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Pull is the basic technique used to "lean" a company and, by and large, without pull there is no lean thinking. Seeking perfection through kaizen: The old time sensei used to teach that the aim of lean thinking was not to apply lean tools to every process, but to develop the kaizen spirit in every employee. Perfection is not sought through ...
A kaizen process. Some successful implementations use the approach known as kaizen (the translation of kai ('change') zen ('good') is 'improvement'). This method became famous from Imai's 1986 book Kaizen: The Key to Japan's Competitive Success. [7] Key features of kaizen include:
A kaizen blitz, or rapid improvement, is a focused activity on a particular process or activity. The basic concept is to identify and quickly remove waste. Another approach is that of the kaizen burst, a specific kaizen activity on a particular process in the value stream. [25]
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.
Obeya (from Japanese Ōbeya 大部屋 "large room") is a team spirit improvement tool at an administrative level, originating from a long history of learning & improving. It is considered a component of lean manufacturing. Obeya objectives are rapid decision-making, reduction in rework and reconsiderations, and reduction in unnecessary discussions.
The primary thinking processes, as codified by Goldratt and others: Current reality tree (CRT, similar to the current state map used by many organizations) — evaluates the network of cause-effect relations between the undesirable effects (UDE's, also known as gap elements) and helps to pinpoint the root cause(s) of most of the undesirable effects.
In both these cases, learning-by-doing and increasing returns provide an engine for long run growth. Recently, it has become a popular explaining concept in the evolutionary economics and resource-based view (RBV) of the firm. [citation needed] The Toyota Production System is known for Kaizen, that is explicitly built upon learning-by-doing ...
A quality circle is a small group of workers that work in the same area or do similar sorts of work and meet once a week for an hour to identify, analyse, and resolve work-related issues. The objective is to improve the quality, productivity, and overall performance of the company, as well as the workers' quality of life at work.