Information about Kaizen, its concept and principles

KAIZEN is one of the means of change that our Arab world did not recognize in depth, the concept of KAIZEN, and it consists of two Japanese words:
• Kai – KAI means change
• ZEN – ZEN means for better or better
• KAIZEN is generally translated into Continual Improvement or continuous improvement
• The Kaizen concept of existence appeared on the year 1984 by the Japanese expert Masaaki Imai

The basis for the definition of kaizen
Change = KAI = CHANGE


continuous improvement

Gemba KaizenKaizen techniques are implemented mainly in Gemba, which is a Japanese word that means the actual work site, or in other words, where the operations that give added value occur.
• Overall, KAIZEN Gemba translates to continuous improvement in work sites or operations.
• Jumba Kaizen is a set of administrative tools that are used globally to make the operations that take place within the institution at the first level in the world.. that is, the change to become the best in the world.

Continuous improvement using kaizen
The approach to change using Kaizen is based on: • Continuous improvement in the sense of change for the better.
• This change is produced and applied in the gym (work site), raising the creative capabilities of the workers and their participation in the change.
• Every work carried out can be improved, and every process that is currently taking place must contain waste. Reducing or eliminating this waste results in added value to the process and to the customer who benefits from its output.

Change with Kaizen – The idea of eliminating waste in processes is the main focus of change through Kaizen
Therefore Kaizen is a permanent improvement process:
Significant (large)
• Focuses on the most strategically important places
Strategically important areas
• Speedily Achieved Results Fast
• and maintains its continuity Sustainable

Kaizen foundation
Any activity = useful work + unhelpful work
any process = action + muda

Muda is a Japanese word that means unhelpful actions that do not add value.

• Kaizen focuses on attacking every (Moda) present in (Jumba)

Types of Moda 1-
1. Excessive production waste
2- Waste of waiting
3- Waste of transportation
4- Waste of operation
5- Waste of storage
6- Waste of movement
7- Waste of reform / rejections

Kaizen results

• 50:70% reduction in operating time
• 20:40% increase in efficiency
• 20:40% cost savings
• 40:60% reduction of errors
• 50% reduction in the space used
• Significant improvement in employee morale
• Empowerment of human resources
• Discover new abilities and possibilities

Theory of change using Kaizen
Kaizen application includes technical and social elements

• The goal of change by using Kaizen is to get rid of waste or loss in operations as much as possible, which leads to an improvement in the process’s time, cost and quality, and this is the technical aspect of the process

• The social aspect of Kaizen includes a change in the culture of employees and the institution through learning and considering learning activities as an essential part of the Kaizen philosophy, where the individual learns how to set his goals and reach them himself.

A real case study in a Gulf institution and an experience confirming the success of Kaizen in creating the basic concepts of change
• The importance of the prior study of the institution and the role of expertise and methods of exploitation
• Putting the commitment of the general manager and his associates as a basis for initiating the process of change
• The story of the broom
• The concept of creating an ability to observe development opportunities
• The concept of team spirit in the war against waste
• The concept of phased change
• The concept of wildly changing to survive
• The concept of exploiting focused coaching as a direct means of creating change and a sense of ownership for upcoming success
• The concept of competitiveness
• The concept of creativity
• Minimizing paperwork and useless reports

A vision by utilizing the Kaizen methodology to accelerate and make the change process successful in privatized enterprises in the region
• Kaizen helps create a leadership environment that is interactive with results and is willing to make change, whatever the effort may cost
• Public sector institutions lack the taste of teamwork, and therefore (Kaizen) will help make this spirit attractive to everyone.
• The meaning of cost for productivity and waste in the service sector is not clear to many institutions, and therefore Kaizen may have a clear role in creating this culture.
• Kaizen can reduce the quarrels that result between the administrative layers and thus also helps to form the foundations for creativity in an advanced stage after privatization.

Suggestions for managing change in Arab institutions
The concept and applications of Kaizen can be used at any stage of the life of any institution of any kind because it is based on the principle that there is always an opportunity for improvement and development.
• The problem with change is changing the ideas of senior management officials of any organization about change.
• Most Arab managers seek temporary solutions to problems or easy solutions that produce impressive and quick results, and they cannot see the importance of focusing on increasing the reliability of the process through standardization and small cumulative improvements.
• The conviction and commitment of senior management to change is the secret behind the success of any change because they are the example and example for the rest of the employees. They are the ones who set goals and strategies and they are the ones who provide the resources for improvement.
• Focusing on the actual work sites in which value-added operations for customers and beneficiaries are one of the keys to the success of change and development in any organization.
• There must be a clear vision of the process of change and an understanding of what is required for the success of this process.
• Continuous improvement must always be continuous
• The participation of workers at all levels in the process of change must create a desire within them for change for the better.
• Changing the culture of work within the institution by leaving blame and criticism and always looking for solutions to prevent the recurrence of problems.
• Start with processes that can be dealt with easily to achieve quick results that facilitate acceptance of change and support development, and remember that every process can be improved.
• The focus should be on improving working conditions and any possible factors

We support the process of change.
• Change will take its time, so be patient.

Kaizen is a Japanese workplace approach that has proven to be an effective best practice strategy with companies such as Toyota, Sony, and others. “Kai” is defined as continuous improvement while “Zen”, a more common term, is broadly translated as better or “good”. Therefore, kaizen is making “continuous improvements for the good.”
Kaizen follows three principles:
1) process and results,
2) Systematic thinking (the big picture),
3) not to blame,
Because blaming is counterproductive and wasteful in practice.
When kaizen is implemented as a daily process, everyone in the company is involved, from the CEO and management team to your employees. The purpose of kaizen in the workplace is to eliminate the waste (or “muda” in Japanese) that your company produces, such as wasteful time management, internal office clutter, and other inefficient techniques, while freeing up other opportunities. Some companies hold a “kaizen event” where managers and employees work together to adjust and revise existing standards. Once a more efficient and better system is achieved, these are then standardized and incorporated into existing policies, rules and Standard Operating Procedures (SOPs).
When you implement kaizen in the workplace, you should aspire to make changes to your current operating standards by analyzing each process in detail, observing the results, and then making adjustments accordingly (“if it ain’t analysed, fix it”).
Your management team must ensure that current Standard Operating Procedures (SOPs) are being followed. Management must “go and watch” operations, or management by roaming MBWA, in order to achieve efficient operations and take corrective action when needed. This is the only way they can fully understand their current business climate and make subtle adjustments.
Toyota is best known for its production system, the Toyota Production System, and its principles, the Fourteen Principles of the Toyota Way. Kaizen is the leading philosophy behind its effective and productive systems and methods. “The basic ideas are to base management decisions on a philosophical sense of purpose and long-term thinking, and to have a problem-solving process, to add value to the organization through the development of its people,” wrote Jeffrey Lecker, author of the book: The 14 Management Principles from the World’s Largest Manufacturers. And recognizing that consistently solving root problems is a systemic education.”
The Toyota Way has been called “a system designed to give people the tools to continually improve their business.” If you are not seeking continuous improvement within your company, your business will not grow and neither will your people.
Everyone within your team must be involved in creating an economical, efficient, and well-organized system, where the benefits of empowering your employees create an efficient work cycle, enriching the workplace and work experience by allowing members of your company to excel and “bring their best.”
If your team creates more efficient processes, you’ll earn faster pay retention times, all to help keep you ahead of the competition. You can then add winning trade activities to your preferred practices and standard operating procedures for redistribution and enhancement.
The methods that can help you successfully manage and organize your workplace are called kaizen “the 5 S’s” because they each start with the letter s, or “good management of possessions,” as referred to by others. They are placed somewhere with the goal of simplifying the ergonomics.
The 5 S’s are broadly translated as:
Seiri Wiping: Unused and unnecessary items are cleared (this applies to your contact management system as well). Keeping your data organized, fresh, properly categorized, and backed up are effective ways for you and your staff to locate data as needed. The benefits of Seiri are creating a safer and more orderly environment, less time consuming searching for items and fewer risks, less clutter to interfere with productive work, additional space from discarded items, and possibly more space for understanding too.
Seiton: “A place for everything, and everything in its place.” Where Seiton focuses on the need for an organized workplace to enhance workflow. Conversely, seitan is a plant-based alternative to meat, and setan means devil…well, forget it.
Seiso Cleaning: Refers to the need to keep the workplace clean and tidy on a daily basis. The main point is that keeping clean should be part of the daily job—not an occasional activity when things get a little messy.
Standardization (Seiketsu): When the first three are set in place, then they are standardized. Create the rules, then organize them. Since it’s easy to fall into old habits, this sets easy-to-follow standards and develops structure and consistency.
Support (Shitsuke): This refers to learning and maintaining standards. Once you’ve done the previous four steps, the new way of working is to maintain the system and keep improving it.


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