benefits to the company

  • Tidy and safe workplace – 45%
  • Higher efficiency / productivity (OEE) – 90%
  • Savings – 95%
  • Process optimization – 85%
  • Loss reduction – 80%
  • Flow of materials – 70%
  • Supply logistics optimization – 45%
  • Improving warehousing operations – 25%


KAIZEN - Continuous Improvement is in its most basic translation the Japanese term meaning “continuous improvement”

KAIZEN – continuous improvement – is also a culture and framework for managing ongoing change that can help companies improve their operational processes

The implementation of Kaizen depends on the use of different tools and in some cases also a specific type of Kaizen

SLIM ORGANIZATION (Lean organization)


Benefits of introducing “KAIZEN - continuous improvement”

  • Simplification of work processes (elimination of difficult tasks)
  • Higher efficiency
  • Higher productivity
  • Higher quality
  • Greater security
  • Less excrement
  • Less stock – more space
  • Less damage
  • Improved standards of work operations (documentation)
  • Improving work safety and ergonomics
  • Improved teamwork
  • Improved leadership skills
  • It brings employees a sense of value and meaningfulness, which helps raise morale.
  • Shorter delivery times
  • Shorter production line


In fact, there are four (five) types of “KAIZEN - continuous improvement” methodologies:

  1. Kaizen Teian (suggestions)
  2. Kaizen events (workshop)
  3. Kaikaku (project / development solution)
  4. Kakushin (new dimension of work)
  5. Karakuri (mechanical improvements to make the work process easier)



SLIM ORGANIZATION (Lean organization)
SLIM ORGANIZATION (Lean organization)

1. Kaizen Teian: Bottom-up improvement

Kaizen Teian describes a form of improvement in which people participate to improve their processes. This kind of Kaizen from the bottom up leads to cultural transformation, as it requires each individual to think about improvements every day and everywhere. At its core, Kaizen Teian actually involves all people in improvements. To create a culture of continuous improvement in your organization, start with Kaizen Teian.

Kaizen Teian encourages every member of the workforce, from management to workers at the front, to propose changes that can improve the workflow. The idea is that those workers who are in the gem or in the actual place are more likely to recognize real opportunities to improve the course of their processes.

To succeed in Kaizen Teian, we must always strive to eliminate eight forms of waste:

Defects: residues or products to be recycled.

Over-processing: products that need to be repaired to meet customer needs.

Overproduction: When there are more parts in production than customers buy. This type of waste poses a major problem for the organization.

Waiting: Inactivity (inactivity) of a person or process on the production line.

Stock: a valuable product or material awaiting processing or sale.

Transport: the movement of a product or material and the costs incurred by this process.

Movement: excessive movement of people or machines. People’s movement is more often talked about as it leads to wasted effort and time.

Unused talents: When the management team does not ensure that they have not exploited the full potential and experience of its people. This is the worst of the eight wastes.

2. Kaizen events: Certain improvements

Unlike the “daily Kaizen”, the “Kaizen event” is not about continuous improvement – it is about a certain improvement in the process that has developed in a short time.

Kaizen events are usually short, focused improvement projects in which people, including the management team, participate in the analysis of their flow value map (VSM) to solve a particular problem. While Kaizen’s daily projects can be small or somewhat spontaneous, the Kaizen event requires thoughtful planning by the leaders involved. These events can last for days or even weeks and target specific challenges that, once resolved, could change efficiency, quality or effectiveness.

Of course, all events need to be aligned with broader operational objectives and processes in order to have a lasting impact.

3. Kaikaku: Radical change

Small changes are sometimes not enough to drive the improvements an organization needs to be competitive. Then it’s time to turn to Kaikaku Kaizen.

Unlike Kaizen, which focuses on gradual change, Kaikaku describes a process where the entire organization is focused on a radical transformation of the process. Instead of improving the process, Kaikaku may be demanding that the organization move to a whole new work process. Examples of Kaikaku may include the transition from manual to automated production or the beginning of a digital transformation that encourages collaboration in the workplace.

Hiroyuki Hirano, who developed the 5S system, offers the Ten Commandments of Kaikaku:

  1. Discard the traditional concept of production methods
  2. Think about how the new method will work; don’t think about how it won’t work
  3. Don’t accept excuses
  4. Completely deny the current situation, be prepared for the new
  5. Don’t look for perfection. A 50% implementation rate is fine if implemented on the spot
  6. Correct the mistakes the moment you find them
  7. Don’t waste money on Kaikaku (Kaizen) – a radical change
  8. Problems give you a chance to use your brain
  9. Ask “why” five times
  10. The ideas of ten people are better than the knowledge of one person
  11. Kaikaku knows no bounds.

When this transformation takes place, it will be up to Kaizen – continuous improvement – to improve.

4. Kakushin: Breakthrough Innovation

If Kaikaku is revolutionary, Kakushin changes the game. Kakushin happens when you move to a whole new way of doing something. It’s a big breakthrough that changes everything.

While Kaikaku may mean a big change in the way things are done, Kakushin might need to change what has been done. If, for example, Kaikaku wanted to move from manual to automated production, Kakushin would switch to 3D printing of these materials and demand new skills from the workforce.

Kakushin demands that management challenge their assumptions about why they are doing business a certain way. It will require a change of culture that can commit to a new way of doing things. Brainstorming and analysis are Kakushina’s tools.

5. Karakuri Kaizen or mechanical devices for easier work

The device uses only mechanical devices and avoids electrical, hydraulic or pneumatic power. It is also not controlled by a computer, but by better designed mechanics.

Karakuri is most commonly called karakuri kaizen. And kaizen is constantly improving. Such improvement often requires trial and error and usually requires the contribution of workers.

Often, karakuri maintenance is also easier. If a computer system fails, it’s really hard to figure out what went wrong. You need a mechanic, an electrician and maybe even a programmer.

Similar to the above easier maintenance, production workers can create and improve karakuri devices themselves, while not installing or modifying anything that includes computers and sensors.

KAIZEN – continuous improvement is made easier with karakuri!

SLIM ORGANIZATION (Lean organization)

The support and motivation of the company’s management is crucial at this starting point. Lean or lean production, efficiency, productivity, reliability, availability, performance, management, process optimization, with methods: TPM , 5S , Kaizen , SMED , SFM etc., are indispensable elements of any organization that wants to successfully compete in the global market.

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Here’s more connection to one great workshop.

With the help of Lean methods, we eliminate losses and activities without added value in a structured way. Teamwork and cooperation between different departments is important, and for the progress of the company we provide an excellent user experience and a return on investment.

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