Kaizen is easier said than done

Lean Management

Munich (si) - kaizen, the production philosophy of the world's most successful car manufacturer Toyota, has more than 20 years, also known in Europe. But despite the great success of the Japanese pioneer, many companies do that are difficult to follow this example. This was demonstrated at the second Annual Meeting held in Munich, Kaizen, Kaizen Institute and the Management Circle.

"Kaizen is the challenge every day to improve something," said Masaaki Imai, Founder of the Kaizen Institute. Image: Itasse

"Meets the definition of kaizen continuous improvement as I do not anymore," said Masaaki Imai, Founder and Chairman of the Kaizen Institute, in his keynote address at the meeting. Time has shown that in his view, the view of kaizen as a daily improvement, improvement by anyone, anywhere, and the progress of small changes to dramatic changes throughout the company.

The starting point of all improvements through lean management is to view Imais 5S. The changes thus initiated, however, would be continued every day. "It is easy to talk about kaizen, but difficult to execute," continued Imai, "Kaizen is the challenge every day to improve something." Every employee must contribute, through to top management. This is the most important requirement: Kaizen to understand as a company-wide strategy by CEOs up to the part-time employees.



Managers need to be at the place where the value
It is equally loud Imai, Kaizen implementation at any point in the company. "You need thousands of improvements to switch production to the company and kaizen," Imai said. Each change in itself is only small, but as an overall strategy would change all together exert a dramatic effect.

Ad


In order to achieve a truly lean and efficient company, managers need to place the value (Japanese: Gemba) issued. Only when you analyze the value stream, could detect at which employees are engaged in value-added activities and which are not. "Added value is what makes a product from parts and what the customer pays," said Imai. Non-value adding activities should be on the Kaizen philosophy investigated and eliminated. "Western companies focus on their view too often on the value-added activities and forget the non-value-adding," criticized Imai.

More machines does not mean more productivity
In this context, Imai also criticized the heavy investment in machines, particularly of German companies. If you remember to buy a new machine or to hire new employees, a good time had come to improve productivity. Western companies would use such good opportunities, but not often and spend money instead. "If you do not have money, you use your brain," Imai recommended.

Five Principles Imai named for the place of the value:

- When a deviation occurs, go first to the place of value creation. "There's one in the middle of reality and does not need charts or reports, to understand why the machine is broken," Imai said.

- Check the cause

- Seize immediate temporary countermeasures

- Eliminate the root cause

- Standardize the process to avoid future disruptions. "Managers have to go into production in order to understand and solve problems," demanded Imai.

The place where the value must always be supported and improved, Imai said. Otherwise there would expire anything if you leave it to yourself. "Sinking morale and quality, rising production costs," said Imai. It was important therefore, to maintain compared to its own employees, always challenging estates.

The process for businesses to establish
Basal activity of Kaizen is to establish a process for businesses. 5S meant it more as a nice and clean, it means to achieve the shortest flow and synchronization between processes, Imai said. "When 5S does not contribute to its benefits are not properly exploited," said Imai. Benefits of a shorter river are in the company:

- Improved quality. "If quality problems of the production flow of tears. This means that quality problems must be solved quickly, "says Imai.

- Shorter lead times and faster delivery

- Reduced inventory levels and stagnation

- Minimizing the resources

- Simplify management

- Maximum profits by minimizing costs

"The river in the company through the customer's order should be triggered," Imai said. In contrast, 99.9% of the companies based on sales forecasts, production planning, and these are always uncertain. "That's gambling business," criticized Imai.

Kaizen: marathon, not sprint
Who gets involved in kaizen, required for its projects but a long breath. "Kaizen is a marathon not a sprint," said Udo Reimer, Director of Development and CIO of the German branch of the Kaizen Institute. Changes in a company with 2,000 employees, were not enforce in a day or two, but in at least five years. It was important to develop long-term vision - "Visionary people change, people change operation," Reimers explained the procedure. Crucial to the success of Kaizen is to convince the people and take.