KAIZEN

Kaizen in Japan is to "repair" or "change for the better", which refers to the philosophy or practice that is focused on continuous improvement in manufacturing processes, techniques, and supporting business processes and management. This has been implemented in health care, psychotherapy, banking, and other industries. When used in a business sense and is applied in the workplace, kaizen refers to the ongoing activities and improve all functions, and involving all employees from the CEO to the workers of the manufacturing process. 

 This is also true for processes such as purchasing and logistics, across the border into the supply chain organization. By increasing the activity and process, kaizen is to avoid wastage. Kaizen was first implemented in several Japanese companies after World War II, and influenced by some businesses in the United States, and teacher quality management is visiting the country. After that it began to spread throughout the world and now it began to be applied in other places other than business and productivity. 

Kaizen is a daily process, which aims to improve productivity. It is also a process which if done properly, making workers in the workplace is not working too hard, and taught them how to conduct experiments on their work using the scientific method and how to reduce waste in business processes. Overall, this process shows the approach to humanitarian workers and to improve productivity. 

  

The idea is to develop human resources of companies that are able to praise and encourage participation in kaizen activities. Success requires the participation of workers in the repair. Employees at all levels to participate in kaizen, from the CEO down to the cleaning staff and external stakeholders. The format for kaizen can be individual systems, opinions, and small groups or large groups. At Toyota, usually local reform among workstations or local area, and it involves small groups in increasing the productivity of the environment and their own work. This group is often guided through the kaizen process by the supervisors themselves. 

 Kaizen in large scale, large scale across the company, resulting in high overall management, and release of human effort through increased productivity of machines and computing power. While kaizen in Toyota usually give a small improvement, continuous improvement culture of a small line and produce great results in the standard form of productivity improvement. This philosophy is different from the control and improvement of the control program of the mid twentieth century. Kaizen methodology includes making changes and monitoring results, then adjust the scale of pre-planning and scheduling of the project area will be replaced by smaller experiments, which can be adapted more quickly as new enhancements are recommended. 

In modern usage, the focus of kaizen is designed to address specific problems during the week are referred to as "kaizen blitz" or "kaizen events". It is limited in scope, and issues that arise from them are usually used in blitzes later. 

 
The cycle of kaizen activity is as streamline operations, measure the consistency of operations in the search cycle times and total inventory in the process. Next is the measure for the measurement of needs, innovation to meet the needs and improve productivity, to improve the standardization of the new operation. Elements of kaizen is the quality, effort, participation by all employees, the desire and willingness to change, and communication. Five key elements of kaizen is the cooperation, discipline, spirit of improvement, quality circles, and suggestions for improvements.