KAIZEN - a japanese way for improvement.

Kaizen

1. A STRATEGY FOR PERFORMANCE EXCELLENCE
AUTHOR: BHUWAN SHARMA

2. Kaizen

Kai + Zen

Change + Good
(seta +fU)

4. . Post-War Japan (1940s-1950s): Kaizen, meaning “continuous improvement,” began after WWII,
influenced by Deming and Juran's quality control teachings.

. Manufacturing Focus (1960s): Toyota integrated Kaizen into its Production System, emphasizing

incremental changes for efficiency and quality.

. Cultural Adoption (1980s): Kaizen became ingrained in Japanese business culture, promoting

employee involvement in improvement processes.

. Global Expansion (1990s-2000s): Other countries adopted Kaizen principles across various

industries, including healthcare and software.

. Modern Use (2010s-Present): Kaizen is now a core part of lean management, focusing on agility

and sustainability in organizations.

5. Types of Kaizen

Type of Kaizen
Point Kaizen
System Kaizen
Daily Kaizen
Team Kaizen
Strategic Kaizen
Kaizen Blitz

Kaizen Circle

6. Point Kaizen

Type of
Kaizen Description

Point Kaizen Focused improvements at specific points in

a process.

Examples

1. Rearranging tools at a workstation for

easier access.
2. Simplifying a form to reduce processing
time.

3. Adjusting lighting to improve visibility.

4. Changing the color of labels for better
organization.

5. Implementing a checklist to reduce errors.

7. System Kaizen

Type of

Kaizen Description Examples

System Broad improvements affecting entire systems 1. Overhauling the inventory management
Kaizen or processes. system.
2. Streamlining the customer servic
process.

3. Integrating software systems for better

vamping the onboarding process for
new employees.
5, Redesigning the supply chain for

efficiency.

8. Daily Kaizen

Type of
Kaizen Description

Daily Kaizen Small, daily improvements made by

employees.

Examples

1. Suggesting a new method for daily reporting.
2. Implementing a rotating schedule for equipment
maintenance.

3. Creating a shared digital workspace for

collaboration.

4, Establishing a daily stand-up meeting for quick

updates.
5. Encouraging team members to share best
practices regularly.

9. Team Kaizen

Type of
Kaizen

Team

Kaizen

Description

Collaborative efforts by teams to identify

and solve problems.

Examples

1. A cross-functional team brainstorming
solutions to production delays.

2. Conducting a root cause analysis on a
recurring defect.

3. Developing a new workflow for a project team.
4, Creating a feedback loop for customer
interactions.

5. Implementing team-building exercises to

improve communication.

10. TIRATECIC KAIAEN

Type of
Kaizen Description Examples

Strategic Improvements aligned with long-term 1. Launching an initiative for sustainable
Kaizen organizational goals. practices company-wide.
2. Setting up a project to enhance customer

satisfaction metrics.

3. Developing a roadmap for digital

transformation.

Establishing long-term partnerships with
suppliers for better pricing.
5. Initiating a workforce training program
aligned with future skill needs.

11. KAIZEN BLITZ

Type of
Kaizen Description

Kaizen Blitz Int

short period.

ve improvement efforts over a

Examples

1. A week-long workshop to reduce cycle time in
production.
2. A focused team event to solve a specific quality
issue.
3. An intensive redesign of a customer service
process over three days.

Ao eek effort to streamline administrati
procedures,
5. A rapid improvement event to enhance employee

onboarding.

12. KAIZEN CIRCLE

Description

Small groups that meet regularly to

discuss improvements.

Examples

1. Monthly meetings to review safety protocols
and make suggestions.

2. Regular discussions on customer feedback to
improve service.

3. Weekly check-ins to assess team performance

and share insights.

4, Sessions to brainstorm new ideas for product
enhancements.
5. Sharing success stories to motivate other

teams.

13. Deadly Wastes : An Overview

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Non-value Added

Defects Orpi Waiting Poe

990990

Transportation aia Motion Waste Employees

Unutilized Skills

15. METHODOLOGY TO IMPLEMENT KAIZENS

16. METHODOLOGY TO IMPLEMENT KAIZENS

18. Aspect
Definition
Focus
Timeframe
Approach

Risk

Scope

Outcome
Involvement

Measurement

Innovation

New ideas and products.
Disruptive change.
Long-term.

Creative and flexible.
Higher risk.

Broad, can affect entire sectors.

New products or market changes.

Often R&D-driven.

Harder to quantify.

Kaizen

Continuous improvement.
Incremental enhancements.
Short-term.

Systematic and structured.
Lower risk.

Specific processes or areas.
Improved efficiency and qualit
Involves all employees.

Measured by specific metrics.