Kaizen Philosophy
Posted: Sunday, March 29, 2009
by Steve Wilheir
PMP Training Course
The essential aim of Kaizen is the accomplishment of small improvements involving the continuous efforts of everyone. Over time these small improvements will generally produce larger effects than by using a single big project style approach.
Its aim is to enhance the effectiveness of the current system that exists, not to make changes in the basic system. Learning is promoted via this approach with management at all levels being involved in the process. Through constant study, improvement opportunities for the basic system can be exploited, thereby increasing capabilities and improving system processes. Controls are maintained through the adherence to the standard operating procedures (SOPs). These SOPs can and often do change once improvements are concluded. Such projects as these do not involve changes or innovations that are drastic in any way.
As elements of Lean's manufacturing process, Kaizen projects are performed. Both processes contain common Kaizen concepts : mission statements, distinct objectives and a set of time spans in which results should be accomplished. Projects generally span a short period of time; they are not lengthy events which are why they fit perfectly into the manufacturing process with its PDCA (Plan-Do-Check-Act) model. Projects can be scheduled and completed with the goal of continuously eliminating waste and making improvements in the basic process. Therefore, if projects are planned properly in the manufacturing process project, such projects can assist in achieving great overall results.
Unfortunately, though such projects often bring about changes, there is a downside. They can result in root problems in a business not being analyzed as thoroughly as necessary to bring about optimal changes. This is commonly due to the time span limitations placed on projects. Integration of processes can prove quite useful here; quick changes and improvements can be accomplished through projects resulting in a sound addressing of problem areas based on collected data obtained with the flow of Six Sigma projects.
For instance, a project is undertaken by a bank which desires to increase the volume of walk-in customer sales. Using the tools of both processes, an analysis of a range of marketing methods along with their results can determine their effectiveness various customer demographics. For set short periods of time, Kaizen projects can be undertaken in order to determine which method is better in a given situation. Further implementation may follow for the method which is most effective.
And so, rather than limiting effectiveness by using only one tool, such as Kaizen, the utilization of all three processes is a more logical and efficient approach to solving problems within a business. This combination of all three processes can continuously bring about profitable improvements.
Steve Wilheir is a project management consultant. Learn more about finding the root cause of your organization's teamwork issues, and learn more about using the fishbone diagram and his Project Management Training at Project-Manager-Training.info
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