. Key2–GoalAlignment/RationalizingtheSystem Key3–SmallGroupActivities Key4–LeadingandSiteTechnology Inpopularculture[edit] Kaizen-85isthenameoftheAIaboardtheleisurespaceshipNautilusinthegameEvent0. Seealso[edit] Japanportal Businessprocessre-engineering Experientiallearning Hansei Kaikaku Kanban,KanbanMethod Managementfad Mottainai,asenseofregretconcerningwaste Muda(Japaneseterm) Overallequipmenteffectiveness Qualitycircle SixSigma Statisticalprocesscontrol Theoryofconstraints Totalproductivemaintenance TRIZ,thetheoryofinventiveproblemsolving Visualcontrol Ikigai References[edit] ^abImai,Masaaki(1986).Kaizen:TheKeytoJapan'sCompetitiveSuccess.NewYork:RandomHouse. ^Weed,Julie(July10,2010)."FactoryEfficiencyComestotheHospital".TheNewYorkTimes. ^M.M.Feldman(1992)."Auditinpsychotherapy:theconceptofKaizen"(PDF).PsychiatricBulletin.RoyalCollegeofPsychiatrists.16(6):334–336.doi:10.1192/PB.16.6.334.S2CID 638586.Archivedfromtheoriginal(PDF)on2018-05-16. ^EuropeJapanCentre,KaizenStrategiesforImprovingTeamPerformance,Ed.MichaelColenso,London:PearsonEducationLimited,2000 ^"Debunked:"kaizen=Japanesephilosophyofcontinuousimprovement"".Retrieved2009-08-15. ^Clary,ScottDouglas(2019-07-27)."Kaizen,MasteringEasternBusinessPhilosophy".ROIOverload.Retrieved2019-07-27. ^Tozawa,Bunji;JapanHumanRelationsAssociation(1995).Theimprovementengine:creativity&innovationthroughemployeeinvolvement:theKaizenteiansystem.ProductivityPress.p. 34.ISBN 978-1-56327-010-9.Retrieved6February2010. ^Laraia,AnthonyC.;PatriciaE.Moody;RobertW.Hall(1999).TheKaizenBlitz:acceleratingbreakthroughsinproductivityandperformance.JohnWileyandSons.p. 26.ISBN 978-0-471-24648-0.Retrieved6February2010. ^"FiveReasonstoImplementKaizeninNon-Manufacturing".6sigma.us.RetrievedMarch31,2015. ^Hamel,Mark(2010).KaizenEventFieldbook:Foundation,Framework,andStandardWorkforEffectiveEvents.SocietyOfManufacturingEngineers.p. 36.ISBN 978-0-87263-863-1.Retrieved20April2013. ^KarenMartin;MikeOsterling(October5,2007).TheKaizenEventPlanner.ProductivityPress.p. 240.ISBN 978-1563273513. ^GrauppP.,WronaB.(2015).TheTWIWorkbook:EssentialSkillsforSupervisors.NewYork:ProductivityPress.ISBN 9781498703963. ^Misiurek,Bartosz(2016).StandardizedWorkwithTWI:EliminatingHumanErrorsinProductionandServiceProcesses.NewYork:ProductivityPress.ISBN 9781498737548. ^ USNationalArchives–SCAPcollection–PRNewsWire[citationneeded] ^Balay,RezaSadigh(2013).Hacialaexcelencia:sectordelmuebleyafines.EditorialClubUniversitario.p. 33.ISBN 978-8484549598. ^"TakingtheFirstStepwithPDCA".2February2009.Archivedfromtheoriginalon28October2010.Retrieved17March2011. ^5Whys ^"DeterminetheRootCause:5Whys".26February2010.Retrieved24October2013. ^"AnIntroductionto5-Why".2April2009.Archivedfromtheoriginalon28October2010.Retrieved1February2011. ^"The5Whysand5Hows–WhenClarityIsJustTwoQuestionsAway".Archivedfromtheoriginalon14February2017.Retrieved13February2017. ^"Whatarerealisticwaystobecomerich?".9April2015. ^Liker,Jeffrey;Meier,David(2006).TheToyotaWayFieldbook.NewYork:McGraw-Hill. Furtherreading[edit] Dinero,Donald(2005).TrainingWithinIndustry:TheFoundationof.ProductivityPress.ISBN 1-56327-307-1. Bodek,Norman(2010).HowtodoKaizen:Anewpathtoinnovation-Empoweringeveryonetobeaproblemsolver.Vancouver,WA,US:PCSPress.ISBN 978-0-9712436-7-5. Graban,Mark;Joe,Swartz(2012).HealthcareKaizen:EngagingFront-LineStaffinSustainableContinuousImprovements(1 ed.).ProductivityPress.ISBN 978-1439872963. Maurer,Robert(2012).TheSpiritofKaizen:CreatingLastingExcellenceOneSmallStepataTime(1 ed.).McGraw-Hill.ISBN 978-0071796170. Emiliani,Bob;Stec,David;Grasso,Lawrence;Stodder,James(2007).BetterThinking,BetterResults:CaseStudyandAnalysisofanEnterprise-WideLeanTransformation(2e. ed.).Kensington,CT,US:TheCLBM,LLC.ISBN 978-0-9722591-2-5. Hanebuth,D.(2002).RethinkingKaizen:Anempiricalapproachtotheemployeeperspective.InJ.Felfe(Ed.),OrganizationalDevelopmentandLeadership(Vol.11,pp.59-85).Frankfurta.M.:PeterLang.ISBN 978-3-631-38624-8. Imai,Masaaki(1986).Kaizen:TheKeytoJapan'sCompetitiveSuccess.McGraw-Hill/Irwin.ISBN 0-07-554332-X. Imai,Masaaki(1997-03-01).GembaKaizen:ACommonsense,Low-CostApproachtoManagement(1e. ed.).McGraw-Hill.ISBN 0-07-031446-2. Scotchmer,Andrew(2008).5SKaizenin90Minutes.ManagementBooks2000Ltd.ISBN 978-1-85252-547-7. Kobayashi,Iwao(1995).20KeystoWorkplaceImprovement.Portland,OR,USA:Productivity,Inc.ISBN 1-56327-109-5. Externallinks[edit] WikiquotehasquotationsrelatedtoKaizen. LookupkaizeninWiktionary,thefreedictionary. Toyotastumblesbutits"kaizen"cultendures,Reuters WarpingForwardwithKaizen,KarnG.Bulsuk KaizenGlossary,JoeMarshall GuidetoKaizenstartupBestPracticeGuide,BenGeck DefinitionofKaizen,MasaakiImai ManagementbyStress,JaneSlaughter vteSixSigmatoolsDefinephase Projectcharter Voiceofthecustomer Valuestreammapping SIPOC Measurephase Businessprocessmapping Processcapability Paretochart Analysephase Rootcauseanalysis Failuremodeandeffectsanalysis Multi-varichart Improvephase Designofexperiments Kaizen Controlphase Controlplan Statisticalprocesscontrol 5S Poka-yoke DMAIC Authoritycontrol:Nationallibraries Germany CzechRepublic Retrievedfrom"https://en.wikipedia.org/w/index.php?title=Kaizen&oldid=1112123923" Categories:JapanesebusinesstermsLeanmanufacturingHiddencategories:AllarticleswithunsourcedstatementsArticleswithunsourcedstatementsfromJune2012ArticleswithshortdescriptionShortdescriptionisdifferentfromWikidataArticleslackingin-textcitationsfromAugust2022Allarticleslackingin-textcitationsArticlescontainingJapanese-languagetextArticleswithunsourcedstatementsfromJanuary2022ArticleswithunsourcedstatementsfromSeptember2009ArticlesneedingadditionalreferencesfromOctober2021AllarticlesneedingadditionalreferencesAllarticleswithspecificallymarkedweasel-wordedphrasesArticleswithspecificallymarkedweasel-wordedphrasesfromOctober2015ArticleswithunsourcedstatementsfromOctober2015ArticleswithGNDidentifiersArticleswithNKCidentifiers Navigationmenu Personaltools NotloggedinTalkContributionsCreateaccountLogin Namespaces ArticleTalk English Views ReadEditViewhistory More Search Navigation MainpageContentsCurrenteventsRandomarticleAboutWikipediaContactusDonate Contribute HelpLearntoeditCommunityportalRecentchangesUploadfile Tools WhatlinkshereRelatedchangesUploadfileSpecialpagesPermanentlinkPageinformationCitethispageWikidataitem Print/export DownloadasPDFPrintableversion Inotherprojects Wikiquote Languages አማርኛالعربيةAzərbaycancaবাংলাБългарскиBosanskiCatalàČeštinaDanskDeutschEestiEspañolEuskaraفارسیFrançaisGalegoहिन्दीHrvatskiBahasaIndonesiaItalianoעבריתಕನ್ನಡҚазақшаMagyarമലയാളംBahasaMelayuМонголNederlands日本語ଓଡ଼ିଆOʻzbekcha/ўзбекчаپنجابیPolskiPortuguêsRomânăРусскийසිංහලSlovenčinaСрпски/srpskiSuomiSvenskaதமிழ்ไทยТоҷикӣTürkçeУкраїнськаاردوTiếngViệt中文 Editlinks