The Kaizen Advantage MRR Ebook

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Table of Contents

Introduction ……. 5
How to start? …… 7
Chapter 1 – The History Of Kaizen And Its Effect In The Real World 9
Impact of Kaizen in the real world ……. 11
Chapter 2 – Different Types Of Kaizen … 14
Point Kaizen ….. 14
System Kaizen .. 15
Line Kaizen ……. 15
Plane Kaizen ….. 16
Cube Kaizen ….. 16
Chapter 3 – 10 Steps to Success With Kaizen . 17
Step One: Continue Learning …… 17
Step Two: Continue thinking about how YOU can do Something …… 18
Step Three: Eliminate Those Excuses … 18
Step Four: Never give up and never strive for perfection 19
Step Five: Correct the mistakes .. 19
Step Six: Don’t forget about your intelligence ……. 20
Step Seven: Challenges are learning opportunities 20
Step Eight: Don’t be afraid to ask “Why” …… 21
Step Nine: Group thinking is a good thing …. 22
Step Ten: Kaizen is infinite . 23
Chapter 4 – How to Create A Kaizen Culture In The Home 25
Chapter 5 – Kaizen Methods & Benefits . 28
Copyright © The Kaizen Advantage – 2016 – All Rights Reserved
Chapter 6 – Personal Kaizen ……. 31
Conclusion 34
Motivating yourself …. 34
Anticipating obstacles 35
Strengthen any potential weaknesses in your Plan 36
Be YOUR best self ….. 36

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Chapter 1 – The History Of Kaizen And Its Effect In The Real World

After World War II was over, the American occupation forces were asked to help Japan recover from the harsh consequences of the war that the country suffered from. In coordination with the Japanese business executives, this team developed new measures to improve business processes, quality and productivity.

At the same time, the Civil Communications Section (CCS) worked on developing a management training program which sought to teach statistical control methods. Homer Sarasohn and Charles Protzman developed and taught this course during 1949-1950. Sarasohn recommended W. Edwards Deming for further training.

The Economic and Scientific Section (ESS) was also assigned with the task of improving Japanese managerial skills and Edgar McVoy brought Lowell Mellen to Japan to help in establishing the Training Within Industry (TWI) programs in 1951.

Before the arrival of Mellen in 1951, the ESS group showed a training film about the TWI 3J principles- Job Instruction, Job Methods and Job Relations. This film was titled as ‘Improvement in four steps’. Thus, this was the original introduction of Kaizen to Japan.

In 1960, the Emperor of Japan awarded the 2nd order Medal of the Sacred Treasure to Dr. Deming for introducing, pioneering and implementing Kaizen in Japan.
Kaizen was first adopted by Toyota when it implemented quality circles in its production process. A quality circle is a group of people who work on the same or similar project, who meet on a regular basis to identify, analyse and solve work-related issues, if any.

This led to the formation of the Toyota Production System, led by Taiichi Ohno, a former Executive Vice-President of Toyota Motor Company. This aimed to create a system of continuous improvement in quality, processes, productivity, management, and technology. This concept soon became popular across the country and contributed to the country’s success on the global market.

In 1986, Masaaki Imai’s introduced Kaizen to the rest of the world through his one of the bestselling books, named, Kaizen: The Key to Japan’s Competitive Success.

Impact of Kaizen in the real world

Kaizen is a philosophy which can be applied in all spheres of our lives, be it our working life, social life or life at home. Implementation of Kaizen assumes that there is always scope for improvement and one should not be completely satisfied with one’s previous achievements and thus strive for better.

When companies start to apply the concept of Kaizen, it aims towards improvements in the people, products, and the processes followed in the company. Emphasis is placed upon the process- on the ‘how’ part of achieving the desired results. Employees who are best at their jobs suggest improvements that would help in resolving problems quickly and efficiently. These changes are then communicated to everyone in the team so that the rest of the team can also start applying Kaizen.

A study of 236 employees from three different facilities has shown that the adoption of Kaizen has led to job enrichment and a rise in motivation. Job satisfaction also leads to satisfaction in your personal life, thus enriching lives in personal and work spheres.

Kaizen has many benefits in the real world, some of which are listed below.

The process of Kaizen helps in ensuring that any hindrances or threats to the project are identified in the initial stages of the project and solved immediately.
It aims to reduce the waste of an organization by effective management. Since this method encourages the idea that there are always better ways of doing things, employees are asked to conduct brainstorming sessions to come up with new and innovative ideas to reduce waste. This also ensures people work in a team and reach a positive outcome.
Companies who implement Kaizen are adept at process-oriented thinking which means that the method of achieving a certain result is as important as the result itself.
Kaizen has proven to be immensely successful in Japanese business and is responsible in bringing Japan to the forefront in the global market. Because of such success in Japan, this philosophy is now being heavily implemented in organizations from other parts of the world. Since it focuses on improvement, it has great positive impacts to the businesses and also in other spheres of life.

Chapter 2 – Different Types Of Kaizen

Kaizen, If implemented in an organization, is the responsibility of all the employees and not just a few selected people.

There are different ways in which the Kaizen philosophy can be implemented in the workplace some of which are listed below.

Point Kaizen

It is one of the most commonly implemented types of Kaizen. It happens very quickly and usually without much planning. As soon as something is found broken or incorrect, quick and immediate measures are taken to correct the issues.

These measures are generally small, isolated and easy to implement, however they can have a huge impact.

In some cases, it is also possible that the positive effects of point kaizen in one area can reduce or eliminate benefits of point Kaizen in some other area. An example of Point Kaizen could be a

shop inspection by a supervisor and he finds broken materials or other small issues, and then asks the owner of the shop to perform a quick Kaizen (5S) to rectify those issues.

System Kaizen

System Kaizen is accomplished in an organized manner and is devised to address system level problems in an organization.

It is an upper level strategic planning method which results in a number of planned Kaizen events over a long period of time. It is in contrast to point Kaizen which generally happens as a result of identification of a small issue which is resolved in a short period of time.

Line Kaizen

‘Line’ in this context refers to a structured spreading of Lean from point or discrete to the line. For example, Kaizen might be applied to a process (point), but also to the downstream process. Those two points constitute a Line Kaizen.

Another example might be in Lean implemented in procurement, but also being implemented in the planning department. Here in this case, planning is upstream from procurement and Kaizen is performed at those two points, which thus forms a line.

Plane Kaizen

It is the next upper level of Line Kaizen, in that several lines are connected together. In modern terminologies, this can also be described as value stream, where instead of traditional departments, the organization is structured into product lines or families and value streams. It can be visualized as changes or improvements made to one line being implemented to multiple other lines or processes.

Cube Kaizen

Cube Kaizen describes the situation where all the points of the planes are connected to each other and no point is disjointed from each other. This would resemble a situation where Lean has spread across the entire organization. Improvements are made up and down through the plane, or upstream or downstream, including the complete organization, suppliers and customers. This might require some changes in the standard business processes as well

Other Details

- 4 Articles (DOC, PDF)
- 1 Ebook (PDF), 37 Pages
- 1 Salespage (HTML)
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- 4 Keywords List (EXCEL, PDF)
- Report
- Year Released/Circulated: 2016
- File Size: 4,662 KB

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