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it deals with kaizen definition and its importance and its uses
Typology: Summaries
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KAIZEN VS INNOVATION
UNDRAMATIC DRAMATIC
LOW COST HIGH COST
LOW RISK HIGH RISK
HUMAN EFFORT TECHNOLOGY
NO BRAINER MORE THOUGHT
Know your customer – Identify their interests so that you can enhance their
experience.
Let it flow – Everyone in the organization should aim to create value and
eliminate waste.
Go to the Gemba – Value is created in the places where work is done. Leaders
should go there.
Be transparent – Performance improvements should be tangible and visible.
Empower people – Set goals for teams and give them the tools to achieve them.
Laura Roe, CFO of TBM Carriers, a long haul trucking company, shared
how adhering to the principles of Kaizen can impact the bottom line, “We made a
project to reduce our fuel costs, which is probably one of our largest expenses in the
company. What was important was not only the negotiations, but also getting our
drivers to go to the right fuel stations. We’ve seen so far about $100,000 per month
in savings - about a $1.2 million savings per year - from that project.”
CONCLUSION
It is a brilliantly simple way to capitalize on the wisdom and creativity of
each individual to implement small changes that have a significant impact.
Kaizen means to find a better way and revise the current standard. Thus,
maintaining and improving the standard becomes the main task of management.”
Description : For practitioners facing a large class and not a lot of time, this exercise really
gets the point of change across. After the introduction of the “change” subject, ask the
audience to “cross their arms.” My operational definition of “crossed” is folding their arms
together, as if they were bored or waiting for something. Once they have completed this
task, ask them to “fold their arms the other way,” reversed of what they just performed. I
guarantee that 90 percent of the class will struggle with it.
Discussion Questions
How did it feel when you were asked to cross your arms the other way?
Did it come naturally or did you have to stop and think about it?
Were you comfortable with doing this differently from your normal process?
What are some things that make people resistant to change?
What can you do to make it easier for people in your organization to accept the changes
associated with Lean and Six Sigma?
What kind of support is necessary to maintain the changes associated with Lean and Six
Sigma?
Facilitator Notes
are asked to fold them the other way they, for the most part, stop, refold their arms again and
then try to figure out which arm was on top, which arm moves first and so on. Try this yourself
and see. Encourage participants to consider and share their own personal emotions related to
making changes.
