Kaizen Training

What is Kaizen?

Kaizen means “improvement” – “Kai” means change/make better, and “Zen” means good – but as the term is used as a business process it more closely resembles in English “continuous improvement.” Kaizen is one of the keys to the steady improvement and innovation found at successful companies in Japan such as Toyota.

Kaizen refers to philosophy or practices that focus upon continuous improvement of process in manufacturing, engineering, supporting business processes, and management.

By improving standardized activities & processes, Kaizen aims to eliminate waste as in Lean manufacturing (Toyota Production system)

Kaizen is the Japanese philosophy of continuous improvement by all the employees in an organization so that they perform their tasks a little better each day. It is a never ending journey centered on the concept of starting new each day with the principle that the methods can always be improved.

What are the types of Kaizen?

Reversible & Irreversible Kaizen

What are the benefits of Kaizen?

In areas such as inventory, waiting times, transportation, worker motion, employee skills, over production, excess quality and in processes.

Space utilization, product quality, use of capital, communications, production capacity and employee retention.

Immediate results. Instead of focusing on large, capital intensive improvements, Kaizen focuses on creative investments that continually solve large numbers of small problems. Large, capital projects and major changes will still be needed, and Kaizen will also improve the capital projects process, but the real power of Kaizen is in the on-going process of continually making small improvements that improve.
To improve Sales, Production & Growth of Company.

Many organizations are reluctant to utilize kaizen events because such events take a team of employees away from their “real jobs” for three to five days at a time. Companies often choose to substitute kaizen events with projects assigned to one or two individuals. Because of a lack of perceived importance and a lack of substantial participation and buy-in, very rarely does this result in true improvement. In fact, it often results in organizations claiming that lean does not work for them.

Everybody, every department in Organization who wants to grow.