KAIZEN TRACKER / THEORY / Characteristics of Kaizen
Kaizen —
Change for the better, every day.
Thousands of small improvements instead of one big leap. A philosophy in which everyone contributes to improvement, and that improvement never ends.
What is Kaizen?
Kaizen (改善) is a Japanese term composed of “kai” (change) and “zen” (for the better). It refers to a philosophy of continuous improvement through small steps, in which everyone participates—from the operator to the director.
Unlike major leaps in innovation, Kaizen is based on thousands of small changes. None of them is revolutionary on its own—but together, they transform a company fundamentally and permanently.
Minor changes can be implemented quickly and at a significantly lower cost than radical changes, which are difficult to manage. Because Kaizen aims to improve processes, it is applicable in all areas of human activity. It is not intended exclusively for manufacturing processes. Through its philosophy, Kaizen promotes employee involvement in improvement (anyone can submit a Kaizen suggestion) as well as the development of a sense of ownership over processes. It also leads to systematic work, a focus on facts, and monitoring of achieved goals. Kaizen is often the second widely implemented Lean management system, right after 5S.
The PDCA Cycle
P
Plan — Plan
Identify the problem and propose a change.
D
To — Do
Test the change on a small scale.
C
Check — Over
Compare the results with expectations.
A
Act — Take Action
Either fully implement the change or start over.
— /KAIZEN PRINCIPLES
Basic Principles
Kaizen is based on several key principles that lead to continuous improvement and the involvement of the entire organization in the change process. These principles provide a framework for effective operation and growth.
01
Customer Focus
The customer is at the center of everything we do. Our processes and improvements are focused on increasing value for the customer and enhancing customer satisfaction.
02
Continuous Improvement
Kaizen promotes a culture of small, incremental changes. It is important to constantly look for opportunities for improvement rather than waiting for major reforms.
03
Involvement of All Employees
Kaizen cannot succeed without the participation of employees at all levels of the organization. Every individual has valuable suggestions for improvement in their area of work.
04
Focusing on processes, not just results
Problems are solved by focusing on the process itself, not just on the symptoms of the problem. Improving the process automatically improves the results.
04
Eliminating Waste (Muda)
One of the goals of Kaizen is to identify and eliminate activities that do not add value (known as “waste”). This includes unnecessary steps, excess inventory, waiting times, and the like. The 7 types of waste (Muda):
excess production
unnecessary movement
waiting
excess inventory
Errors and Corrections
inefficient transportation
excessive processes
05
Transparency and Visualization
Problems, risks, and processes should be clearly visible so that everyone can easily identify and address them.
06
Standardization of Successful Improvements
Once an effective improvement has been identified and implemented, it should become the standard for future activities.
07
Data and Facts
Decisions regarding improvements must be based on evidence, not on subjective opinions.
08
A Culture of Learning and Change
Kaizen fosters an organizational culture in which mistakes are viewed as opportunities for learning and growth, not as failures.
— / Key Terms
Glossary of Kaizen Practices
On-site
Gemba
The actual place where value is created—the workshop, the production line.
The Real Place
On-site, in-person
Genchi Genbutsu
Go and see for yourself; don't just sit at your desk and speculate.
Go and see
Reflection
Hansei
Sincere self-reflection after every event.
Reflection
Standard
Standard Work
The best method known, until someone comes up with a better one.
Standard
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