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Masaaki Imai made the term famous in his book Kaizen: The Key to Japan's Competitive Success. [1] 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.
Kaizen is based on the involvement of all employees, wherein singular changes typically do not improve major production metrics above a 20% threshold. A cross between Kaikaku and Kaizen is Kaizen Blitz (or Kaizen Events), which targets a radical improvement in a limited area, such as a production cell, typically during an intense week.
Below are discoveries in science that involve chance circumstances in a particularly salient way. This page should not list all chance involved in all discoveries (i.e. it should focus on discoveries reported for their notable circumstances).
Charles Darwin demonstrates evolution by natural selection using many examples (1859). Louis Pasteur uses S-shaped flasks to prevent spores from contaminating broth. This disproves the theory of Spontaneous generation (1861) extending the rancid meat experiment of Francesco Redi (1668) to the micro scale.
In this example, the fifth "why" suggests a broken shelf foot, which can be immediately replaced to prevent the reoccurrence of the sequence of events that resulted in cross-threading bolts. The nature of the answer to the fifth why in the example is also an important aspect of the five why approach, because solving the immediate problem may ...
The concept of kaizen is to make simple, common-sense improvements and refinements to critical end-to-end business processes- supporting the overall CI strategy of the organization. Today, companies around the world have used kaizen for greater productivity, speed, quality, and profits with minimal cost, time, and effort to get results and to ...
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.
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.