Origins
and Definition of Kaizen
In
the U.S. kaizen is often synonymous with
"Kaizen Blitz" or "Kaizen
Event." Such events rapidly implement workcells,
improve setups or streamline processes. However, a better Japanese
word for this activity is kaikaku
In
Japanese, the definition of Kaizen
is "improvement"
and particularly, "Continuous
Improvement"-- slow, incremental but constant.
Norman Bodek explains
this and translates it as "Quick
& Easy Kaizen".
Taiichi
Ohno and Shigeo Shingo developed both kaizen versions at Toyota. They
are important tools for Lean Manufacturing, the Toyota
Production System (TPS), Just In Time (JIT) and other effective
manufacturing strategies.
Large-Scale
Vs. Small-Scale Improvement
Large
scale improvement is attractive. It promises quantum
jumps in productivity, quality and effectiveness. However, it is
difficult to implement because it affects many areas, people and
processes. The design must be near-perfect because failure courts
disaster. The risks and difficulties
work against large-scale improvements.
Small-scale
improvements are easier and faster. The risks are low
because they generally have limited effect. However, the accumulated
effect is often greater than a single large improvement. The
Kaizen Blitz is a localized, smaller scale improvement and
Mini-Kaizen are very small-scale improvements. |
The
Kaizen Blitz
The
Blitz or Event
is a focused, intense, short-term project to improve a
process. Substantial resources- Engineering, Maintenance, Cell
Operators, and others are available for immediate deployment.
An
event usually includes training followed by analysis, design,
and re-arrangement of a product line or area. A consultant often
orchestrates. The Event normally takes 2-10
days. The results are immediate,
dramatic and satisfying.
Mini Kaizen
Before
the recent popularity of the Blitz, kaizen meant "Continuous
Improvement." This is the slow accumulation of many
small developments in processes and quality that, over 50 years, has
helped make Toyota the lowest cost and highest quality automobile
company in the world. Let's call these improvements "Mini
Kaizen."
Mini
Kaizen is part of corporate culture. It requires both
conscious and sub-conscious thinking about improvements day by day
and minute by minute on the part of all employees. It also requires
that these same employees possess the skills for this type of
thinking.
The
mini variation is far more difficult to keep up and takes much
longer for results than a blitz. But, as Toyota has
demonstrated, it offers a more sustained
competitive advantage. |
