What is Kaizen's philosophy?

Kaizen is a Japanese philosophy in the workplace that focuses on constant small improvements that keep their business at the top of their field. Many well -known Japanese companies, such as Canon and Toyota, use Kaizen with a group approach that includes all from CEOs to nuclear authorities on the factory floor. This group approach has been successfully accepted in other regions of the world, but Japanese workers improved it in artistic form. People in more individualistic cultures can fight some basic principles of Kaizena. Kaizen also suggests that everything is constantly having room for improvement and improvement, and this value is contrary to the conviction of some of the west. Many people from the West put high value on success and maintaining perfection, a mistake in the Kaizen philosophy, under which perfection can not be achieved. Several American experts in the workplace, including W. Edwards Deming and Joseph Juran, came to Japan to lectures and teach. HelpThe information from these individuals began to form the concept of Kaizen and took off at the age of 50.

There are five supportive principles to Kaizen. The first is a heavy addiction to teamwork in which everyone's opinion is appreciated and considered. Workers also have a strong personal discipline and the morale in the factories must improve under Kaizen. Workers should also be sure that they offer suggestions for improvement, although the system seems to work reasonably; Kaizen acknowledges that there is always room for improvement. Finally, the system uses the quality of Circles, groups of workers who meet and work to solve problems and come up with innovative changes.

One of the primary objectives of Kaizen is the elimination of waste, with respect to the process and the final results. In addition, this supports great pictorial thinking, while employees are considering how their actions affect the whole. It also supports the culture of learning and experimenting without a TVDKU and guilt, and all workers understand that their opinions are important and useful for the overall system.

Kaizen is constant. Unlike many Western workplaces, this is not a problem -based approach. Workers come up with new ideas and still send them and quality circles often meet. Any hiccup on the factory floor results in a meeting of a quality circle, where it will talk about the problem and discuss changes in implementation. As a result, Japanese societies are constantly becoming more efficient, which allows them to effectively compete with other relatedness, which also integrate the philosophy of Kaizen into their daily practice.