Kaizen tools. Kaizen: The Japanese Success System. Traditional control system and kaizen: main differences

5 principles that ensured the success of the Japanese model of government and continues to improve the world

The Japanese have always been, are and will be very consistent. When I watched the documentary “Jiro dreams of sushi” I was very impressed by it. Especially the story of Jiro Ono that they consider it an honor to bring any business to perfection. Even if you work as a janitor, you should not complain about fate, but should bring your work skills to perfection. The Japanese do not jump from job to job in search of the ideal one; they can end up making the job of their dreams from any job. Because it's all about the approach.

Why not learn from the Japanese again and try their method of management, which they use in their management, applying it not only to work, but also to themselves? I looked for information about this system on the Internet and tried to build a more individual approach from the corporate approach.

Kaizen, kaizen (Japanese 改善 kaizen ?, Romaji Kaizen; sometimes the wrong version of "kaizen") is a Japanese philosophy or practice that focuses on the continuous improvement of manufacturing, development, supporting business and management processes, and all aspects of life.

The basis of the Kaizen method consists of 5 key elements, “5 S”:

Seiri- accuracy
Seiton- order
Seiso- purity
Seiketsu- standardization
Shitsuke- discipline

These principles can be tailored to suit your work as well as your life. After the end of World War II, it was thanks to the application of this technique that many Japanese companies, including Toyota, were able to quickly recover and catch up with lost power.

Work

If you decide to try to apply the 5 principles of Kaizen to your work, then these 5 points should take their pride of place right in front of your nose and hang there until their execution becomes the basis of your work.

1. Sorting. You should sit down, think hard and make a list of what you want to improve and what you think is preventing you from working more efficiently. This principle states that an employee should not do anything superfluous, do not his job. Which of the cases is least relevant to your main job?

Some part can be reduced to a minimum (checking mail, working with documents), some can be delegated to the one to whose specialization they are more related.

For example, in some firms it is customary for sales managers to calculate the cost of services sold themselves, issue invoices and draw up contracts. Although, in fact, invoices and cost calculations are a matter of accounting, and contracts are a legal department or, again, accounting. Sometimes it seems that if you do all this yourself, it will be faster and you will not have to run to bow to the accountants. This part, for some reason, upsets everyone, and sometimes scares the most. But in fact, if you organize the process correctly and convey to these departments that, in fact, this is their job, things will go much faster.

Think what is unnecessary and get rid of it. And think about some simple changes you can make to your workflow. Just as the ocean is made of drops, so global change begins with small changes.

2. Lining up and establishing order After you've thrown away all the unnecessary, you can streamline the work process by organizing the cases in the necessary order. It will be good if you keep something like your work diary for at least the first few weeks, in which you write down the completed tasks, the time at which they were performed, the amount of time it took to complete them, and mark their priority. As a result, it may turn out that the most important things take you the least time, and the routine eats up the most, although sometimes it seems that it is easier to first sit down, for example, making plans for a day (week, month) to swing, and then already warmed up to do the most important thing. As a result, it may turn out that you again do not have time to complete the most important thing.

If you know that you usually have 2-3 difficult important tasks, it is better to put them on a time when your productivity is at its peak. We have already published an article on "pre-frontal Mondays" and, perhaps, this option is for you.

3. Cleaning or “polishing”. After the end of your working day, remember to clean up your office desk and put everything in its place. It is much easier to find the necessary things and documents when everything is where it should be.

You need to put things in order not only on your desktop, but also in your head. To do this, it will be better to set aside a few minutes, look into your work diary and take stock, make the necessary notes and ... forget about work when you find yourself outside your office. Because the next morning you have to come to work with a clear head and fresh thoughts. We also wrote more than once about the benefits of distracting from the task and returning to it after some time. This way you are much more likely to find an interesting and fresh solution.

4. Standardization (systematization). After you got rid of tasks that are not part of your responsibilities, built your workflow and laid out everything on the shelves not only in the workplace, but also in your head, it's time to make a system out of it. That is, every morning you have to do everything according to this built scheme. Follow it and you will see results.

5. Maintaining practice. When the first 4 processes are completed, they become a new way of working for you. You must stay on track and not fall back on old habits and methods.

When you think of a new method, you are more likely to think about what other changes you can make to improve efficiency. And so you will revisit the first 4 aspects again, making changes to the process. In this way, you are constantly improving your working methods. And this is the right path, because the main goal of Kaizen is constant, unceasing perfection.

It is enough to be just one step ahead. Constantly

By the way, about the application of this method in business, the “guru” of kaizen, Masaaki Imai, whose book “Kaizen: The Key to Success Japanese companies”Is still a bestseller of business literature, and said in his interview to Russian readers. A fragment from this interview, published by Svoy Biznes magazine, clarifies a lot.

According to the kaizen system, the improvement of all processes in the company should occur continuously. Why do improvements need to be done on a daily basis?

Indeed, there are executives who prefer episodic improvements. We believe: if we did something yesterday, then we should immediately ask ourselves the question: “What are we going to improve today? Or tomorrow?".

At Toyota, the kaizen system began 60 years ago. Since then, all of its employees have been making improvements every day. Imagine what heights you can achieve if you have been doing something every day for decades that will increase your work efficiency! Toyota's experience confirms this: the company has achieved incredible business success.

The company has become a leader in its sector, and today it is very difficult to compete with it. Recently, consumers are becoming more and more demanding. Therefore, the conditions in which companies operate are getting tougher. And in the future we will face even more severe competition. Therefore, those who want to succeed have only one thing to do: always go one step ahead of competitors.

In this regard, I am reminded of an anecdote about American and Japanese businessmen who went on a safari to Africa. They came to the savannah and began to photograph local beauties. Carried away by this, they went far from their car. When the businessmen were about to go back, a huge lion jumped out from behind the bushes in the distance. The Japanese, not paying any attention to the lion, took out his sneakers and began to change shoes.

"What are you doing?!" The American asked in surprise. "Can't you see - I'm changing my shoes!" - the Japanese answered calmly. The American is at a loss: “Look how far our car is! In order for the lion to catch up with us, we must not change our shoes, but run! " To which the Japanese replies: "To be saved, I need to overtake you by just one step!" The kaizen system helps to achieve this.

- Is it possible to come up with and implement some serious improvements every day ?!

The improvements may be small, and each individually may not be as noticeable. But together they will have a significant effect. Let me give you an example.

At one of the Matsushita factories, large kettles were placed on all tables during lunchtime, and each employee could drink as much of the drink as he wanted. The company's waitresses noticed that the amount of tea consumed at different tables varied greatly. Then they found that it was common for the same customers to sit in certain seats. After collecting and analyzing the data for several days, the waitresses established exactly how much tea should be served on each table. As a result, they have halved the brewing consumption. In terms of money saved, the savings were negligible. Nevertheless, at the end of the year, these waitresses received gold medals from the president of the corporation.

After all, it is precisely these incremental improvements that collectively lead to significant strategic victories. In the worst companies, employees are focused solely on maintaining existing processes - they do the same operations day after day without thinking about improving them. In those companies that use kaizen, things are different.

Whenever a person sees some opportunity to do his job better, he must implement these changes and accordingly change the standards for performing individual operations. If the company uses kaizen, then the number of staff can be less by 10-20%, and sometimes by 50%.

Most companies prefer to make improvements not incrementally, but immediately - making global transformations through innovation. What are the disadvantages of this approach?

Daily improvements do not require serious financial costs. To do kaizen, all you need is for people to use their minds and focus on the work they are doing. At the same time, kaizen processes are often imperceptible or subtle, and their results are rarely immediately apparent. Global innovations always require large investments for the purchase of new technologies, equipment ...

Therefore, before thinking about innovation, it is best to first take advantage of existing potential by introducing kaizen. In many Japanese companies, top managers tell workers, “We cannot allocate a large budget to implement your proposals. But you still have to make these improvements. "

In the 1970s, Toyota was run by a very talented top manager, Mr. Taiichi Ono. He always believed in the strength and talent of his subordinates and was confident that if you give them the necessary authority, they will be able to solve any problems. He used this approach frequently. For example, Toyota set a goal to produce 100 units per hour. Then Ohno gave his engineers such resources that they could produce only 90 units, but required them to produce all 100. Since they could not immediately do this, they either had to work overtime or urgently come up with some improvement to cope with the assigned task. When engineers finally came up with a way to solve a problem, he production line ten percent of the workers and transferred them to another site. And from the rest he again demanded to produce 100 units of products.

Does this mean that innovation is rejected as such in the kaizen system? Looking at the leading Japanese companies, you can't say the same ...

A company needs both a kaizen system and innovation to grow. It is the combination of these two approaches that allows you to achieve the best results. Imagine: with the help of kaizen, you gradually rise up. Then you make a big "leap" - innovate. Then, from this new height, you again continue a gradual upward movement - and again make a dash.

As a result, you are above those who apply only innovative approach and move only in leaps and bounds. In addition, the system created as a result of the introduction of innovation, inevitably degrades, if you do not make efforts first to maintain it, and then to improve. The effect of innovation is gradually decreasing due to intense competition and obsolescence of standards. Kaizen, on the other hand, helps ensure a steady rise.

The same “5S” can be adjusted to suit any aspect of life. For example, you want to start living a healthy lifestyle.

The first "S". You sit down, divide the piece of paper into two parts and write in one column everything that bothers you, and in the second - what helps.

Second “S”. After identifying all the positive and negative points, you make a schedule for yourself, in which you include everything useful (a walk in the park, going out for a walk at lunch, etc., etc.). Aside from making a “health schedule,” you can simply make a list of what you should start doing. For example, make a schedule for yourself to reduce your junk food intake to a minimum and gradually introduce healthy foods into your daily diet. This must be done gradually, otherwise the body, and after it willpower, will simply rebel, demanding a dose of sugar and simple carbohydrates, to which it is accustomed.

Third “S”. To be honest, I find it difficult to draw an analogue to this S, but if I did it for myself, I would just include this item as "Cleaning". Keeping it clean and tidy is very important, no matter what you try. This applies to work and just life. Since in a cluttered room, a person loses strength and the desired attitude. In addition, cleaning can be turned into an initial stage of physical exercise or made of it a meditative process, when you need to focus exclusively on physical actions and completely clear your head of thoughts.

Fourth “S”. Now it's time to turn all the changes into a system. Just stick to the created schedule and it will become your usual way of life.

Fifth "S". Take care of yourself and get rid of the temptations to return to your old, easier life. At first, a healthy lifestyle is not easy, because there are so many temptations around that it is difficult to resist. And improve yourself, finding more and more new ways to make your life better.

After rereading great amount material, I realized that the Kaizen system can be adjusted for anything. The main thing is to follow the basic rules - get rid of unnecessary things, build a system and constantly improve it!

reference

Companies that use this system increase the profitability and competitiveness of their business without major capital investment. It allows you to raise labor productivity by 50-100% or more. This system is called "kaizen" (from the Japanese words KAI - "change" and ZEN - "good", "for the better"). Kaizen is a constant striving to improve everything we do, embodied in specific forms, methods and technologies. This method is used by prominent companies: Toyota, Nissan, Canon, Honda, Komatsu, Matsushita.

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Kaizen (Japanese for "change" and "good") is a Japanese philosophy or practice that focuses on the continuous improvement of manufacturing, development, supporting business and management processes, and all aspects of life. In simple words, this is a constant improvement. Most often, kaizen is associated with, but in part it can be transferred to the area of self-development, which we will discuss separately.

The concept itself became very popular in Japan in the 1950s. And later, thanks to the works of Masaaki Imai, kaizen gained popularity all over the world. Some modern researchers consider him the ideological inspirer of Henry Ford, who wrote in his autobiography that the purpose of production is to constantly reduce costs, invent new technologies and at the same time reduce the prices of goods.

Kaizen in production

The history of kaizen began after World War II, when Toyota first introduced the quality cycle in manufacturing process... This was influenced in part by the American business and management gurus who then advised and worked in Japan. At that time, the land of the rising sun was going through hard times, its goods were considered low-grade and were not in demand. But after a few decades, the situation has changed dramatically. And many believe that the reason is precisely the introduction of kaizen.

The main essence of the approach is continuous improvement of the production process. Kaizen principles:

Improve each process gradually

A business consists of different processes: manufacturing, accounting, service, relations with suppliers. If you do not pay due attention to some areas of the optimal production cycle you will not achieve, since you will constantly face problems, costs and losses in different areas of your business. There are no trifles in business, so you need to improve everything.

In order to improve the process, first you need to understand how many stages it consists of. Then you need to analyze each of them and identify those that can be removed.

For example, you are analyzing one process that has three stages:

Stage A lasts 5 minutes.
Stage B lasts 8 minutes.
Stage B lasts 10 minutes.

This gives a total of 23 minutes. Is it possible to combine something or get rid of something? Remember that production costs money and an extra minute is worth its weight in gold.

If we talk about production, then there should be nothing superfluous in it. Workers should not be idle (but this does not mean that they need to be given any work, as long as they do not have a rest), and the goods should immediately come true.

Discuss problems openly

Bureaucratic organizations are ineffective because everything is hidden in them, decisions are made by the elected, there is no discussion, the movement of information occurs with delays, distortions, or does not occur at all.

There are always problems, so it is necessary not to hide them, but to bring them up for discussion. Improvements are impossible without finding solutions.

Get rid of unnecessary spending

Spending means:

Movement: in the factory, workers make unnecessary movements, and the material is too far away.
Time: every process in production takes time. Anyone who can significantly reduce it will benefit.
Defects: The more defects are identified early on, the more time and money can be saved.
Overproduction: if you produce more goods than you need, it will be in warehouses, which will lead to additional costs.

Accept ideas from employees

Employees are the greatest value. Henry Ford proudly wrote about how ordinary workers came up with improvements almost every day, thanks to which the plant saved tens and even hundreds of thousands of dollars. Of course, in doing so, they knew they would be rewarded.

Staff should be motivated to come up with improvements. But even today, this is often not the case. Employees come to the office or factory in the morning and leave in the evening, emotionally not involved in the affairs of the company in which they work.

Therefore, it is important to create a system in which everyone can offer improvement, even the smallest. Moreover, not only to offer, but also to get the opportunity to implement and distribute it throughout the company. And get a reward for it.

Fix what doesn't work

An obvious principle that not everyone adheres to. If you think about it, then you yourself probably know such cases when in production something does not work or does not work correctly, but no one cares about it. As a result, as time goes on, the company learns to live with the shortcomings, but not eliminate them.

Three basic rules that follow from this principle:

If you can do business without the broken item, throw it away.
If you can't, fix it.
If a thing can work better, improve it.

Laziness and unwillingness to get better are the qualities of people who very soon will have no place in business.

Be frugal

It is a mistake to believe that being frugal means saving on the salaries of your employees. This is the most incorrect way to reduce costs, which is in every possible way rejected in kaizen. Savings are achieved by small improvements in all areas.

Just remember that new technologies don't solve old problems. They replace them with new ones, but still unknown.

Focus on customers

It is easy to forget about clients when there is so much work and problems. But without a focus on the client, improving quality, reducing prices, the business will be doomed.

Create working teams

Each employee must be a member of the work team and the quality circle. This approach helps create a sense of belonging to something greater. But the main thing is that employees will have no doubts about whether it is necessary to adhere to high quality. They will take it by default.

Standardize

You need to create quality standards and adhere to them. Solutions to possible problems should be described in a special document so that anyone can refer to it. This way you can build on your success and always live up to your standards.

Draw conclusions based on facts

Analyze what is happening on the basis of facts and reliable information.

The concept of kaizen is incomplete without mentioning about. In fact, it is it that is the main one, and kaizen is only one of the constituent parts.

Lean

Lean Manufacturing is a manufacturing enterprise management concept based on a constant striving to eliminate all types of waste.

It is also based on several principles.

Continuous improvement

This concept is called kaizen. This principle is central to lean manufacturing.

Without continuous improvement, progress will be stalled: costs will rise, prices will rise, competitors will dominate.

The bottom line is that continuous improvement is a fortune that you will create in your company. This is not something that needs to be imposed, or something that needs to be encouraged from time to time: such a principle should be built into the business by default.

Respect for humanity

Lean manufacturing is closely related to people. Many business owners believe that the main goal is to earn as much as possible more money... However, in the long run, they lose both financially and reputationally.

You should pay attention to both your subordinates and your clients and society as a whole. Every employee, even if they don't admit it, wants to feel significant. It is important for him to understand that he contributes not only to the development of the company, but also benefits humanity.

Customers, on the other hand, need to feel that they are being cared for. It is important for society that companies share their values and care about the planet and the future.

Leveled production

The core of this principle is that the workload should be the same every day. Most manufacturing companies are at the mercy of their customers when they receive orders. Production is idle and waiting and this leads to serious costs and expenses.

Henry Ford has repeatedly stated that every manufacturer needs to get rid of order dependency. How? Lowering prices by lowering costs. Each of his new cars usually cost less than the previous one. Thus, he knew for sure that there would be buyers. Only for this you need to implement the principles lean manufacturing.

You can predict how many people will buy your $ 100 item based on the previous period. But if you can sell it for $ 80, while increasing the quality, you can sell a lot more and in the end you will only benefit.

Just-in-time products

If you create a product that is in stock, it is fraught with huge costs. If you cannot create a product due to the fact that the supplier did not bring the necessary components, the result will be exactly the same.

That's why modern companies use - a system of organization of production and supply, allowing to implement the principle "just in time".

Built-in quality

Quality must be built into:

manufacturing process
design of parts
packaging
delivery

This principle allows you to notice defects in the early stages and correct them immediately. Which, of course, leads to cost minimization and continuous production.

Elimination and use of waste

One of the basic principles of lean manufacturing is the disposal or use of waste.

Lean manufacturing is a very broad term and it is simply impossible to fully disclose it within the narrow framework of our article. But it is imperative to say about the tools.

Hoshin Kanri (HoshinKanri)

This is a combination of the company's goals (strategy) with the plans of middle management (tactics) and the work performed at the plant (actions). It ensures consistent progress towards strategic goals, eliminating waste that occurs due to poor communication.

Andon (Andon)

This is a visual system feedback, which notifies all employees of the production status and allows operators to stop the production process.

Acts as a real-time communication tool in the plant that immediately draws attention to problems.

Waste (Waste)

Anything that happens during the production process that does not add value from the customer's point of view.

Waste elimination is the main focus of lean manufacturing.

Bye-Yoke (Poka-Yoke)

Detecting and preventing errors in manufacturing processes to achieve zero defects.

This tool saves a lot because it is much cheaper to detect defects during the manufacturing phase.

Gemba kaizen is another lean manufacturing tool, which we will discuss separately.

Gemba kaizen

Gemba is a Japanese term that literally means "real place". In business, it can be construction site or the floor where production takes place or where the service provider interacts directly with the customer.

The essence of gemba kaizen is to make improvements in the gemba (that is, in the place where real work). These improvements will have a big impact on the organization.

The five golden rules of gemba kaizen:

When a problem arises, you must first go to the gemba. This will give you a clear idea of the problem and help you find a suitable solution. The Japanese principle differs from the American one, where all problems are solved, as a rule, remotely.
Check objects and find possible reason Problems. The reasons can be classified according to 5 principles: man, machine, material, methods and measurements.
You must take temporary measures in place to avoid further deterioration.
Find the root cause. Use the Pareto principle, for example.
To prevent the problem from recurring, document it in the standards and guidelines.

Implementing gemba kaizen principles in the workplace has many benefits for companies. This not only saves money, but also creates a business atmosphere where there is no place for stress and. The problem is solved very quickly, which also helps to buy time.

More details about.

What is anti-kaizen

Anti-kaizen is toxic behavior that includes all limiting beliefs that impede any improvement and progress.

There are 13 toxic behavior beliefs that hinder progress and improvement. This applies not only to companies, but also to people. Here they are:

Lie to yourself: Look rich and successful when you really aren't.
Consider yourself a victim of circumstance: whine, moan, and blame the world around you.
Thinking like "no need to improve": letting the routine suck you in by repeating the same actions.
To believe that time is never enough: an excuse not to develop yourself or the company.
Strive to react to problems, not prevent them: such people always do not have time to get work done by the deadline, getting a fair amount of stress.
Lack of self-confidence and courage: this is what it takes to face challenges, setbacks and mistakes.
A passionate desire to change others, not themselves: such people do not understand that change begins with them.
Seeing problems as something unbearable, not a means of gaining experience: instead of progress, they get stressed and spoil their nerves.
Don't create new ideas: because it is difficult, painful and time-consuming.
Give Up Quickly: Change is a very long process, so start but don't end = don't start.
Solve problems with extra administration and money, not with your brain and creative thinking.
Hope for better times without doing anything: the problems will not be solved by themselves.
Making decisions too quickly: not having enough information, it is easy to make mistakes.

Books

The topic of kaizen and Lean Leadership is very broad, so it is likely that you will want to delve deeper into it. The following books are suitable for this:

"My Life, My Achievements" by Henry Ford.
"Kaizen. The Key to the Success of Japanese Companies ”Masaaki Imai.
“Gemba kaizen. The Way to Reduce Costs and Improve Quality ”Masaaki Imai.
“5S for workers. How to improve your workplace"Hiroyuki Hirano.
"Practice Tao Toyota... Guidelines for the Implementation of Toyota Management Principles by Jeffrey Liker and David Mayer.
“Step by step towards achieving the goal. Kaizen Method ”Robert Maurer.
“The Tao of Toyota. 14 management principles of the world's leading company ”Jeffrey Liker.
"Lean. How to get rid of losses and make your company prosperous ”James P. Wumek, Daniel T. Jones.
Lean Tools II. A Pocket Guide to Practicing Lean by Michael Thomas Vader.
“Kanban and JIT at Toyota. Management starts at the workplace ”Yuri Adler (editor).
“Lean office. Eliminating wasted time and money. Don Tapping, Ann Dunn.

We hope that this solid number of books will be enough to fully study the essence of kaizen and start implementing it in your company.

We wish you good luck!

The Kaizen system has existed in Japan for many centuries. This is a philosophical system of thinking aimed at constant, perhaps almost imperceptible improvement. The word "Kaizen" itself is translated as "continuous improvement" (the word consists of two hieroglyphs "kai" - change and "Zen" - good). Rumor has it that it was this philosophical thinking that helped the Japanese economy not only recover from World War II, but also take a leading position in world business.

System "Kaizen" - doctrine, philosophy and strategy

The Kaizen system teaches that nothing is permanent, everything flows and changes, and constant albeit tiny steps towards improvement is better than chopping off the shoulder, and, of course, better than doing nothing at all.

The Kaizen philosophy implies the following approaches:

look for the slightest opportunities for change for the better in all areas. One has only to start, how it will turn out better, and over time it will become a habit;
honestly admit existing problems, because if you shut up or do not notice the problem, it will not be possible to solve it, development will stop or slow down;
self-discipline. Supposed daily analysis what has been done and opportunities for growth, as well as the persistent implementation of what was conceived in life;
continuous learning, the search for something new - without this, movement and development are impossible;
benevolence, politeness and tolerance.

Literature about the Kaizen system

For the first time the principles of "Kaizen" were revealed to the world by the Japanese Masaaki Imai, who wrote and published in England in 1986 the book "Kaizen: the key to the success of Japanese companies." In 1997, Masaaki's second book, Gemba Kaizen: A Way to Reduce Costs and Improve Quality, was published, which touches upon production aspects (gemba or gemba is the place where the product is directly produced: workshop, office, laboratory) in the Kaizen system. Imai himself is the founder consulting company, has worked for many years in the field of recruiting and recruiting, currently he founded the Kaizen Institute, which provides training on the management system using the system and provides consulting assistance to enterprises practicing Kaizen.

Now there are many articles and manuals, textbooks on the "Kaizen" system, all of them are written on the basis of Masaaki Imai's books and the experience of enterprises that practice the system in their activities.

Kaizen concept

The main ideas of the system are that production should be focused primarily on the consumer. The increase in profits occurs by meeting the needs and requirements of the client.

At the same time, in the Kaizen system, it is important to recognize that the enterprise has certain problems (according to the Kaizen philosophy, there is no company that does not have problems) and to rebuild the system of employees' consciousness so that they do not fear being fined for mistakes, but strive work in such a way as to prevent them.

Kaizen goals

The main goal of the Kaizen system is continuous improvement, a continuous process of improvement. This is achieved by the implementation of such goals:

productivity increase;
improving product quality;
improving logistics;
reduction of waste;
reduction in stocks;
increasing the readiness of production facilities;
motivation of the participants;
team building;
increasing the responsibility of employees;
corporate management style;
smoothing the hierarchy;
continuous professional development of employees at all levels.

Kaizen strategy

It should be understood that the Kaizen system is aimed at a process-oriented thinking, not a result-oriented one. The system primarily works with thinking. Everyone should be involved in the process, from senior managers to frontline employees and handymen.

The Kaizen strategy is focused on the long term, not on short-term gain. The system provides for attentiveness to the process and timely elimination of unproductive losses, unnecessary waste of materials, time and effort.

Kaizen technique

Kaizen's continuous improvement activities are primarily aimed at eliminating problems that arise during the production process. According to the system, the manager should spend most of his time not in the office, but in production (gembe), because this is where the main process takes place and you need to understand its intricacies in order to make the right decisions.

There are several techniques (techniques), the use of which in production can increase productivity.

The one minute rule

The point is to devote one minute to something at the same time every day. On the one hand, in a minute, it would seem, you won't be able to do much, but after all, in sixty seconds it is quite possible to perform eye exercises, make tea, sort documents, learn a new word in a foreign language, and many other very different little things. On the other hand, one minute is very little and therefore anyone can afford such a waste of time resources.

Such a daily small step gives confidence in one's abilities, gives a feeling of success, frees one from a feeling of helplessness. Doing a "one-minute" job makes the transition to doing the same job for half an hour imperceptible and painless. The pace is increasing gradually: five minutes, ten, and now it's already half an hour.

Five Whys

p> If any problem or malfunction occurs, you need to ask the question "Why did this happen?" Five times. The results can be amazing. For example, if a part breaks down and the machine stops because of this, the obvious answer to the question "Why did the machine stop?" will be "Due to a breakdown of a part", and the solution to fix it is to repair or replace the part. But the second and third answers to the same question may well reveal a low-quality batch of parts purchased due to their low price, and ultimately lead to a revision of the principles of the procurement department.

Five steps

This Kaizen provides for the observance of five rules (steps):

streamline work-in-progress, unnecessary equipment and unnecessary tools, defective products, papers and documents;
keep things in order (timely repair equipment, replace damaged tools, keep them in the same place, etc.);
keep the workplace clean;
be neat and tidy yourself;
follow the rules of work and safety at work.

Basic principles of the Kaizen system

Chief "Management"

For the Kaizen system to work, it must be initiated and maintained by the management of the enterprise. Therefore, the first and main principle of the system: management.

It lies in the fact that the top management must constantly maintain and improve the result of the enterprise. Attention should be paid to people, communication, teamwork, moral principles, discipline.

Process, not result

It has been repeatedly mentioned above that the Kaizen system is process-oriented, not result-oriented. Accordingly, the thinking of employees at all levels of production should be focused on the same, and all errors, malfunctions and failures in the process should be immediately eliminated.

Plan-Do-Check-Act Cycle

For effective implementation of the system in the enterprise, the first step should be the introduction of the following cycle for employees:

setting goals for improvement (“plan”);
implementation of the plan ("do");
control over the implementation process and analysis of the result: whether the planned improvement took place, whether there were any failures in the process ("check");
creation and standardization of new procedures aimed at new improvement or elimination of problems (“act”).

If it comes about a new process, it is recommended to change the first action in the cycle to "standardize" and each time a failure is detected, ask the question whether it happened because there was no standard, because it was not followed, or because the standard did not correspond to reality.

The role of quality

In the Kaizen system, quality is a priority. Therefore, there should be no compromises to achieve it, even if adherence to the principle of quality leads to, for example, the impossibility of saving on production costs.

Collecting information

Since the system is focused on solving problems, collecting data and communicating existing problems is very important. Having all the information and data will help you make the right decision.

Consumer in Kaizen

Kaizen views production as a supplier-consumer scheme. That is, at each stage of production, until the product is completely ready and goes on sale, each employee can be both a supplier and a consumer at the same time. For example, in the process of baking bread, a miller acts as a supplier, a kneader who receives flour as a consumer. The baker who receives the dough, in turn, becomes the consumer, and the mixer becomes the supplier. By handing over the finished bread to the distributor or intermediary, the baker becomes the supplier, and so on.

Therefore, each supplier and consumer should have responsibility for quality, this is the only way to avoid defects.

Kaizen costing

The Kaizen system as a whole provides for continuous improvement using only the internal resources of the enterprise. At the same time, the system is being implemented at all levels, including the financial one. To ensure a certain cost of the product and reduce the cost of its production to the desired level, the Kaizen Costing system is used.

The use of this approach in production allows not only to save money, but also to increase the payback of production as a whole, as well as to stop unprofitable activities.

The Japanese company Toyota has been using Kaizen costing for over sixty years and is successfully developing.

How it works? Suppose a certain amount is spent on the production of one unit of a product in an enterprise. By the planned date, they want to reduce it to a certain figure. In addition to budget analysis (budget execution, reasons for deviations from the plan, decisions to eliminate deviations), a two-tier kaizen costing system is used:

continuous reduction of the gap between the target and the real amount of costs;
improvement of the production process, if the planned amount cannot be reached.

Of course, in order for the principle to work, the interaction of all structures of the enterprise is necessary. The planned amount is divided into all departments (structures) and each is assigned a figure to be achieved. Such planning does not affect only the purchasing and project departments, because their activities are very dependent on external factors and pricing policy suppliers.

For the successful implementation of the Kaizen costing system, a committee on Kaizen costs is created at the enterprise (the amount for the production of one unit of goods), which reports directly to the management and prepares a program to reduce costs at all levels of the enterprise, taking into account the amount to be achieved and the terms in which you need to implement the program. The committee oversees the process of production, development and procurement of raw materials. The committee proposes solutions if the proposed methods to reduce costs do not bring the desired result.

Economy

Keywords:

1 -1

(Japanese 改善) - Japanese philosophy / practice that focuses on continuous improvement processes of production, development, management, and all aspects of life.

The term "kaizen" became widely known thanks to the book of the same name by Masaaki Imai "Kaizen. The Key to the Success of Japanese Companies ”(1986, Kaizen: The Key to Japan’s Competitive Success), which has already gone through several editions in Russian:

I began to practice the philosophy of kaizen - continuous improvement - long before I got acquainted with the term itself after reading Imai's book. In principle, the attitude towards life as a process of continuous improvement is characteristic of a large number of people. At the same time, the definition of kaizen allows you to systematize this attitude towards life, to reveal new sides, to check your philosophy and practice with Imai's approach.

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Is it necessary in Russian reality to use this term, or, perhaps, try to replace it with something more in line with our hearing? Some authors believe that an incomprehensible Japanese term can scare off potential followers, but I believe that using the word "kaizen" allows you to preserve the roots, and facilitates the learning process using original (in the sense, translated into English or Russian :)) materials.

Why hasn't kaizen found widespread use in Russia? In my opinion, the answer is contained in the words of VA Lapidus, said in the preface to Imai's book: “Kaizen is an excellent strategy for honest business and decent people who build success on the basis of partnership and trust. For the rest, please: do not worry about trifles. " Unfortunately, in our country, OTHERS make up the majority ...

Why is kaizen able to defeat the dominant paradigm of governance? Because the world has changed, the external conditions for doing business have changed. Here is what he writes about this in the preface to the book of Imai Yu.P. Adler: “… it becomes clear that it is not profitable for business… to consider employees as an object of exploitation. He can count on something more if he makes employees ... his partners ... ". This approach correlates with the understanding that no one knows their job better than the performer. It is naive to think that a manager can "reach" all the nuances of work if the performers do not cooperate with him. I recently came across another way of looking at the same problem: use the “ask” approach instead of the outdated (and less effective) “tell” approach to improve efficiency (productivity). Involve employees in the improvement process, rather than impose it.

With regard to the Japanese experience, they usually speak of "five great systems for creating relationships between a person and an organization" (Yu.P. Adler):

Lifetime recruitment system
On-the-job training system
Rotation system
Merit system
Reward system

Is there something in this list that cannot be implemented in domestic business? Perhaps the most controversial issue is “life-long employment”. I don't think one should take the idea to the extreme. Well, not for life ... but if you build relationships with employees as with people hired for a long time, then this will allow you to introduce kaizen. And there, you see, and life-long hiring will not look strange. For example, my father worked all his working life (30 years) in one research institute! I agree that in Soviet times it was less surprising than it is now.

What other elements new paradigm raise questions when you first get to know kaizen? (Yu.P. Adler):

Employees cannot be punished. This is not a boon at all. This is the latest attempt by management to save their business. Fear of punishment breeds lies, and lies make it impossible to accept timely effective solutions, which makes the fate of the business questionable.
Employees are not ordered. They are consulted, they are helped, they are explained, they are taught, decisions are made with them. This way you can ensure that employees work with efficiency close to 100%! This means that they are involved and there are no barriers for them. As you can understand modern methods controls allow you to work with the efficiency of a steam locomotive, which is about 3-10% ...

Chapter 1. Concept of Kaizen

The central idea of kaizen is that not a day should pass without improvement in the company. Kaizen is not just one technique, it is the umbrella under which most of the "unique to Japan" practices live:

The Japanese understanding of management boils down to this: adhere to standards and improve them. The maintenance management task is to ensure that everyone in the company is able to follow a standard operating procedure. If employees are unable to follow the standard procedure, management must either train them or revise and amend the standard in such a way that it becomes possible to act in accordance with it. The higher the level of management, the more time he devotes to improving:

The starting point for improvement is recognizing the problem. Complacency and complacency are the sworn enemies of kaizen. That's why . By acknowledging that the complaint is related to a problem, you get a chance to improve the quality of the product / service. By brushing off the complaint, you lose this chance.

The most important element of kaizen is. Also an important tool for quality management is the Deming-Shewhart cycle:

The most important thing in this cycle is this. Open loop control - riding blindfolded ... 🙁

Japanese management engages employees in kaizen through a proposal system. Each introduced innovation leads to a revision of the standard. But since the new standard is set at the behest of the worker, they are proud of it and willingly adhere to it. If a person is forced to follow a standard set by management, he or she will work with less enthusiasm.

Kaizen engenders a process-oriented mindset, because in order to get better results, you first need to improve the process. Evaluating the performance of employees, Japanese management pays special attention to the attitude of a person to work. Process-oriented manager (P-criteria) are interested in: discipline, time management, skill development, complicity and involvement, morality, communication:

Chapter 2. Cultivation in the East and West

Kaizen practitioners believe that standards are inherently temporary. Another feature of kaizen is the requirement of each and every personal effort. Management has to make a conscious and constant effort to maintain a spirit of improvement. Kaizen is human-centered, and innovation is technology and money-centered. The most significant miscalculation of Western management is the lack of a philosophy of improvement.

Performance is one metric, not reality. However, in our search for the "secret" of performance, we act as if the key is how to measure it. This is reminiscent of the behavior of a person who, finding that the room is too cold, looks at the thermometer in search of a reason ... Result-oriented managers behave in a similar way. They look at the bottom line and try to improve it! The only possible way is to improve the production process. Reality is the effort to improve quality and productivity.

American managers in meetings advocate own ideas and only occasionally rely on the opinions of other people. Kaizen is based on the belief in the human desire for quality and achievement.

Chapter 3. Kaizen and Total Quality Control

Total Quality Control (TQC) focuses on the quality of people. To change a person drop by drop - this has always been the basic principle of TQC. First, you need to teach employees how to identify problems, and then master the methods of solving them. The next step is to standardize the results to prevent recurrence of problems. The purpose of TQC can be formulated as: to help fulfill the potential of employees to achieve the company's goal, with a focus on aspects such as policy deployment and voluntary action. TQC stands for a statistical and systematic approach to kaizen and problem solving. Its methodological basis is the statistical application of the concept of quality control, including the use and analysis of statistical data. TQC is a mindset that can be summed up like this: "Let's improve processes!"

In the West, processes are improved by knowledgeable engineers. In Japan, tremendous work is being done to bring such knowledge to everyone, including manufacturing workers, which enhances their ability to solve current problems. Quality control starts with training!

Talk to data.

Quality first, not profit. The main elements that need to be managed are quality (products, works, services), quantity, delivery (time), safety, costs and employee morale.

Manage the previous process. The next process is your consumer. Workers from a neighboring workshop are consumers of your products. TQC is customer oriented, not manufacturer oriented. Break down barriers between divisions!

Interrelation of SDCA (standardize - do - control - act) and PDCA (plan - ...) cycles:

Sustaining helps stabilize the process (reduce variation), and kaizen improves it.

Kaizen means that everyone, regardless of title and position, must openly admit any mistakes.

Where there are no standards, there can be no improvement. Everyone's work should be regulated by standards, and it is the manager's responsibility to ensure that everyone works in accordance with established standards. This is called discipline.

If management cannot ensure that personnel follow established rules and regulations, they are not capable of anything.

TQC slogans at PENTEL:

The one who performs the next technological operation, Is your consumer.
Where there are no problems, improvement is impossible.
Let's spin the PDCA wheel and change the way we do the job.
Chronic problems can teach you more than sudden ones.
Corrections and Tweaks - Issues arising from manual omissions. The solution to these problems is no longer management, but manipulation.
Draw conclusions based on reliable data. Don't rely on intuition or your inner voice.
It is more important to eliminate variances than to improve the average.
Classification helps better understanding.
Train yourself to identify the questions that you are personally responsible for, as opposed to those for which others are responsible, and start by solving your own problems.
Do not confuse the cause of the problem with its manifestations.
Quality must be built into the process. Verification does not create quality.
Don't forget about standardization. We need methods to build on this success.
Personal experience should become the property of the entire company.
Pleasant and meaningful work in the workshop begins with an active QC circle, which promotes mutual learning and self-development.

Chapter 4. Kaizen Practice

In the West, if the employee who made the proposal cannot guarantee the economic effect of the implementation, the proposal is shelved. The implementation of a kaizen initiative begins when common sense dictates that the initiative will lead to an improvement in the process.

Graham Sperling, Managing Director of Mitsubishi Motors Australia: “I firmly believe that the Japanese worker is no more efficient and dedicated than his Australian counterpart, but is more skillfully guided and better managed. Management in Japanese factories works better, to which the worker is accustomed and appreciates it. The best leaders provide better motivation and better training, which increases productivity and product quality. "

Taiichi no (Toyota) classified costs as follows:

Overproduction
Loss of machine time
Losses associated with the transportation of products
Loss in processing
Inventory losses
Loss associated with unnecessary movement
Loss in the form of defective parts

Taiichi Ȯno proposed a pull system (instead of a push system) using a kanban (tag). Jidoka (autonomy) - equipment, the design of which assumes an automatic stop of the mechanism in the event of a malfunction. Visualized management - cards / scoreboards / other devices by which the process can be controlled.

Information is spoiled too. If it is collected but not used properly, it deteriorates extremely quickly. The problem for many managers is that they see information as a source of power and try to control their subordinates by using it monopolistically.

Management should focus its efforts on improving systems (this is the most important task of kaizen for management).

Having abandoned traditional quality control, which was, first of all, inspection, Japanese management took up solving this problem during the production process and at the stage of product development. Now the concept of quality control is understood even more broadly, as it involves the inclusion of suppliers and subcontractors in its scope.

As business becomes increasingly complex, managers find they don't always have the numbers and facts they need to plan, issue orders, and track results. Since the current production activities workers who are much closer to these problems are engaged, it is often easier for them to make a decision than a manager ... If workers do not offer ideas, most likely it is not their problem, but the manager's.

The quality control circles work only about 10% of the TQC work. Workers are satisfied if they are given the opportunity to participate in the QC circle and see how their proposals are found practical use... Some people even say that now they happily go to work and delve deeper into it.

Engineers do not always know what is happening on the shop floor. Existing guidelines and procedures are often outdated or, from a workers' point of view, insufficiently user-friendly. Even if the operating manual is updated, the people who are forced to use it often criticize it. However, after the instructions are rewritten at the initiative of the workers and, thus, turned into their own, they are used with pleasure.

Individual kaizen. The starting point is a positive attitude towards changing and improving the way you work. Management does not expect the benefits of all proposals. If a manager wants his subordinates to become “thinkers”, striving for continuous improvement of working methods, he must be attentive and empathetic. The proposal system usually goes through three stages:

Submission of ideas, even the simplest
Emphasis on learning; in order to submit quality proposals, employees must be able to analyze problems in their environment, and this requires special training
Analysis of the economic effect of the submitted proposals

Kenjiro Yamada, Managing Director, Japan Human Relations Association: “… suggestions help bridge the gap between a person's ability and the job being done. Consequently, they indicate that the qualifications of the employee are higher than their job requires. "

Chapter 5. Kaizen Management

From a TQC perspective, management has two aspects:

1) maintaining the current level of business functioning, which ensures the receipt of results and profits

2) kaizen management, aimed at improving processes and systems.

Management focused on kaizen and management aimed at maintaining:

Cross-functional management (quality, cost, delivery discipline) and policy deployment are two of the most important management concepts that support the TQC strategy.

If the consumer does not receive the products he needs, in the right volume and on time, the system collapses. This is the meaning of delivery discipline, and achieving discipline-related goals requires tremendous cross-functional effort. Only after the supply objectives have been resolved can the company switch to the factors that affect its competitiveness - quality and costs. Cross-functional goals should be defined before defining department goals.

Toyota: any serious defects in the management system are manifested in quality; poor quality - the result of imperfect management - is impossible to hide.

Policy deployment (Japanese: hoshin kanri) refers to the implementation process adopted program kaizen at all levels of the company, from top to bottom. An important aspect of policy deployment is prioritization (Pareto). Deployment of policy - relaying of the program, planned by top management, to the lower levels of the organizational hierarchy. Conditions for policy deployments:

1) a clear understanding of the role of each manager in achieving the goals set for the company and in improving its activities (kaizen)

2) a clear understanding (among managers of different levels) about the points of management and points of control established to achieve the goals

3) the presence in the company of a stable system of current management aimed at maintaining the existing status quo

Control is carried out using: when we detect points outside the established limits, we must identify the factors that led to the abnormality. We go from result to cause and correct or eliminate the factors that led to the problem.

The point of control is governed by data, and the point of control is governed by their subordinates. Control point - P-criterion, control point - P-criterion:

Any goal must be accompanied by a means of achieving it. All a manager can do without them is to tell his subordinates, "I hope you will do your best" or "You have to work hard!" When the manager and his subordinates develop specific means to an end, he is able to give them clear instructions in lieu of calls.

The goal here is the control point, and the means are the control points. The goal is result oriented and the funds are process oriented. Policy roll-out is a revolutionary breakthrough because it involves engaging grass-roots managers in setting goals and implementing them. This is based on the belief that teamwork greatly contributes to the pursuit of a goal. The deployment of policy goes from goals (points of control, or -criteria) to means (points of control or P-criteria), starting with top management and ending with foremen and workers in the shops.

One of the problems of management is that employees are willing to put up with the low standards of their products. The advantage of structuring (deploying) the quality function is to improve communication between sales and marketing staff and development and production staff.

Chapter 6. The Kaizen Approach to Problem Solving

In everyday life, the first impulse when faced with difficulties is the desire to hide or ignore, instead of openly admitting their existence. This is because “the very existence of a problem is a problem” and no one wants to be accused of creating it. However, going to the point of view positive thinking, we can turn every issue that needs to be addressed into a valuable opportunity for improvement. Where there is a problem, there is also the potential for improvement.

It must be firmly grasped that it is impossible to transfer an unsolved problem to the next stage. In the TQC, the term Varusa-Kagen is very popular, denoting a state of affairs when there seems to be no problem yet, but it can no longer be said that everything is going well. Managers should encourage workers to identify Varusa-Kagen. In Western management, many opportunities are missed simply because neither the worker nor the manager likes trouble.

Most of the management problems arise in cross-functional areas. Japanese managers are very sensitive to the demands of other departments. In Western companies, cross-functional problems are perceived and resolved as conflicts.

Productivity is a concept of continuous progress, both material and spiritual. To increase productivity, you need to enlist the support of workers, to carry out interaction based on cooperation.

If kaizen is not considered a top priority, any attempt to implement it is doomed. Kaizen should be introduced and guided from the top down. However, suggestions for improvement must come from the bottom up.

Chapter 7. Change corporate culture

From the point of view of kaizen, customer satisfaction is defined by such concepts as quality, costs, delivery discipline. Defects are measured in ppm (parts per million). Director, operating with interest, a place in the museum.

Corporate strategy should not be monopolized by a handful of senior executives. It should become the basis for communication between all individuals in the business structure. The strategy should be linked to their needs and motivated to work. Creating an atmosphere of collaboration and a new corporate culture is an integral part of kaizen.

If management views profit as the only measure of performance, it will be reluctant to use P-criteria.

Applications

3- MU- kaizen action checklist (muda - actions that consume resources, but do not create value, muri - overload, work with stress, mura - deviation from the process): human resources, technology, method, time, equipment, devices and tools, materials, volume of production, stocks, place, way of thinking.

5- S- put in order, put in order, bring cleanliness, personal cleanliness, discipline.

5- W + 1- H- who, what, where, when, why, how.

5- M- operator, equipment, material, method of work, measurement.

Kaizen tools: Pareto charts, cause and effect charts, bar charts, control charts, scatter charts, graphs, checklists.

I have already written about the importance of definitions. Here's what Robin Williams says about it: “If you can name something, you will be aware of it. You gain power over it. You own it. You keep it under control. "

There are four prefaces in Imai's book ... J

In the book by Robin Stewart-Kotze “Effectiveness. Secrets of Effective Behavior "

One of Deming's 14 principles.

Kaizen- Japanese technology, which includes philosophy, theory and management tools, which are aimed at achieving an advantage in the competition. In the management system, this technology is known as a continuous improvement process.

Traditional control system and kaizen: main differences

A significant contradiction between production department and the sales department - the result of an incompletely worked out system. Successful kaizen companies are accumulating efforts to bring the two departments closer together. Such a company produces those goods that the market needs, and in the amount that can be sold.

The differences between the kaizen system and the traditional approach to management lie literally in every parameter.

Characteristics	Traditional Approach	Kaizen system
primary goal	Defeat competitors	Win over consumers
Market	Manufacturing anything that can be produced	Producing what consumers need
Problem solving	After the problem occurred	Preventing problems
Changes	Undesirable	Must happen all the time
Supervisor	Boss	Trainer
Regulations	Spelled out "once and for all"	Dynamic and constantly changing
Staff	One of the cost items	Main asset
Employee performance evaluation	Weaknesses	On the strengths
Inside information	Access limited	Access is open to every employee

12 basic principles of kaizen

Focus on customers. There is nothing more important than meeting the needs of the company's customer.
Continuous changes. Small but constant improvements are at the core of the kaizen concept.
Open recognition of problems. Improvement is impossible without problems.
Promotion of openness in the company. Any suggestion, complaint or comment will be heard.
Creation of working teams. All employees of the company join work teams and quality circles.
Project management with cross-functional teams. The effectiveness of teams lies in their cooperation with each other.
Forming "supportive relationships". To achieve high results, employees need to be involved in work and good relationships in the team.
Horizontal development. The personal experience of each employee becomes the achievement of the entire enterprise.
Developing self-discipline. Self-control is important, respect for yourself, your colleagues and the company as a whole
Self improvement. Everyone is responsible for the range of tasks entrusted to him.
Informing every employee. Any information should be available to all employees.
Standardization. Continuous standardization is the basis for stable performance.

Workplace arrangement, unnecessary waste and standardization

The three main principles of the kaizen system are workplace organization, elimination of unnecessary waste and standardization.

Workplace managementdesigned to optimize activities. From the first letters of five Japanese words, the name of the workplace organization methodology is formed - 5S.

Seiri- everything that is not required for work should be marked as unnecessary and removed from the workplace.

Seiton- everything that is necessary for work must be in the field of view and lie in easily accessible places.

Seiso- all working equipment and the workplace itself must be constantly clean, to maintain this state, the workplace is cleaned after each working day, and the tools are laid out in places.

Seiketsu- the first three steps should be standardized to become part of the everyday workflow.

Shitsuke- the process of keeping workplaces clean must be controlled by constant supervision and monitoring.

Eliminating unnecessary losses- termination of actions that are not useful and slow down the work process. Most of the work in manufacturing consists of routine conversion processes source material into the product. It is necessary to eliminate those parts of the workflow that do not make it more efficient. The kaizen system assumes the existence of seven types of losses:

Movement- every unproductive and unnecessary movement slows down the workflow and complicates it.
Expectation- if the workers have to wait between the stages of production, this lengthens the period of the entire cycle.
Technology- a technology that is not organized correctly causes contradictions and inconsistencies in the actions of company employees.
Transportation - long distance, the process of lifting and lowering materials is time consuming.
Defects- Overproduction of defective products requires additional time and materials.
Stocks- material purchased with a stock is not useful.
Overproduction - more goods than required by demand means losses for the company.

Workflow standardizationcreates the basis for stability, and according to the kaizen philosophy, the system of standards must be constantly improved. If a problem arises in production, it means that a standard was not developed for this case, or it was not met, or it was not worked out to the end.

5 elements of the kaizen system

Five elements form the basis of the concept of kaizen. Each of these elements is important, as kaizen philosophy will only be effective and workable if all the criteria are met.

The first element is teamwork.In order to achieve a common goal and maximize work efficiency, every employee of the enterprise must feel like part of a single team. Teamwork is based on making every effort for the success of the company, constant exchange of information, peer learning, timely fulfillment of their direct duties by each employee.

The second element is personal discipline.It is impossible to achieve success without discipline of the highest level in all structures of the company. The kaizen system implies a constant increase in the level of self-discipline of employees in every aspect of work. This applies to managing your time, the quality of the performance of duties, compliance with requirements and standards, the reasonable use of resources.

The third element is morale.Maintaining high morale is essential regardless of whether the company succeeds and implements all the necessary changes. The challenge for senior management is to integrate motivational tools into the workflow. High employee morale is supported by decent working conditions - paid vacations, benefits, health care payments, loans and loans.

The fourth element - quality mugs... The organization of quality circles at the enterprise is one of the essential elements of the concept. The collective of the circle consists of workers of various levels, at meetings the members of the circle exchange ideas, skills, technologies. Thanks to constant interaction within quality circles, employees are able to objectively assess the effectiveness of their overall work.

The fifth element is suggestions for improvement.Employees of all ranks must be confident in their ability to propose improvements. Each of the proposed improvements, even the most absurd, should be taken into account and considered.

5 kaizen commands

The word kaizen itself means "team", and the work of the system is based on the creation and ongoing support of five teams, which differ from each other in the types of tasks performed. All teams, except for the regular one, work during a kaizen session, lasting from two to five days and aimed at solving a specific problem.

Permanent team.Groups of people working at the enterprise every day. This team includes workers and employees performing their direct duties on the ground.

Problem solving team.As the name implies, these types of teams are formed during periods of time to find a solution to a specific problem in the workflow. A team of six to eight people only acts until a solution is found.

Cross functional team.A team of analysts that evaluates existing processes in an organization and develops methods for improving them. The team consists of employees of the company of different levels - ordinary specialists and managers of different directions.

Solution Implementation Team.This type of team is formed after methods for improving the workflow have been developed. It includes members of all three teams described above.

Small group... A team formed to develop, implement and apply specific or new processes. It invites workers and a lower-level performer, as well as heads of departments from a permanent team and a team to solve the problems that have arisen.

Implementation of the kaizen system in production

For companies facing increased competition and consumer demands, kaizen can help you stay one step ahead. However, it must be remembered that this system requires constant work, step-by-step improvements must be introduced daily. They may be insignificant in isolation, but collectively, they will bring significant strategic victories.

Kaizen is not suitable for those looking for rapid results. This is not a manual for increasing sales, but a complete philosophy that embraces every employee of the company. After the implementation of the system in production, the number of personnel can be reduced by 20-50%. And every employee who remains in the company will not only do his job every day, but will constantly look for opportunities to make it better, strive to create and implement effective changes. These changes in most cases do not require financial investments, only the concentration of people in the company on their responsibilities.

An example of continuous improvement is shown by Toyota, which has used the kaizen system for many years. Taiichi Ono, the company's top manager in the 1970s, developed a methodology that motivated the company's employees to continually improve their manufacturing process. Taiichi Ohno set high goals - for example, the production of one hundred units of output per hour with resources, which are only enough for ninety units. Engineers, who were required to meet the raised plan, worked overtime for a while, and then found a way to optimize the process to solve the problem. As soon as this happened, Taiichi Ohno removed 10% of the employees from the production line and sent them to other sites. The remaining ones were given the same task - one hundred units of production per hour with a reduced staff of workers. New conditions required new improvements.

The German firm Siemens also works according to the kaizen concept. The slogan of the company is “He who has stopped getting better has ceased to be good”. Consistent guidelines for all employees are designed to streamline the development and implementation of improvements. Employees of the company must be willing to give up their traditional thinking, as well as the question of why something cannot be done. It is also argued that a solution developed only half is more useful to apply immediately than to wait indefinitely for a fully completed strategy. Errors in the company are corrected as soon as they are discovered, and questions are asked until the true cause of the problem is revealed.

In Russia, the kaizen philosophy is not very widespread, according to some experts, this may be the reason for low efficiency, productivity and competitiveness at our enterprises. Among the few Russian companies implementing the kaizen system at their production facilities are Lukoil, Alrosa, GAZ, Baltika, KAMAZ, Rosatomstroy, Hydrosila, and Soyuz Bank.