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... KAIZEN AND MANAGING SELF: 6
PERSONAL QUALITY INITIATIVE 7
3. ENVIRONMENT FOR KAIZEN SYSTEM 8
4. IMPLEMENTATION OF KAIZEN SYSTEM: 11
5. ORGANIZATION STRUCTURE FOR KAIZEN 11
6. BUILDING KAIZEN CULTURE 14
7. PERFORMANCE APPRAISAL IN KAIZEN 16
EMPLOYEE SELF-MEASUREMENT QUESTIONNAIRE 19
8. THE PRINCIPLES OF KAIZEN AND ORGANIZATIONAL CULTURE 23
9. ... TEAMS AND KAIZEN 27
11. KAIZEN TEIAN SYSTEM 30
12. THE POSITION OF KAIZEN TEIAN IN THE MANAGEMENT SYSTEM 32
13. HOW TO INTRODUCE AND MANAGE A KAIZEN TEIAN SYSTEM 35
14. ... INTRODUCTION
The Japanese word "KAIZEN" means improvement, improvements without spending much money, involving everyone from managers to workers, and using much common sense. ... The key aspect of KAIZEN is that it is an on-going, never-ending improvement process. ...
Thus we can say that the major principles of Kaizen are:
1. ...
Kaizen activities can be conducted in several ways. ... To get his buy-in as well as significant improvement, worker is invited to cooperate, to reengineer by himself and with help of teammates or a Kaizen support group. ...
For realizing the true benefits from it, Kaizen should be controlled; It is not acceptable to let anybody change designs, layouts or standards for some pretended "improvement". Improvement groups most often control Kaizen and everybody, regardless to rank or position, is encouraged to suggest trough suggestion submitting system (TEIAN in Japanese). ... Improvement idea can be a response to a problem exposed by KAIZEN committee or come out spontaneously. ... KAIZEN system helps this process of change management process by CHANGE OF MINDSET first.
One can try Kaizen on the following guidelines:
1) Accept ¡¥problems¡¦ as ¡¥Opportunities¡¦ and ¡¥Challenges¡¦. ...
KAIZEN v/s INNOVATION
Improvements can be split between Kaizen and Innovation. Kaizen signifies small improvements made in status quo as a result of on-going efforts. ... Kaizen and Innovation can be compared and differentiated as shown by the following two tables.
Table 1:
Innovation Kaizen
Creativity Adaptability
Individualism Teamwork (systems approach)
Specialist oriented Generalist oriented
Technology oriented People oriented
Functional orientation Cross functional orientation
Information: closed, proprietary Information: open, shared
Line + staff Cross functional organization
Table 2:
Kaizen Innovation
Effect Long term and long lasting but un-dramatic Short term but dramatic
Pace Small steps Big steps
Timeframes Continuous and incremental Intermittent and non incremental
Change Gradual and constant Abrupt and volatile
Involvement Everybody Select few Champions
Approach Collectivism, group efforts, systems approach Rugged individualism, individual ideas and efforts
Mode Maintenance and improvement Scrap and rebuild
Spark Conventional know-how and state of the art Technological breakthroughs, new inventions, new theories
Practical requirements Little investments but great efforts to maintain it Requires large investment and large efforts to maintain it
Effort of orientation People Technology
Evaluation criteria Process and efforts for better results Results for Profits
Once you get into Kaizen, it leads to Innovation because that is where creativity starts functioning. ... KAIZEN AND MANAGING SELF:
One of the reasons of worry for the managers is whether the subordinates will change themselves to adapt Kaizen led initiatives to make it a success. ... If asked to any employee the qualities he thinks his subordinates should have for Kaizen to be successfully implemented, the reply would be:
Obedient, Understanding, Willing and having liking for work, Capable of working in adverse conditions, Knowing importance of time and job, Taking responsibility, etc
When asked about the qualities a superior should have, the reply would be:
Pardoning failures, a guide, Trusting, Empowering his subordinate, not moody, etc
It is very important to note that each one of us will play both the roles, superior and subordinates at different points of time. ... The clues for doing this are provided by Kaizen system. The Kaizen system advocates that in order to succeed one must increase his commitment to all the people that he his dealing with, namely, the employees, customers, financiers, management and the public in general. ... The two difficult areas are:
q Unknown to self/ known to others: this requires disclosure by ones peers and staff
q Known to self/ unknown to others: this requires disclosures to ones peers and staff
Known to self Unknown to self
Some Mechanisms to start the process of looking into ¡¥Johari Window¡¦ are:
1) Personal Quality Initiative (PQI)
2) Observations made in the ¡¥General Behaviour¡¦ point on PD forms
3) A third party employee survey (Undertaken both in the starting phase and the matured phase of Kaizen culture creation) to workout a quantified measure of their views about management styles, values and beliefs.
PERSONAL QUALITY INITIATIVE
There is a close relation between the foundation of personal quality and the issues, which come up when an organization tries to embrace the principles of Kaizen system. ... And as a simple supplement to Kaizen training, the checklist can keep employees involved and interested through the entire Kaizen process. ... This is valuable in its own right and leads to more efficient participation in Kaizen activities. ... The aggregate effect of personal performance improvements can be substantial, and they free up time and ease participation in team improvements projects and other Kaizen activities. ... ENVIRONMENT FOR KAIZEN SYSTEM
In most of the companies the top management keeps on using the VETO power and most of the times finds itself saying ¡¥no¡¦ to the ideas and proposals of employees. ... Management by (internal) MOTIVATION (as in KAIZEN): According to Maslow¡¦s need hierarchy theory, a person tries to fulfil following needs in his life-
a. ... They can do this by a healthy combination of following tools:
¡P Peaceful, good natured discussion/negotiation
¡P Offer of incentives
¡P Application of guile/trick
¡P Threat/Fear
The KAIZEN system works on three basic principles:
A. ... IMPLEMENTATION OF KAIZEN SYSTEM:
The implementation of KAIZEN needs careful analysis and necessary adjustments to evolve a suitable plan to fit the overall framework. A possible step-by-step plan could be as follows:
¡P Awareness: It is important that the Top management including the CEO should be trained on the overall KAIZEN system. It should be based on understanding of what KAIZEN principles are and how it can fit that particular organization to optimise the efficiency of overall structure. ... situation in KAIZEN companies) before working on a detailed plan of action. ... ORGANIZATION STRUCTURE FOR KAIZEN
A formal KAIZEN structure needs to exist in order to continuously monitor the KAIZEN activities such as it moves forward in a consistent and disciplined manner. ... He must
a) Personally participate in KAIZEN by physical presence which itself can be a source of motivation for many employees
b) Convene monthly review meetings
c) Ensure and provide for continuous KAIZEN training for self and entire organization.
d) Link corporate strategy with KAIZEN strategy. ... The KAIZEN committee-It should be a multi-tier and well structured committee with size depending on the size of he organization. The members may each be assigned responsibility for one or the other KAIZEN quality improvement process. The committee should ensure the following activities;
a) Preparing objectives and providing infrastructure support to KAIZEN activities
b) Organizing meetings as per KAIZEN monitor
c) Promoting KAIZEN system
d) Identifying training needs and arranging schedules
e) Publish the progress report/bulletin
f) Clarify apprehensions on KAIZEN systems in the minds of the employees
g) Deal strictly with dead-end employees
3. The Evaluators- They should be a level above the KAIZEN team members and should be changed periodically to remove biases. Their key function should be;
a) Learning about the steps taken
b) Ask questions to facilitate objective and fair evaluation and not criticize
c) Ensure that the code of conduct of KAIZEN system is being followed. ...
c) Create coordination and harmony in the team and support from facilitators
d) Enforce code of conduct
e) Look for KAIZEN ideas
5. The KAIZEN team members- Their functions are:
a) Participate in the team activities enthusiastically
b) Follow the code of conduct of KAIZEN system
c) Attend meetings on time
STRUCTURE OF A KAIZEN ORGANIZATION
The KAIZEN team: The whole organization should be split into homogenous teams of adequate number of employees at the same hierarchical level, and all the members of one team should be involved into similar kind of activities. ... BUILDING KAIZEN CULTURE
There are four phases of creating KAIZEN culture in the organization:
1. ... KAIZEN. ...
Human resource development phase-This is the time when employees feel the need for additional quality improvement tools and there is the need for training and retraining at all the levels in HRD phase of KAIZEN. ... This makes a big reason why mangers and workers in a KAIZEN company are both constantly challenging to reach new heights of improvements.
Institutionalisation phase (TQC Audit)-The total quality control audit is always at the top of the pyramid of quality because once a company has climbed to this level of quality control activities, it provides the baseline for viewing their past accomplishments and further directions in order to institutionalise the KAIZEN movement. ... Concerned person tries to cover up a failure with defensive statements
This is the entire process, which is, carried out before and during a company implements the KAIZEN system and prepares itself for continuous quality improvement so as to match itself with the best in the industry it is operating in. In an organization wedded to quality, every employee would be dedicated to KAIZEN, provided the top management designs the methodology innovatively such that there is an inner desire for quality. ... PERFORMANCE APPRAISAL IN KAIZEN
Developing employee performance furthers the mission of the organization and enhances the overall quality of the workforce by promoting a climate of continuous learning and professional growth; helping to sustain employee performance at a level which meets or exceeds expectations; enhancing job- or career-related skills, knowledge and experience; enabling employees to keep abreast of changes in their fields; making employees competitive for employment opportunities; promoting affirmative action objectives; and motivating employees. ... KAIZEN ZIR Weightage (maximum 40 out of 100) may be as follows:
Employee Level KAIZEN Basis
1. Top Management 40 10 each for average number of Kaizen per head; average marks per Kaizen, No. ... 15 Team marks and KAIZEN presentation
5 Average no. of Kaizen per head (only Quantity to assess team performance)
10 Self ZIR
10 Five-S audit marks of a team. ...
b) Top management must take specific KAIZEN commitments from both 2nd and 3rd level employees for success. ... Performance evaluations are more frequent, so that behaviour counter-productive to KAIZEN can be corrected immediately. ... Have you participated in a TPM or Kaizen event in the last twelve months? ... THE PRINCIPLES OF KAIZEN AND ORGANIZATIONAL CULTURE
The objective is to study the way Kaizen affects the culture of the organization and the way teams operate as instruments of the organization¡¦s strategic intent. ...
Kaizen¡¦s success is that it has frequently provided for Western companies not only a ready made culture capable of supporting strategic intent, but also a number of relevant processes which go beyond the idea of enabling and actually provide the means of achieving elements of the strategy. ... It is obvious that Kaizen can and for many organisations it does provide the cultural norms, which achieve this synchronicity.
The concept of employee empowerment of and the devolution of decision making to the point closest to the process equates approximately with Kaizen thinking.
THE TEN PRINCIPLES OF KAIZEN
1) Focus on customers (external and internal). ... Kaizen strongly advocates cross functionality and unifies the disparate intention of the participants who serve on such teams as by focusing on the customer and the pursuit of a well-articulated purpose. ... TEAMS AND KAIZEN
As with any team, nothing helps as much as success.
Approximate Word count = 9636
Approximate Pages = 38.5
(250 words per page double spaced)
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