“Kaizen” is a Japanese approach to
the workplace that has proven to be a famously effective Best Practices
strategy with companies like Toyota and Sony, among others. “Kai” is defined as
continuous improvement while “Zen,” a more familiar term, is loosely translated
as for the better or “good.” Therefore, kaizen is to make “continuous
improvements for the good.”
Kaizen follows three principles:
1)
process and results;
2) systemic thinking (the big picture); and
3)
non-blaming, because to blame is counterproductive and wasteful in practice.
When kaizen is applied as a daily
process, everyone in the company is involved, from the CEO and management team
to your employees. The purpose of kaizen in the workplace is to eliminate the
waste (or “muda” in Japanese) that is produced by your company, like waste in
poor time
management, inner office clutter, and other inefficient methods,
while freeing other opportunities. Some companies hold a “Kaizen Event” where
managers and employees work together to fine-tune and revise the current
standards. Once a more efficient and superior system is achieved, it is then
standardized and integrated into current policies, rules, and Standard
Operating Procedures (SOPs).
When you implement kaizen into the
workplace, you should aspire to make changes to your current operating
standards by breaking down each process in detail, monitoring the results, and
then making adjustments accordingly (“If it ain’t broke, Do fix it”).
Your management team should ensure
that the current SOPs are being followed. Management must “go and see”
operations, or MBWA (management by walking around), in order to achieve
efficient operations and take corrective actions when required. That is the
only way they can fully understand their current business climate and make
educated adjustments.
The Toyota Corporation is renowned
for its production system, The Toyota Production System, and its principles,
The 14 Principles of the Toyota Way. Kaizen is the leading philosophy behind
their efficient and productive systems and methods. Jeffrey Liker is the author
of The Toyota Way: 14 Management Principles from the World’s Greatest
Manufacturer. He writes, “The main ideas are to base management decisions on a
philosophical sense of purpose and think long-term, to have a process for
solving problems, to add value to the organization by developing its people,
and to recognize that continuously solving root problems drives organizational
learning.”
The Toyota Way has been called “a
system designed to provide the tools for people to continually improve their
work.” If you are not striving for constant improvements within your company,
your business is not evolving, and neither are your employees.
Everyone on your team should be
included in creating and attaining a well-organized, competent, and economical
system. The benefits of empowering your employees create yet another virtuous
cycle. It enriches the workplace and the work experience by allowing members of
your company to excel and “bring out their best.”
If your team creates more efficient
processes, you will gain faster lead times and keep wages down. All of this is
to help keep you ahead of your competition. You can then add those new
moneymaking activities to your Best Practices and SOP arsenals for
redistribution and reinforcement.
The methods that can help you
successfully manage and organize the workplace in kaizen are called “the 5
S’s”, or “good housekeeping,” as referred to by others. They are set in place
with the intention to simplify the work environment.
The 5S’s are loosely translated as:
Seiri (Tidiness):
Unused and unneeded items are cleared out (this applies to your contact
management system, too). Keeping your data organized, refreshed, properly
labeled, and backed up are efficient ways for you and your staff to locate data
as needed. The benefits of applying Seiri are a safer and tidier environment,
less time wasted when searching for items, fewer hazards, less clutter to
interfere with productive work space, and additional space from cleared out
items. And possibly more brain space, too.
Seiton (Orderliness):
“A place for everything, and everything in its place.” Seiton focuses on the
need for an orderly workplace to promote workflow. Conversely, seitan is a
vegetarian meat substitute, and satan is…well, forget it.
Seiso (Cleanliness):
Indicates the need to keep the workplace clean and neat daily. The key point is
that maintaining cleanliness should be part of everyday work—not an occasional
activity initiated just when things get too messy.
Seiketsu (Standardization): When the first three are set in place, they are then
standardized. Create the rules, and then regulate them. Since it is easy to
fall into old habits, this sets easy-to-follow standards and develops structure
and conformity.
Shitsuke (Sustenance):
This refers to educating and maintaining standards. Once the previous 4S’s have
been established, they become the new way to operate. Maintain the system and
continue to improve it.
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