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While the Japanese term kaizen has been correctly interpreted as continuous improvement, taken from words 'kai' meaning continuous and 'zen' meaning improvement, some quality aficionados are now translating the word to mean change
for the better. Many organizations have utilized various quality improvement models over the past 25 years but the need for a sound, uniform system has never been more critical than today.
Bringing workers in operations, shipping, accounting and customer service together with top management in a complete improvement process offers the best results. But the primary element in the methodology is involving all aspects of the organization.
There are ten keys to successfully implementing a kaizen program:
- Customer-centered: There is no need to consider any quality improvement program without placing every customer as the center of attention. Meeting (or exceeding) their expectations must be the focal point of the entire organization. Forming a close partnership with customers is crucial for survival.
- Clear Vision: No one will support any improvement plan without knowing how the organization will function and how the quality of work will improve. Time must be spent to create a detailed plan that is aligned with the corporate vision and is clearly understood by everyone.
- Confidence: Every worker must feel confident that top management values their contribution of quality work, cost control and loyalty. Top management must show trust in employees that their input to reduce waste or speed production will not jeopardize their jobs. Trust must be seen as a two-way street.
- Process Improvement: Too much time is spent on blaming someone for a problem instead of looking at ways to improve the process. The path to continuous improvement is examining the faults in the process, and then finding solutions.
- Predictable Results: To get everyone to perform a task consistently means results can be predictable. If different approaches are used in performing the same task, there can be no control or consistency.
- Total Involvement: No one is excluded from a kaizen program - from top executives to line workers and everyone in between. For the program to succeed, everyone must be involved and encouraged to participate. Cooperation and innovation are vitally important.
- No Guesswork: Businesses cannot operate on guesswork in today's fast-paced, ever-changing work environment. Hard statistics are needed. Of course, some judgment must always be considered in making many final decisions but risks should always be quantified.
- Education: To maintain an effective quality improvement program, emphasis must be placed on education at all levels. An on-going training program on ways to deal with rapid changes, work relationships and job challenges should be considered as an investment in the organization's human resources.
- Barrier Busting: The walls that often exist between management levels, departments and shifts must be destroyed. These barriers impede the necessary spirit of cooperation and flow of information. There can no longer be a divided we-versus-them environment.
- Recognition: With the focal point being improvement on efficiency and effectiveness to meet and exceed customer demands, the program must include recognition for jobs well done. A comprehensive reward and recognition plan is a major key to maintaining a high level of participation.
For organizations that have delayed putting a kaizen program in place or those that have derailed, a word of warning: Get up and get going - to survive! Successful organizations today are comprised of people at all levels who are making a difference - with their coworkers and their customers.
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Gene Swindell is President of Creative Concepts International, Inc., in Atlanta, GA. He is a speaker, seminar leader and author specializing in customized leadership, team building, sales and customer service training programs. Visit his website at www.geneswindell.com or
phone 770-926-1395. |
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