Kaizen (改善): Continuous Improvement in Organizational Work

Kaizen, or 改善 (pronounced kai-zen), represents a Japanese philosophy and practice that centers on the continuous improvement of production processes, development, supporting business processes, management, and all aspects of life.

Originating in Japan, the concept initially denoted continual and comprehensive development in human life, both societal and private, as well as in labor processes. In the business sphere, Kaizen philosophy was first applied by several Japanese companies, notably Toyota, during the post-World War II reconstruction period.

In the Japanese language, “Kaizen” translates to “change for better.” Rooted in this strategy, every individual—from managers to workers—is involved in the improvement process. Its implementation requires relatively small material investments. The Kaizen philosophy posits that our lives, encompassing professional, societal, and personal realms, should be oriented towards continual improvement.

The Kaizen system focuses its attention on the “quality” of personnel because the quality of the products and services produced is contingent on the staff. This system involves every employee in the improvement process, from top-level managers to ordinary workers.

At its core, the Kaizen system comprises five key elements:

1. Teamwork: Employees should work together for the common goal. Assistance to colleagues and the company is essential, involving information exchange, skill enhancement, training, and adherence to deadlines.
2. Personal Discipline: An essential element ensuring success in any endeavor. Self-discipline includes time management, quality control of work, and meeting deadlines.
3. Moral Spirit: It’s crucial for employees to maintain an active mindset and keep their moral state upbeat. Therefore, management must motivate employees toward results by creating favorable conditions for productive work and providing the necessary resources.
4. Brainstorming Groups: Establish groups within the organization, comprising employees of different levels, to exchange ideas and skills. Such brainstorming allows employees to assess their achievements and set new goals for improvement.
5. Idea Bank for Improvement: Every employee, regardless of their position, can contribute suggestions, and it’s the management’s task to consider these proposals, no matter how seemingly absurd they may be.

The practical implementation of the Kaizen system involves adhering to its fundamental principles:

• Workplace organization
• Elimination of unjustified losses
• Standardization

1. Workplace Organization: Managing the workspace to optimize activities. Kaizen places significant emphasis on this, denoting the process in the Japanese variant as “gemba.” The correct organization of the workspace utilizes management tools, collectively termed the 5S methodology. The term “5S” stems from the initial letters of the Japanese words. The methodology involves actions like:
   • Seiri (Sort): Identifying and removing unnecessary items.
   • Seiton (Set in Order): Organizing necessary items for easy visibility and access.
   • Seiso (Shine): Ensuring the workspace and equipment are clean.
   • Seiketsu (Standardize): Standardizing the first three steps.
   • Shitsuke (Sustain): Maintaining the established practices.
2. Elimination of Unjustified Losses: The process of finding and eliminating actions in processes that do not add value. In the Japanese version, this process is called “muda,” and there are seven types of losses or seven “muda”:
   • Movements
   • Waiting
   • Technology
   • Transportation
   • Defects
   • Inventories
   • Overproduction
3. Standardization: The process of standardizing work. Standardization forms the basis for stable work, and standards must be changed with changes in both external and internal environments. In the Kaizen system, the standardization process is never completed. Standards are continually improved through the PDCA cycle.

The Kaizen philosophy and its practical application represent a holistic approach to improvement, fostering a culture of continuous development within organizations.