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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]
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:
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.
Lean thinking was born out of studying the rise of Toyota Motor Company from a bankrupt Japanese automaker in the early 1950s to today's dominant global player. [4] At every stage of its expansion, Toyota remained a puzzle by capturing new markets with products deemed relatively unattractive and with systematically lower costs while not following any of the usual management dictates.
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 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 ...
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 ...
The Toyota Production System (TPS) is an integrated socio-technical system, developed by Toyota, that comprises its management philosophy and practices.The TPS is a management system [1] that organizes manufacturing and logistics for the automobile manufacturer, including interaction with suppliers and customers.