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Masaaki Imai acknowledged that kaizen starts with the detection of needs and problem definition: "The starting point for improvement is to recognize the need. This comes from the recognition of a problem. If no problem is recognized, there is no recognition of the need for improvement. Complacency is the archenemy of KAIZEN™." [9]
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.
It is also referred to as "educative assessment," which is used to help learning. In an educational setting, a formative assessment might be a teacher (or peer) or the learner (e.g., through a self-assessment [11] [12]), providing feedback on a student's work and would not necessarily be used for grading purposes. Formative assessments can take ...
Peer assessment, or self-assessment, is a process whereby students or their peers grade assignments or tests based on a teacher's benchmarks. [1] The practice is employed to save teachers time and improve students' understanding of course materials as well as improve their metacognitive skills.
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 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.
Formative assessment provides feedback for remedial work and coaching, while summative assessment checks whether the competence has been achieved at the end of training. Assessment of combinations of skills and their foundational knowledge may provide greater efficiency, and in some cases competence in one skill my imply competence in other ...
The "guiding principles" were "remarkable for their time". The seven principles are used by Matsushita's company today and serve as principles for other Japanese companies. Because the "guiding principles" are such powerful statements and an extension of the Japanese culture into business, the principles have been renamed the "Seven Spirits of ...