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Kaizen (that; jap., change to the better one) is a Japanese management concept invented by Taiichi Ohno.
Strictly speaking a constant improvement is meant, into which high-level personnel is included such as coworkers. In the free translation from the Japanese dock = change, change means; Zen = to the better one. This on the substantial reduced meaning is controversial. In accordance with the philosophy of the Kaizen the precipitous improvement does not point by innovation, but gradual perfecting/optimization of the proven product the way to success. Is the center of attention not the financial profit, but the constant effort to increase the quality of the products and processes.
To the west Kaizen under the name continuous improvement process (KVP) was introduced into many enterprises. To this principle e.g. belong.:
Altogether Kaizen or KVP is to contribute to a higher identification of the coworkers with the enterprise and in the long run to a constant improvement of the competition position.
The contrast of the continuous improvement from the Kaizen is the RH engineering.
In Japan the idea of the Kaizen independently of its in the west spread quality-referred meaning one uses. Kaizen is in Japanese practice above all the philosophy "of the eternal change ". That means above all visible change, e.g. the extension of the functions of an electrical appliance, the reorganization of in-plant hierarchy or in the administration the lately very frequent incorporations and renaming of cities (so Saitama).
With the change necessarily quality improvement does not have to accompany. Genuine quality improvement is to be measured often "inconspicuous "and not precisely. Thus it does not have marketing value and is not often at all noticed.
On the product level this kind of Kaizen is connected closely with Japanese marketing practice to create the consumer for utensils by easy constructional changes an extended utilizable value. Thus electrical appliances new functions are added again and again, which do not belong to core functionality (Karaoke effect with Stereoanlagen) and the overall construction overloaded and thus the quality to worsen know. With mobile telephones the manufacturers a proper battle supply themselves around the pixel number of the inserted cameras - a number, which suggests concisely "quality improvement to the consumer ". Software products for machine translation recruit usually only with the size of the encyclopedia (number of millions stored words), which does not correlate compellingly with the actually realized translation quality.
This form of the Kaizenpraktik leads to a high rate of development with ever shorter product life cycles. To this rate of development, in particular with electrical appliances, a not insignificant number from product innovations is to be owed to, became also world-wide generally accepted (here e.g. Walkman, flat picture television).
The idea of the Kaizen concept developed allegedly before the background of an economic crisis of the Japanese automobile giant Toyota into the 1950er years. Toyota wanted operatingcauses 15% the coworker to dismiss, had however, in order to realize this goal, the trade unions substantially to come to meet. The compromise planned to assure to the remaining employees a lifelong occupation. From this promise the necessity developed to train coworkers permanently for Toyota since a qualification-conditioned dismissal was not an option. From this idea the Kaizen concept developed.
The Kaizen represents a break with pure result orientation. In the course of this transformation of the enterprise each individual process must be documented and analyzed. The turn for process orientation must be before-lived on the line and reconstructed by the coworkers. Only then it is guaranteed that each coworker initiates the processes accomplished by it independently on possible errors supervised and on the basis of its process knowledge further improvements. So slowly and in many individual steps the processes be improved and concomitantly the quality of the final product can be increased.
This change process must always repeat itself, only then functions to Kaizen. With is important again and again documenting the reached conditions in order to introduce on the basis of the documented status further improvements.
Kaizen divides the customers into internal and external customers. The external customer is the final consumer, the internal customer is a branch in the enterprise. If thus place A manufactures a product, which must be processed in place B, then place B is the internal customer. If place B (internal customer) recognizes lack by the product, then one communicates it to place A, in order to avoid sequence errors. Frequently problems arise evenly at these interfaces in the enterprise. Thus one tries to set there, around the goals of the Kaizen - quality assurance/increase, customer satisfaction and reduction of costs by the coworkers - to convert .......
Totally quality the control is a constant quality control (- safety device) of all products and processes, which manufacture and/or implement the enterprise. Toyota possesses at present the strictest quality standard in the automotive manufacture, which it calls in however also from its suppliers.
, Always one advances toward to improvement suggestions, of coworkers or dedicated working groups in the Kaizen with a positive basic idea. The suggestions are then examined and tested for serviceability, in order to transfer it during positive overall evaluation to the enterprise processes. A constant results cycle of planning, activity, control and improvement (reaction (=Act) on control): the PDCA cycle (plan DO check act). All procedures in the enterprise are thus analyzed and improved constantly. If an improvement were converted, this is specified as standard and integrated thus into the processing concept of the enterprise durably. In addition the cycle is changed to SDCA (Standardize DO check act). Only if the standardisation is completely final, a further improvement is aimed at.
It concerns a five-stage proceeding for the planning and improvement of clean, safe and standardized jobs.
Here it concerns the 6 most important factors, which must be examined again and again.
The 6 M method by an important factor one extended.
Since the influences of the management in the system of a certain consequence is given.
after Cicero (7W questions)
These three points refer to the coworkers, the technology, the method and the time and are considered as negative i.e. them are to be avoided.
Verschwendung happens through:
In the meantime often of 8 kinds of the Verschwendung one speaks. In addition the Verschwendung of the unused potential came, particularly regarding coworkers.
In these and similar places one marks its origin from the discrete manufacturing to the concept.
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