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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]
One of the key steps in lean process and TPS is to identify which activities add value and which do not, then to progressively work to improve or eliminate them. Taiichi Ohno , "father" of the Toyota Production System, originally identified seven forms of muda or waste: [ 6 ]
Harada sees his method as the next step in the Lean journey. [36] He believes it integrates easily with Six Sigma , Hoshin Planning , and other continuous improvement efforts, to give real substance to what Toyota calls “respect for people.” [ 36 ] Bodek claims employers can use Harada to embed continuous improvement in workplace culture.
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.
A fundamental principle of the scientific method and plan–do–check–act is iteration—once a hypothesis is confirmed (or negated), executing the cycle again will extend the knowledge further. Repeating the PDCA cycle can bring its users closer to the goal, usually a perfect operation and output. [10]
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.
Value-stream mapping has supporting methods that are often used in lean environments to analyze and design flows at the system level (across multiple processes).. Although value-stream mapping is often associated with manufacturing, it is also used in logistics, supply chain, service related industries, healthcare, [5] [6] software development, [7] [8] product development, [9] project ...