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Kaizen (Japanese: 改善, "improvement") is a concept referring to business activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers. Kaizen also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain. [1]
The plan–do–check–act cycle is an example of a continual improvement process. The PDCA (plan, do, check, act) or (plan, do, check, adjust) cycle supports continuous improvement and kaizen. It provides a process for improvement which can be used since the early design (planning) stage of any process, system, product or service.
The principles of the Toyota Way are divided into the two broad categories of continuous improvement and respect for human resources. [7] [8] [9] The standards for constant improvement include directives to set up a long-term vision, to engage in a step-by-step approach to challenges, to search for the root causes of problems, and to engage in ongoing innovation.
Quality circles were at their most popular during the 1980s, but continue to exist in the form of Kaizen groups and similar worker participation schemes. [2] Typical topics for the attention of quality circles are improving occupational safety and health, improving product design, and improvement in the workplace and manufacturing processes.
Genba (現場, also romanized as gemba) is a term used in business for the location where value is created, such as a factory floor, construction site, or sales floor. [1]In lean manufacturing, the most valuable ideas for improvement are thought to occur at the genba where problems are visible.
Example of a worksheet for structured problem solving and continuous improvement. A3 problem solving is a structured problem-solving and continuous-improvement approach, first employed at Toyota and typically used by lean manufacturing practitioners. [1] It provides a simple and strict procedure that guides problem solving by workers.
ISO 15504-4: 2005 — information technology — process assessment — Part 4: Guidance on use for process improvement and process capability determination. QFD — quality function deployment, also known as the house of quality approach. Kaizen — 改善, Japanese for change for the better; the common English term is continuous improvement.
The industrialization of construction also implements principles such as the Toyota Production System [7] [10] and agile construction [5] [11] for developing work information systems. These systems and information technology such as the Internet of Things (IoT) create real-time feedback loops for improved decision making. [3] [12]