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Theorists of both schools place a lot of emphasis on human interaction with the system as either cause (Normal Accident Theory - NAT) or prevention (HRO) of a systems accident. [4] High reliability organization theory and HROs are often contrasted against Charles Perrow's Normal Accident Theory [5] (see Sagan [6] for a comparison of HRO and NAT ...
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.
In the Toyota Way Fieldbook, Liker and Meier discuss the kaizen blitz and kaizen burst (or kaizen event) approaches to continuous improvement. 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.
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 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.
Operational Excellence leverages earlier continuous improvement methodologies such as Lean Thinking, Six Sigma, OKAPI, [3] and scientific management. [4] The concept was introduced in the 1970s by Dr. Joseph M. Juran, [4] who taught Japanese business leaders quality improvement methods. It gained prominence in the United States during the 1980s ...
Performance improvement plans, common at large companies, are a way to formally tell workers they need to improve, and being put on a PIP is commonly understood as a step toward termination.
Process-oriented re-organization, both in the sense of "(revolutionary) business process re-engineering and in the sense of continual (evolutionary) process improvement" [4] (Chapter 3.2.1 Relevant perspectives on process models) ← automatic translation from German with the objective of a vulnerability assessment [3] (Chapter 2.5.4 Areas of ...