hi,
everyone uses many techniques to increase the performance and bring out performance out of people. if the management/quality strategy kaizen can be used to maintain and imncrease the preformance if yes then how it can be implemented?
From India, Vadodara
5everyone uses many techniques to increase the performance and bring out performance out of people. if the management/quality strategy kaizen can be used to maintain and imncrease the preformance if yes then how it can be implemented?
From India, Vadodara
Hi Sreenivasan
Not that i now a lot about kaizen, but let me share with you my two cents worth.
Kaizen advocates the principle of 5S which focuses on:
-sort unnecessary items in the workplace
-set the workplace in order
-clean the workplace on a regular basis
-standardise this ritual throughout the organisation
-sustain the process
The principle of applying 5s at your workplace not only ensures safety but also enhances better work performance.
I've have visisted companies in Japan where this practice exists and have been witness to the improved performance.
If you want to learn more about the same i suggest you key in 5s in the google search engine and check out the results.
regards
Melissa
From India, Mumbai
Not that i now a lot about kaizen, but let me share with you my two cents worth.
Kaizen advocates the principle of 5S which focuses on:
-sort unnecessary items in the workplace
-set the workplace in order
-clean the workplace on a regular basis
-standardise this ritual throughout the organisation
-sustain the process
The principle of applying 5s at your workplace not only ensures safety but also enhances better work performance.
I've have visisted companies in Japan where this practice exists and have been witness to the improved performance.
If you want to learn more about the same i suggest you key in 5s in the google search engine and check out the results.
regards
Melissa
From India, Mumbai
Kaizen method
The Kaizen method of continuous incremental improvements is an originally Japanese management concept for incremental (gradual, continuous) change (improvement). K. is actually a way of life philosophy, assuming that every aspect of our life deserves to be constantly improved. The Kaizen philosophy lies behind many Japanese management concepts such as Total Quality Control, Quality Control circles, small group activities, labor relations. Key elements of Kaizen are quality, effort, involvement of all employees, willingness to change, and communication.
Japanese companies distinguish between innovation (radical) and Kaizen (continuous). K. means literally: change (kai) to become good (zen).
The foundation of the Kaizen method consists of 5 founding elements:
1. teamwork,
2. personal discipline,
3. improved morale,
4. quality circles, and
5. suggestions for improvement.
Out of this foundation three key factors in K. arise:
- elimination of waste (muda) and inefficiency
- the Kaizen five-S framework for good housekeeping
1. Seiri - tidiness
2. Seiton - orderliness
3. Seiso - cleanliness
4. Seiketsu - standardized clean-up
5. Shitsuke - discipline
- standardization.
Source : http://www.valuebasedmanagement.net/methods_kaizen.html
From India, Ahmadabad
The Kaizen method of continuous incremental improvements is an originally Japanese management concept for incremental (gradual, continuous) change (improvement). K. is actually a way of life philosophy, assuming that every aspect of our life deserves to be constantly improved. The Kaizen philosophy lies behind many Japanese management concepts such as Total Quality Control, Quality Control circles, small group activities, labor relations. Key elements of Kaizen are quality, effort, involvement of all employees, willingness to change, and communication.
Japanese companies distinguish between innovation (radical) and Kaizen (continuous). K. means literally: change (kai) to become good (zen).
The foundation of the Kaizen method consists of 5 founding elements:
1. teamwork,
2. personal discipline,
3. improved morale,
4. quality circles, and
5. suggestions for improvement.
Out of this foundation three key factors in K. arise:
- elimination of waste (muda) and inefficiency
- the Kaizen five-S framework for good housekeeping
1. Seiri - tidiness
2. Seiton - orderliness
3. Seiso - cleanliness
4. Seiketsu - standardized clean-up
5. Shitsuke - discipline
- standardization.
Source : http://www.valuebasedmanagement.net/methods_kaizen.html
From India, Ahmadabad
Dear GYM (Mirza Ji),
Thanks for sharing this info.
The way Japanese people do their work is outstanding, their management is perfect, You see in India when they are working on Delhi Metro Project, sometimes it amazed to see that these people complete their job before the project completion date, recently thay have completed one Delhi Metro track two months in advance.
and that's along with Indian Government Officials!, they must have taught Kaizen to govt. officials
From India, New Delhi
Thanks for sharing this info.
The way Japanese people do their work is outstanding, their management is perfect, You see in India when they are working on Delhi Metro Project, sometimes it amazed to see that these people complete their job before the project completion date, recently thay have completed one Delhi Metro track two months in advance.
and that's along with Indian Government Officials!, they must have taught Kaizen to govt. officials
From India, New Delhi
Hey manu
The top government officials are IAS officers... and the IAS test is as tough as IIM admission procedure ...
So, we have the very best, becoming the IAS officers.... It is the politicians who slow down the system... and sometimes the lack funds.. I have not seen a project being not completed in time just because of indecision of an IAS officer.
It is more because of some discussion taking place in parliament, lack of funds, court matter [PIL etc] or opposition to the project by other political parties...
From India, Ahmadabad
The top government officials are IAS officers... and the IAS test is as tough as IIM admission procedure ...
So, we have the very best, becoming the IAS officers.... It is the politicians who slow down the system... and sometimes the lack funds.. I have not seen a project being not completed in time just because of indecision of an IAS officer.
It is more because of some discussion taking place in parliament, lack of funds, court matter [PIL etc] or opposition to the project by other political parties...
From India, Ahmadabad
hi ajmal,melissa,deepali and manu,
actually i am not concerned more about what is kaizen.. i want to know how you prepare your work force for kaizen.. how you implement it.. just some practical view of it.. as a HR how wel role is for us etc...,
just in that mode.. i know little bit of kaizen...
but from HR perspective yaa most needed to learn...
From India, Vadodara
actually i am not concerned more about what is kaizen.. i want to know how you prepare your work force for kaizen.. how you implement it.. just some practical view of it.. as a HR how wel role is for us etc...,
just in that mode.. i know little bit of kaizen...
but from HR perspective yaa most needed to learn...
From India, Vadodara
Preparing for Kaizen:
I don't have a practical knowlege of this method, but I have read an interesting story in one book.
Few Americans were waiting for a Kaizen teacher to come and teach them Kaizen, This was their first class, Kaizen teacher came and Americans Greet him, He responded with a smile. Now everyone was expecting him to start delivering speech and write someting on board.
But he told his assistant to bring a glass of water, his assistant follow the order and bought one glass of water and jug containing water.
Now he placed glass of water on the table and then started pouring water from jug into the glass, as glass was having water in it, it started felling on the table , Everyone attending that session was shocked!
Kaizen teacher kept on doing this until the jug got empty,
He then said to class,
Your mind is full of "Western Thinking", If I teach you anything new then that won't fill inside your mind, Come tomorrow after emptying your mind (Western thinking), I will teach you then.
From India, New Delhi
I don't have a practical knowlege of this method, but I have read an interesting story in one book.
Few Americans were waiting for a Kaizen teacher to come and teach them Kaizen, This was their first class, Kaizen teacher came and Americans Greet him, He responded with a smile. Now everyone was expecting him to start delivering speech and write someting on board.
But he told his assistant to bring a glass of water, his assistant follow the order and bought one glass of water and jug containing water.
Now he placed glass of water on the table and then started pouring water from jug into the glass, as glass was having water in it, it started felling on the table , Everyone attending that session was shocked!
Kaizen teacher kept on doing this until the jug got empty,
He then said to class,
Your mind is full of "Western Thinking", If I teach you anything new then that won't fill inside your mind, Come tomorrow after emptying your mind (Western thinking), I will teach you then.
From India, New Delhi
:D Hi Sreenivasan,
I don't know exactly if I can call it Kaizen .. however this concept also has its origin from Japan (production housekeeping) ..
If you are in Production sector you may try to implement this ..
I am working in ITeS, its a BPO based in Mumbai in technical offshoring. I have implemented something in my organization, the concept is simple .. PEEP : "Place for Everything and Everything in Place".
1> : Ensure Who are the Executors (Who will benefit if it works well)
2> : Have a small team, do counselling .. take this small team in your confidence. If needed, do repeated counselling, tell them why you have chosen them, make them understand the concept and ensure they feel they are 'owner' of the process. Do NOT force anything, invite discussions on it, document all.
3> : Make the team sketch a rouch action diagram, refine it. Guide them.
4> : After successful test-runs, transfer complete ownership. Guide them as and when needed. Act as Counsellor and Facilitator, not Administrator .. this will make a big difference.
5> : Learn from your mistakes working with the Pilot group, Generalize the results, replicate this experiment with bigger workforce with systematic phases.
Hope it will work.
PEEP as a Concept can be used anywhere, even at your own desk.
Regards,
Thesysthink
From India, Pune
I don't know exactly if I can call it Kaizen .. however this concept also has its origin from Japan (production housekeeping) ..
If you are in Production sector you may try to implement this ..
I am working in ITeS, its a BPO based in Mumbai in technical offshoring. I have implemented something in my organization, the concept is simple .. PEEP : "Place for Everything and Everything in Place".
1> : Ensure Who are the Executors (Who will benefit if it works well)
2> : Have a small team, do counselling .. take this small team in your confidence. If needed, do repeated counselling, tell them why you have chosen them, make them understand the concept and ensure they feel they are 'owner' of the process. Do NOT force anything, invite discussions on it, document all.
3> : Make the team sketch a rouch action diagram, refine it. Guide them.
4> : After successful test-runs, transfer complete ownership. Guide them as and when needed. Act as Counsellor and Facilitator, not Administrator .. this will make a big difference.
5> : Learn from your mistakes working with the Pilot group, Generalize the results, replicate this experiment with bigger workforce with systematic phases.
Hope it will work.
PEEP as a Concept can be used anywhere, even at your own desk.
Regards,
Thesysthink
From India, Pune
Hi Sreenivasan...
I have done some research work on Kaizen for my Cost Accounting Classes in my first year....
Unluckily I don't have the notes with me right now...
Anyway this is the link that will give you a step to step guide on how to implement the Kaizen in the organisation...
Further... you can pickup successful case studies [generally available on net] to study how to successfully implement Kaizen
http://vitalentusa.com/learn/impleme...id=super_first
From India, Ahmadabad
I have done some research work on Kaizen for my Cost Accounting Classes in my first year....
Unluckily I don't have the notes with me right now...
Anyway this is the link that will give you a step to step guide on how to implement the Kaizen in the organisation...
Further... you can pickup successful case studies [generally available on net] to study how to successfully implement Kaizen
http://vitalentusa.com/learn/impleme...id=super_first
From India, Ahmadabad
KAIZEN means continuing improvement in personal life, home life, social life, and working life. When applied to the workplace KAIZEN means continuing improvement involving everyone - managers and workers alike.
The KAIZEN strategy begins and ends with people. With KAIZEN, an involved leadership guides people to continuously improve their ability to meet expectations of high quality, low cost, and on-time delivery. KAIZEN transforms companies into 'Superior Global Competitors'.
In our concepts, three functions should happen simultaneously within any organizations: Maintenance, Innovation, and KAIZEN. By maintenance, we refer to maintaining the current status, the procedures are set and the standards are implemented. People in the lower level of organization mostly do that, they maintain their standards.
By Innovation, we refer to breakthrough activities initiated by top management, buying new machines, new equipment, developing new markets, directing R&D, change of strategy etc.
In the middle there is KAIZEN, small steps but continuing improvement. KAIZEN should be implemented by the lower/middle management and the workers, with the encouragement and direction of the top. The top management responsibility is to cultivate a KAIZEN working climates and cultures in the organization.
Not a day should go without some kind of improvement being made somewhere in the company. When KAIZEN is adapted in organizations and management perspectives, however, it is easier to talk about it than to implement it. It is very natural that people will propose some kind of change in their own work place, when they become unsatisfied with their present conditions. Some of the improvements could be carried outright away. Perhaps, the boss won't even notice them. However, when approval is required, several kinds of responses from the boss could have taken place. The ideal situation is that the boss encourages their subordinates to carry out their ideas. The boss then appreciates the efforts or gives recognition. That's what people expect when they propose something. The positive response given by the boss will then develop trust with the subordinates and stimulate other improvements. Cumulatively, this will create momentum for continuing improvement.
The Wet Blanket List
However, life in the organization is not as easy. The boss could ask you a silly question like: "it is not broken, why should we change it" or "the procedures is fine with me, why should we changed it?". From your perspective, you know that if you change it, the boss will blame you. The boss just did not want to give you a try, with a lot of reasons and/or no reasons. You could not do anything anymore, "the boss is always right" like the saying goes. There are so many bosses like that. The bosses should encourage their subordinates, but in a real life, the wet blankets put out the "fire" of improvement suggestions.
In an inefficient organization, everybody tends to throw wet blankets everywhere. You could also add more wet blankets from your own vocabulary, the list could be endless.
The Real Organizational Life
That's what really happens in organizational life. Bosses discourage subordinates and the subordinates become skeptical. They quit making proposals, suggestions and improvement and the organization becomes very stagnant. Sometime, the bosses are aware of the stagnation and buy a new machine, change the layouts, or even hire a bunch of consultants to make a breakthrough. They do that because it's their function to make breakthroughs. They change everything and rock the organization. However, they don't change and still criticize their subordinate, tossing wet blankets to the people. This is very important point, that change and improvement should start from top management. Top management should change their own behavior when dealing with subordinates.
BASIC TIPS FOR KAIZEN ACTIVITIES
Discard conventional fixed ideas.
Think of how to do it, not why it cannot be done.
Do not make excuses. Start by questioning current practices.
Do not seek perfection. Do it right away even if for only 50% of target.
Correct it right away, if you make mistake.
Do not spend money for KAIZEN, use your wisdom.
Wisdom is brought out when faced with hardship.
Ask 'WHY?" five times and seek root causes.
Seek the wisdom of ten people rather than the knowledge of one.
KAIZEN ideas are infinite.
Source: http://www.revisionguru.co.uk/business/kaizen.htm
From India, Mumbai
The KAIZEN strategy begins and ends with people. With KAIZEN, an involved leadership guides people to continuously improve their ability to meet expectations of high quality, low cost, and on-time delivery. KAIZEN transforms companies into 'Superior Global Competitors'.
In our concepts, three functions should happen simultaneously within any organizations: Maintenance, Innovation, and KAIZEN. By maintenance, we refer to maintaining the current status, the procedures are set and the standards are implemented. People in the lower level of organization mostly do that, they maintain their standards.
By Innovation, we refer to breakthrough activities initiated by top management, buying new machines, new equipment, developing new markets, directing R&D, change of strategy etc.
In the middle there is KAIZEN, small steps but continuing improvement. KAIZEN should be implemented by the lower/middle management and the workers, with the encouragement and direction of the top. The top management responsibility is to cultivate a KAIZEN working climates and cultures in the organization.
Not a day should go without some kind of improvement being made somewhere in the company. When KAIZEN is adapted in organizations and management perspectives, however, it is easier to talk about it than to implement it. It is very natural that people will propose some kind of change in their own work place, when they become unsatisfied with their present conditions. Some of the improvements could be carried outright away. Perhaps, the boss won't even notice them. However, when approval is required, several kinds of responses from the boss could have taken place. The ideal situation is that the boss encourages their subordinates to carry out their ideas. The boss then appreciates the efforts or gives recognition. That's what people expect when they propose something. The positive response given by the boss will then develop trust with the subordinates and stimulate other improvements. Cumulatively, this will create momentum for continuing improvement.
The Wet Blanket List
However, life in the organization is not as easy. The boss could ask you a silly question like: "it is not broken, why should we change it" or "the procedures is fine with me, why should we changed it?". From your perspective, you know that if you change it, the boss will blame you. The boss just did not want to give you a try, with a lot of reasons and/or no reasons. You could not do anything anymore, "the boss is always right" like the saying goes. There are so many bosses like that. The bosses should encourage their subordinates, but in a real life, the wet blankets put out the "fire" of improvement suggestions.
In an inefficient organization, everybody tends to throw wet blankets everywhere. You could also add more wet blankets from your own vocabulary, the list could be endless.
The Real Organizational Life
That's what really happens in organizational life. Bosses discourage subordinates and the subordinates become skeptical. They quit making proposals, suggestions and improvement and the organization becomes very stagnant. Sometime, the bosses are aware of the stagnation and buy a new machine, change the layouts, or even hire a bunch of consultants to make a breakthrough. They do that because it's their function to make breakthroughs. They change everything and rock the organization. However, they don't change and still criticize their subordinate, tossing wet blankets to the people. This is very important point, that change and improvement should start from top management. Top management should change their own behavior when dealing with subordinates.
BASIC TIPS FOR KAIZEN ACTIVITIES
Discard conventional fixed ideas.
Think of how to do it, not why it cannot be done.
Do not make excuses. Start by questioning current practices.
Do not seek perfection. Do it right away even if for only 50% of target.
Correct it right away, if you make mistake.
Do not spend money for KAIZEN, use your wisdom.
Wisdom is brought out when faced with hardship.
Ask 'WHY?" five times and seek root causes.
Seek the wisdom of ten people rather than the knowledge of one.
KAIZEN ideas are infinite.
Source: http://www.revisionguru.co.uk/business/kaizen.htm
From India, Mumbai
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