Kaizen-Continuous Improvement

What does the word "Kaizen" mean?

This Japanese word has been associated with many Lean Manufacturing techniques and more specifically the Toyota Production System. In Japanese this word is pronounced 'kaizen'. KAI means 'change' or 'the action to correct' while ZEN means 'good'. So quite literally Kaizen means a change for good or an action to correct something to make it better. The Chinese translation is extremely similar. The only addition is that the Chinese translation adds a component of "benefit" to the definition of the word. In this regard the term Kaizen refers to good changes that not only benefits the business but also the society. In the Chinese translation it is assumed that one of these two parties cannot possibly benefit at the other party's expense. Therefore the Kaizen changes are to be mutually beneficial to all or they are not true to the Kaizen methodology.

The Kaizen strategy

In English the term Kaizen and the workplace strategy referred to as Continuous Process Improvement are often used interchangeably. Like many of its complementary partners, Kaizen aims to improve productivity in the work place by minimizing and eliminating waste. Waste in the workplace is defined as activities that add cost but do not add value. More specifically Kaizen tries to eliminate this waste not simply by picking it out and ridding the production line of individual components, but rather by creating a standardized "better way" of operating.

This "better way" of operating involves many elements, five of which are mentioned specifically. They are: teamwork, personal discipline, improved morale, quality circles, and suggestions for improvement. These founding principles demonstrate well just how different Kaizen strategies are from other less personal lean manufacturing methods. When executed correctly, Kaizen not only improves productivity, but it also humanizes the workplace, eliminates overly hard work (both mental and physical), and teaches employees of all positions how to identify and create solutions for everyday problems or inefficiencies that they may encounter. Small changes made by individuals are meant to build a long term transformation.

Naturally, there needs to be order as far as what types of changes are implemented on a large scale, and therefore brainstorming groups are often guided through the Kaizen process by a supervisor of some sort. Nurturing such a culture where continuous improvement is a way of life will lead to innovations yielded from a pool of contributors much larger than any room of board room executives or management team. In this atmosphere of small changes and experimentation, employees are not discouraged by other more common managerial strategies that involve a type of "command and control" mentality. Every member of the company has a voice through which they can express their ideas not only for how their own job can be improved, but also for how the company as a whole can make improvements to eliminate those procedures that are not needed.

It is sometimes difficult to implement a new method, especially one that may be as drastically different as Kaizen may be for some organizations. So it may be simpler to start the implementation process by first following these three steps:

1. Re-align the focus of managerial techniques - In Kaizen, the worker is attributed with much of the credit as far as contribution for continual improvement methods are concerned. The idea is that when Kaizen methods are implemented correctly, the worker see that benefits of having a job that is more productive, less physically demanding (and ultimately safe) and more efficient. The worker is an actively contributing member of a support group that is working towards making the work day more pleasant and rewarding.

2. Improve equipment - Your next focus, after your employees, should be on your equipment and how you can improve it. Changing machine layout and installing devices to improve their function are just a few suggestions.

3. Create a plan - Continuous improvement doesn't just happen, you have to have a plan. It is unlikely that improving procedures will have a long term effect if there is no plan by which they can be measured and identified.

The Kaizen way of thinking/managing

The Kaizen way of thinking is not something that comes naturally to all managers. Kaizen is unique in that it focuses on both maintenance and improvement at the same time, two concepts that some would assume are contradictory in ways. What Kaizen methods suggest that may help to clear up this misunderstanding is that the maintenance aspect of the thinking style pertains to the standards that are currently being upheld by management and the maintenance of technological and operating standards. Obviously, if there are no policies or rules for these sorts of standards, they will need to be established before they can be maintained. The term standard operating procedures (SOP) is one that is frequently used when Kaizen methods are being explained so it is important to understand what exactly these SOP's are for your company or production line.

Improvement is also central to the Kaizen way of thinking and managing. Once standard operating procedures are in place, it is management's job to work towards the revising and improvement of those standard practices. Very gradually, higher and higher standards are set for the company (obviously at a pace that does not deplete the company of its resources or its employees of their energy and enthusiasm). Improvement and innovation go hand in hand. Innovative ideas are constantly needed if the company is to achieve levels of productivity, quality and efficiency on a continually improving basis. Kaizen is unique in that improvement and innovation are recognized as features that are gradual and will not necessarily yield drastic improvements, nor are such drastic improvements a benefit to the company. It is the coordinated and continuous efforts of all the employees in an organization that can truly change that organization for the better. Managerial attitudes towards this coordinated effort of all employees can be either instrumental or detrimental in the overall result of the application of the Kaizen methods. How an organization meets and masters change, or in other words, their attitude towards this new way of thinking will quickly reveal whether or not Kaizen is right for your company.

Gemba

The word "gemba" is a word that you may find associated with the term "Kaizen" and the process of continuous improvement. Gemba, as you may have guessed, is a Japanese word. When translated into English this word means "real place" or "where real action takes place." In a business setting the gemba is the place where the actions that add value to the customer are taking place. In a production or assembly line type of a business the gemba is typically going to refer to the shop floor or place where most of the work is taking place. The value in recognizing gemba is that in doing so less emphasis can be placed in the more popular customer attraction practices such as marketing, sales, and financial management, and re-assigning the emphasis where it is most important, on the production line floor. When you have the gemba as the center of your operation you are putting all of your effort into where the real action takes place or where your customers are ultimately going to receive what is of value to them from. The customers are not paying for add campaigns or marketing techniques, so the emphasis of the company's efforts and funds ought not to be centralized in these areas.

Other terms that are commonly associated with Kaizen are: SMED, Total Productive Maintenance (TPM), Zero defect, Fool proof Poka-Yoke and Just in Time. All of these are methods by which a method of production can be improved and are therefore related at least in some extent to Kaizen and the continuous process of improvement.

Examples of Kaizen

Examples of Kaizen are often times the most effective ways of showing just how this method can be used in the workplace. Kaizen, Continuous Process Improvement and many other techniques in Lean Manufacturing involve a great deal of thinking outside of the box, a task that can be quite difficult to do when you have been running with the same operation system and managerial tactics for the life of your business. Thinking differently is much harder than many people think. These examples of how other companies use Kaizen may help to spark some creative ideas of how you can apply similar innovation in your own production system.

• Making pieces of equipment your own with small modifications - Many times a home remedy or simple adjustment to standard tools or equipment can make a huge difference to the overall efficiency of the work that is being done. For example, a chef who attaches a paper towel rack to the side of an island prep area can save himself a lot of time by not having to move around to different areas of the kitchen in order to keep his workstation and himself clean.

• Increase the number of items per package - Increasing the number of products that you package in a box can reduce the amount of time that is taken when the machinery has to recognize the need to re-load materials into new boxes.

• Use what you have working for you to your advantage - You can use forces that occur naturally to make your manufacturing job that much easier to perform. For example, you can let gravity work for you by creating shoots or holes where products can simply fall through to get re-routed to their appropriate positions in the recycling bins or at different points in the production line. Using this free energy saves time, money, and frustration.