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    Kaizen: How to use Kaizen for Increased Profitability and Organizational Excellence.: Business Process Management and Continuous Improvement Executive Guide series, #6
    Kaizen: How to use Kaizen for Increased Profitability and Organizational Excellence.: Business Process Management and Continuous Improvement Executive Guide series, #6
    Kaizen: How to use Kaizen for Increased Profitability and Organizational Excellence.: Business Process Management and Continuous Improvement Executive Guide series, #6
    Ebook89 pages59 minutes

    Kaizen: How to use Kaizen for Increased Profitability and Organizational Excellence.: Business Process Management and Continuous Improvement Executive Guide series, #6

    By Shruti Bhat

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    About this ebook

    Kaizen principles have been viewed as one of the key factors to Japanese competitiveness.

    Kaizen techniques became famous when Toyota used them to rise to world's automotive leadership. The company is credited as pioneer to formalize Kaizen technique and implement it as part of a global business plan. Rather than undertake large projects, Toyota's staff was encouraged to identify problems, no matter how small, trace their root causes and implement all necessary solutions.

    Kaizen generates process-oriented thinking is people-oriented and is directed at people's efforts. Rather than identifying employees as the 'problem', Kaizen emphasizes that the 'process' is the 'target' and employees can provide improvements by understanding how their joint fits into the process and changing it.

    This book presents a practical way to build and improve business processes, and assists professionals whether they are learning the basics of business process improvement, planning their first improvement project, or evangelizing process oriented thinking throughout their organization.

    This book is for Agile entrepreneurs, Leaders, QA (Quality Assurance) managers, Management consulting professionals, Production supervisors, Manufacturing heads, CEOs, Directors and all Managers involved in decision-making, directing their organization's sustainability, profitability, and expansion. If you want some new ideas for improving your business and need to get your team involved then this concise self-help, business management book is for you.

    This book is also for professionals who are interested in making a career change and wish to embrace business process management (bpm) role. This book simplifies Kaizen continuous improvement methodology, which would help executives; change management professionals improve business situations in their new role as a Business Analyst, Process Improvement, or Process Management Expert.

    This book is also for graduate students, budding out of colleges and are in the process of stepping into the industrial world- be it manufacturing or a service industry. This book helps them learn Kaizen ways to improve their company's business, which in turn would help their career growths.

    Lastly, but not the least, this book is for "all business readers" who wish to apply business improvement methodologies to their work place in most beneficial and practical ways.

    LanguageEnglish
    PublisherShifting Paradigms, Canada
    Release dateApr 3, 2017
    ISBN9781988663050
    Kaizen: How to use Kaizen for Increased Profitability and Organizational Excellence.: Business Process Management and Continuous Improvement Executive Guide series, #6

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      Book preview

      Kaizen - Shruti Bhat

      Preface

      Kaizen: How to use Kaizen for Increased Profitability and Organizational Excellence is the sixth book of "Business Process Management Systems and Continuous Improvement Executive Guide series".

      This book is an invaluable resource, an essential tool for all professionals within companies, interested in employing Kaizen in their workplaces and their personal lives.

      This book will facilitate running Kaizen in a manufacturing or service company and do it at a world-class level.

      This book is meant for small to medium-size manufacturing and services companies. This book is to-

      Apply Kaizen to what really matters, that is, ‘to achieve business expansion along with increased productivity and profits’.

      Improve revenues and create a lasting change using Kaizen principles and techniques.

      Kaizen has mainly been used in Japan and many other SE Asian companies and in Europe. Up until now, it has not gained enough significance in North America, because of which it has not been utilized to its full potential. The root cause is the difference in work culture and corporate governance styles of companies in eastern and western countries; this book totally eliminates this gap.

      Kaizen requires very less investment, therefore can be implemented to its full potential not only in small & mid-size companies but even in startups.

      Kaizen following companies can have minimal failures!

      Now, let us see what Kaizen is…

      Introduction

      The term Kaizen come from a Japanese phrase that means ‘Make Better’. It uses the Japanese judgment of improving the workplace internally to bring about desired results.

      The Kaizen institute defines ‘Kaizen’ as the Japanese term for continuous improvement. It uses common sense, statistical quality control and an adaptive framework of organizational values and beliefs, which keeps workers and management focussed on zero defects. It is a philosophy of never being satisfied with what has been accomplished, but to keep improvement on-going.

      Improvements through Kaizen have a focus. Kaizen generates process-oriented thinking is people-oriented and is directed at people’s efforts. Rather than identifying employees as the ‘problem’, Kaizen emphasizes that the ‘process’ is the ‘target’ and employees can provide improvements by understanding how their joint fits into the process and changing it.

      The essence of Kaizen is that, people that perform a certain task are most knowledgeable about that task; consequently, by involving them and showing confidence in their capabilities, ownership of the process is raised to its highest level. In addition, the team effort encourages innovation and change and by involving all layers of employees, the imaginary organizational walls disappear to make room for productive improvements. From such a perspective, Kaizen is not only an approach to manufacturing competitiveness, but also everybody’s business, because its premise is based on the concept that every person has an interest in improvement.

      The roots of Kaizen reach back to the late 1940s, when Japan’s economy was still reeling from the second World War.

      Kaizen principles have been viewed as one of the key factors to Japanese competitiveness. It begins with the admission that every organization has problems, which provide opportunities for change. It evolves around involving everyone in the organization and largely depends on cross-functional teams that can be empowered to challenge the status quo.

      ‘It is not necessary to change.

      Survival is not mandatory."

      - W. Edwards Deming

      Working with Deming and other consultants, Japanese industries created several new management approaches, one of which was Kaizen. Using these approaches, they were soon able to out-produce their counterparts in other industrial nations, and earn a reputation for quality and economy. Today, Japan is a world leader in auto and electronics

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