Kaizen Technique and Methods of Quality Control

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Kaizen is a significant concept within quality control management. The term is a Japanese word that means "continuous improvement," and is the core principle of quality management in general. The philosophy was originally developed and applied by Japanese industry and manufacturing in the 1950s and 1960. The aims of Kaizen are:
- To be profitable, sustainable and innovative
- To eliminate waste of time, money, materials, resources and effort in order to increase productivity
- To make incremental improvements to systems, processes and activities before problems arrive
- To create a harmonious and dynamic organization where every employee participates and is valued

At the core of the Kaizen philosophy is the word Every:
- Improve everything that everyone does in every aspect of the organization in every department, every minute of every day.
- Everyone involved in a process or activity, however apparently insignificant, has valuable knowledge and participates in a working team (Kaizen group).
- Everyone is expected to participate by analysing, providing feedback and suggesting improvements to their area of work.
- Everyone participates in evolution rather than revolution: continually making small, 1% improvements to 100 things is more effective and less disruptive than improving one thing by 100% when the need becomes unavoidable.
- Every employee is empowered to participate fully in the improvement process: taking responsibility, checking and co-ordinating their own activities.
- Every employee is involved in the running of the company, and is trained and informed about the company. This encourages commitment and interest, leading to fulfilment and job satisfaction.

At its best, Kaizen is an integrated philosophy that works smoothly and steadily. Like any methodology, however, poor interpretation and implementation can limite the usefulness of Kaizen practices. Kaizen is unsuccessful where:
- Kaizen methods are added to an existing failing structure, without fixing the basic structure and/or philosophy - this is not a band aid solution.
- Kaizen is poorly integrated with processes and people's thinking.
- Training is inadequate.
- Leadership does not understand or support Kaizen.
- Employees and managers regard Kaizen as an imposed procedure.

Kaizen works best when it is "owned" by people, who see the concepts as empowering and practical.

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Derivative by Athivia College (2010), Original materials:

© Alan Chapman/Businessballs 2003. Retrieved from www.businessballs.com/qualitymanagement.htm 2010. Full source material at www.businessballs.com Not to be sold or published. Alan Chapman/the author(s)/Businessballs accepts no liability for any issues arising.