Using a Continuous Improvement Kaizen Scorecard System to Achieve Success

By: Steve Wilheir Click author's name for more of his/her articles

The concept that underlies Toyota's Production System is continuous improvement. This new and innovate attitude is an English version of a new study known as the Kaizen scorecard. The translation of the Japanese "Kai" "Zen" is "Good" "Change." This means continual improvement in English, constantly perfecting, and incessantly expanding. The idea of Kaizen is a system of improvement that was made just for a workplace. TWI, The War Department's "Training Within Industry" program, drew on experts in statistics to help with overcoming our damaged economy.

The people revolving around the innovation of this idea originate from Toyota’s Production System and they focus on increasing the success rate of the employees. The Kaizen conversion was being developed around the 1950’s, almost the time subsequent to the Second World War. Toyota’s Production System’s Kaizen theory was mainly influenced by ideas revolving around W. Edwards Deming’s Shewart cycle and Joseph M Juran’s statistics process. Both these methods centered in the teachings and techniques used within the workplace. Toyota’s participation and research in this idea caused it to be well known and well practiced. At Toyota, it is a common practice to halt all manufacturing when a quandary is on line and join the Administration personnel, management and line workers to work their minds and body towards its solution.

The world has been adopting process improvement techniques for years now. One such approach is known as Kaizen. Kaizen principles can be used to eliminate unnecessary expense and waste. Companies that introduce and follow Kaizen find their employees are happier, their costs are reduced and in general, company morale at all levels improved. Kaizen needs to be explained to all workers and managers in a company to get the most impact

All parameters of assessment are taken care of with the implementation of this plan. The core issue is the exact time taken for manufacturing an item. Once the actual figure is arrived at, the senior officials can conclusively distinguish between what is productive and what is a liability. Efficiency starts showing when the production time is well pruned. Kaizen system could be employed here effectively to get the desired results. Performance improves when there is a good rapport and the entire ranks close in with a single purpose. Success is in the vicinity when every minor issue is closely scrutinized. The plan starts working only when the prognosis is addressed at regular intervals.

The concept of continuous improvement is what a Kaizen scorecard is. It improves organizational performance. Proper supervision of employees allows for easing of mental and physical tensions thereby allowing for experiments to encourage employees in eliminating wastage of time and processes and instead, improve productivity. Since Kaizen is a continuous process of improving all positive aspects, reviews, previews and adjustments are the continuous happenings to help resolve problems. Efficiency in production can only be achieved when all involved carry out their respective tasks as per predefined paths. Hence, Kaizen improves work flow, workmanship, productivity leading to cash flow and overall success of the business concern.

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About The Author: Steve Wilheir is a project manager. If you like the 5 Tips for Total Quality Management Learn more about TQM at total-quality-management.info and learn What is Kaizen?