What does Kaizen mean?
Over the past 20 years, the word “kaizen” has become familiar jargon in manufacturing circles throughout the western hemisphere. Most manufacturing professionals also know that kaizen is derived from the Toyota Production System (TPS) and that it aims to achieve continuous improvement through the elimination of waste. Somewhat less familiar however, are the mechanics and tactical challenges of completing such activities on the gemba (shop floor). Many managers may be unsure how to complete kaizen, what the difference are between daily and weekly kaizen activities, as well as the role that management plays in supporting a continuous improvement culture. This article will clear up some of these uncertainties by explaining what kaizen is and offer practical suggestions regarding how to go about effectively implementing a kaizen culture.
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How to conduct a week-long Kaizen Workshop
As mentioned in the first article of this month’s newsletter, in addition to each person performing regular individual kaizens on their own, there is a need for larger cross-functional teams to tackle the more challenging production challenges. This is necessary in areas where a complex production challenge will require more than one person to improve. This article reviews the mechanics behind such week-long kaizen events. It covers items such as how to plan for a workshop, including determining what process to focus on, how to determine scope and the importance of training. We also list a sample agenda and offer a useful form for download, both of which may help the workshop leader. Finally we highlight management’s responsibility towards supporting such workshops.
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