Continuous Improvement / Kaizen - Revision history

http://13.50.150.85/index.php?action=history&feed=atom&title=Continuous_Improvement_%2F_Kaizen Continuous Improvement / Kaizen - Revision history 2026-07-16T08:26:03Z Revision history for this page on the wiki MediaWiki 1.43.3 http://13.50.150.85/index.php?title=Continuous_Improvement_/_Kaizen&diff=122602&oldid=prev S212703 at 19:52, 27 March 2022 2022-03-27T19:52:25Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:52, 27 March 2022</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l214">Line 214:</td> <td colspan="2" class="diff-lineno">Line 214:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The book covers lean product design best practices that are designed to improve product development in an organization. Throughout the book, the lean philosophy is followed. Further, the books covers the important role of Continuous Improvement as the motor for applying lean concepts. The Concept is presented as a process that prevents getting stuck or slipping back.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The book covers lean product design best practices that are designed to improve product development in an organization. Throughout the book, the lean philosophy is followed. Further, the books covers the important role of Continuous Improvement as the motor for applying lean concepts. The Concept is presented as a process that prevents getting stuck or slipping back.</div></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;"></del></div></td><td colspan="2" class="diff-side-added"></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== References ==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== References ==</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div><references /></div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div><references /></div></td></tr> </table>

S212703 http://13.50.150.85/index.php?title=Continuous_Improvement_/_Kaizen&diff=122588&oldid=prev S212703 at 19:48, 27 March 2022 2022-03-27T19:48:02Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:48, 27 March 2022</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l129">Line 129:</td> <td colspan="2" class="diff-lineno">Line 129:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Continuous Improvement can be implemented in an organization in different ways and to different extends. Whether the concept is implemented within a large campaign or in a more slow and organic manner depends on the needs and capabilities of each individual organization. It is important however, that the introduction of Continuous Improvement is not seen as a project, but as an ongoing process. The following chapter will present recommendations on how to implement Continuous Improvements as well as considerations that should be taken into account for both the preparation or implementation and actual execution phase.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Continuous Improvement can be implemented in an organization in different ways and to different extends. Whether the concept is implemented within a large campaign or in a more slow and organic manner depends on the needs and capabilities of each individual organization. It is important however, that the introduction of Continuous Improvement is not seen as a project, but as an ongoing process. The following chapter will present recommendations on how to implement Continuous Improvements as well as considerations that should be taken into account for both the preparation or implementation and actual execution phase.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>[[File:Target Condition Continuous Improvement.png|thumb|<del style="font-weight: bold; text-decoration: none;">450px</del>|right|Figure 4: Reaching a target condition through incremental improvement steps<ref name="lean pd">L. G. Trabasso and M. V. P. Pessoa, The Lean Product Design and Development Journey, Springer International Publishing, 2016.</ref>]]</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>[[File:Target Condition Continuous Improvement.png|thumb|<ins style="font-weight: bold; text-decoration: none;">550px</ins>|right|Figure 4: Reaching a target condition through incremental improvement steps<ref name="lean pd">L. G. Trabasso and M. V. P. Pessoa, The Lean Product Design and Development Journey, Springer International Publishing, 2016.</ref>]]</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Describing a clear target condition:''' A first fundamental step in implementing continuous improvement is to define a target condition that describes a desired future situation. Describing a vision assures that all improvement efforts are clearly directed towards it. Change is only considered improvement when it is directed towards a common goal. The target conditions functions as guide for all involved people. The target condition should be medium to long term but can be supplemented by short term goals. By eliminating causes of hurdles on the way towards the vision, improvement is achieved step by step (see figure 4). Expressing the target state in terms of key indicators ensures a common understanding of the target and allows a clear statement on the extent to which improvements have been made [7]. The target condition is often already included in a company’s vision or strategy.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Describing a clear target condition:''' A first fundamental step in implementing continuous improvement is to define a target condition that describes a desired future situation. Describing a vision assures that all improvement efforts are clearly directed towards it. Change is only considered improvement when it is directed towards a common goal. The target conditions functions as guide for all involved people. The target condition should be medium to long term but can be supplemented by short term goals. By eliminating causes of hurdles on the way towards the vision, improvement is achieved step by step (see figure 4). Expressing the target state in terms of key indicators ensures a common understanding of the target and allows a clear statement on the extent to which improvements have been made [7]. The target condition is often already included in a company’s vision or strategy.</div></td></tr> </table>

S212703 http://13.50.150.85/index.php?title=Continuous_Improvement_/_Kaizen&diff=122582&oldid=prev S212703 at 19:46, 27 March 2022 2022-03-27T19:46:49Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:46, 27 March 2022</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l196">Line 196:</td> <td colspan="2" class="diff-lineno">Line 196:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* '''Value Stream Mapping:''' Lean-Management method that helps analyzing the current state of process as well as designing a future state. Follows the path of the value in its partial steps until it reaches the customer (https://en.wikipedia.org/wiki/Value-stream_mapping).</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* '''Value Stream Mapping:''' Lean-Management method that helps analyzing the current state of process as well as designing a future state. Follows the path of the value in its partial steps until it reaches the customer (https://en.wikipedia.org/wiki/Value-stream_mapping).</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>== Limitations <del style="font-weight: bold; text-decoration: none;">of Continuous Improvement </del>==</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>== Limitations <ins style="font-weight: bold; text-decoration: none;">and Drawbacks </ins>==</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Even though Continuous Improvement is an easy and cheap concept for organizations, some limitations must be taken into account.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Even though Continuous Improvement is an easy and cheap concept for organizations, some limitations must be taken into account.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* '''Only suitable for consolidated Processes:''' Continuous Improvement can not be applied in a steadily changing environment. A company for instance that is specialized in delivering projects as a service, might experience a high diversity in their services. When standards are applied only to a low extend, then continuous has no base from which improvement can be achieved. The more the process idea is anchored in project management, the better continuous improvement can be implemented.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>* '''Only suitable for consolidated Processes:''' Continuous Improvement can not be applied in a steadily changing environment. A company for instance that is specialized in delivering projects as a service, might experience a high diversity in their services. When standards are applied only to a low extend, then continuous has no base from which improvement can be achieved. The more the process idea is anchored in project management, the better continuous improvement can be implemented.</div></td></tr> </table>

S212703 http://13.50.150.85/index.php?title=Continuous_Improvement_/_Kaizen&diff=122572&oldid=prev S212703 at 19:40, 27 March 2022 2022-03-27T19:40:13Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:40, 27 March 2022</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l152">Line 152:</td> <td colspan="2" class="diff-lineno">Line 152:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div> </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div> </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Figure 1 shows a typical model of the Ishikawa Diagram. A problem is usually written on the right side of the model which is then connected to potential main causes. The main causes build the “bones” of the model. For the main causes, the 5M (Material, Machine, Manpower, Method and Milieu) are often used as a starting point. Afterwards, sub causes are added to the main causes. Theses sub causes are represented by the horizontal lines attach to main causes. The causes are usually identified in brainstorming activities, conducted by multidisciplinary teams. The subdivision of causes is done, til the problem at hand has been understood completely<ref name="QM-Tools">R. K. Sharma, "Quality management tools and standards," in Quality Management Practices in MSME Sectors, Springer Science and Business Media Deutschland GmbH, 2021, pp. 25-62.</ref>. The causes are then tested for validity by executing the improvement actions until the desired effect has occurred, i.e. the problem has been solved. The effectiveness of the measures is usually confirmed by comparing the previously considered key figures.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>Figure 1 shows a typical model of the Ishikawa Diagram. A problem is usually written on the right side of the model which is then connected to potential main causes. The main causes build the “bones” of the model. For the main causes, the 5M (Material, Machine, Manpower, Method and Milieu) are often used as a starting point. Afterwards, sub causes are added to the main causes. Theses sub causes are represented by the horizontal lines attach to main causes. The causes are usually identified in brainstorming activities, conducted by multidisciplinary teams. The subdivision of causes is done, til the problem at hand has been understood completely<ref name="QM-Tools">R. K. Sharma, "Quality management tools and standards," in Quality Management Practices in MSME Sectors, Springer Science and Business Media Deutschland GmbH, 2021, pp. 25-62.</ref>. The causes are then tested for validity by executing the improvement actions until the desired effect has occurred, i.e. the problem has been solved. The effectiveness of the measures is usually confirmed by comparing the previously considered key figures.</div></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;"></del></div></td><td colspan="2" class="diff-side-added"></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;"></del></div></td><td colspan="2" class="diff-side-added"></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;"></del></div></td><td colspan="2" class="diff-side-added"></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div><del style="font-weight: bold; text-decoration: none;"></del></div></td><td colspan="2" class="diff-side-added"></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l169">Line 169:</td> <td colspan="2" class="diff-lineno">Line 165:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>==== 5-Why Analysis ====</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>==== 5-Why Analysis ====</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Another tool that is used in Continuous Improvement is the 5-Why. The tool tries to tackle the same issue as the Ishikawa Diagram, identifying the root cause of a problem, so that it does not occur again. The tool is applied by looking at a symptom (problem) and asking why it happened. The answer to why is then questioned 5 times. The process can usually be terminated if the why questions do not yield any new insights. Similarly, the why question can be asked more than five times<ref name="5-Why">O. Serrat, "The 5-Whys Technique," February 2009. [Online]. Available: https://www.adb.org/publications/five-whys-technique.</ref>. The principle is illustrated as an example in figure 6.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Another tool that is used in Continuous Improvement is the 5-Why <ins style="font-weight: bold; text-decoration: none;">Analysis</ins>. The tool tries to tackle the same issue as the Ishikawa Diagram, identifying the root cause of a problem, so that it does not occur again. The tool is applied by looking at a symptom (problem) and asking why it happened. The answer to <ins style="font-weight: bold; text-decoration: none;">''</ins>why<ins style="font-weight: bold; text-decoration: none;">'' </ins>is then questioned <ins style="font-weight: bold; text-decoration: none;">''</ins>5 times<ins style="font-weight: bold; text-decoration: none;">''</ins>. The process can usually be terminated if the why questions do not yield any new insights. Similarly, the why question can be asked more than five times<ref name="5-Why">O. Serrat, "The 5-Whys Technique," February 2009. [Online]. Available: https://www.adb.org/publications/five-whys-technique.</ref>. The principle is illustrated as an example in figure 6.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div> </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div> </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The advantage of this systematic approach is that it is simple, easy to implement and can be used for most problems. However, there are some conditions that should be met for effective use of the tool. First, the problem at hand must be described in sufficient detail to allow conclusions to be drawn about causes. Second, questions must be answered truthfully. And last, it must be desired to analyze the problem down to the root cause and not to force symptom fighting in order to be able to achieve quick but not sustainable improvements. Identical to the Ishikawa Model, the 5 Why Method can be used individually, but works best when conducted by a multidisciplinary team<ref name="5-Why">O. Serrat, "The 5-Whys Technique," February 2009. [Online]. Available: https://www.adb.org/publications/five-whys-technique.</ref>.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The advantage of this systematic approach is that it is simple, easy to implement and can be used for most problems. However, there are some conditions that should be met for effective use of the tool. First, the problem at hand must be described in sufficient detail to allow conclusions to be drawn about causes. Second, questions must be answered truthfully. And last, it must be desired to analyze the problem down to the root cause and not to force symptom fighting in order to be able to achieve quick but not sustainable improvements. Identical to the Ishikawa Model, the 5 Why Method can be used individually, but works best when conducted by a multidisciplinary team<ref name="5-Why">O. Serrat, "The 5-Whys Technique," February 2009. [Online]. Available: https://www.adb.org/publications/five-whys-technique.</ref>.</div></td></tr> </table>

S212703 http://13.50.150.85/index.php?title=Continuous_Improvement_/_Kaizen&diff=122570&oldid=prev S212703 at 19:38, 27 March 2022 2022-03-27T19:38:13Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:38, 27 March 2022</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l149">Line 149:</td> <td colspan="2" class="diff-lineno">Line 149:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>==== Ishikawa Diagram ====</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>==== Ishikawa Diagram ====</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>A tool commonly used tool in connection with Continuous Improvement is the Ishikawa Diagram. The tool is also known as Root-Cause or Fishbone Diagram. The Ishikawa Diagram is a systemic approach to identify causes for a problem at hand. The main goal of the Ishikawa diagram is to reveal and break down the various causes that contribute to a problem. The identified causes are then addressed through mitigation measures. </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>A tool commonly used tool in connection with Continuous Improvement is the Ishikawa Diagram. The tool is also known as Root-Cause or Fishbone Diagram. The Ishikawa Diagram is a systemic approach to identify causes for a problem at hand. The main goal of the Ishikawa diagram is to reveal and break down the various causes that contribute to a problem. The identified causes are then addressed through mitigation measures.</div></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Figure 1 shows a typical model of the Ishikawa Diagram. A problem is usually written on the right side of the model which is then connected to potential main causes. The main causes build the “bones” of the model. For the main causes, the 5M (Material, Machine, Manpower, Method and Milieu) are often used as a starting point. Afterwards, sub causes are added to the main causes. Theses sub causes are represented by the horizontal lines attach to main causes. The causes are usually identified in brainstorming activities, conducted by multidisciplinary teams. The subdivision of causes is done, til the problem at hand has been understood completely<ref name="QM-Tools">R. K. Sharma, "Quality management tools and standards," in Quality Management Practices in MSME Sectors, Springer Science and Business Media Deutschland GmbH, 2021, pp. 25-62.</ref>. The causes are then tested for validity until the desired effect has occurred<del style="font-weight: bold; text-decoration: none;">. </del>i.e.<del style="font-weight: bold; text-decoration: none;">, </del>the problem has been solved.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;"> </ins></div></td></tr> <tr><td colspan="2" class="diff-side-deleted"></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Figure 1 shows a typical model of the Ishikawa Diagram. A problem is usually written on the right side of the model which is then connected to potential main causes. The main causes build the “bones” of the model. For the main causes, the 5M (Material, Machine, Manpower, Method and Milieu) are often used as a starting point. Afterwards, sub causes are added to the main causes. Theses sub causes are represented by the horizontal lines attach to main causes. The causes are usually identified in brainstorming activities, conducted by multidisciplinary teams. The subdivision of causes is done, til the problem at hand has been understood completely<ref name="QM-Tools">R. K. Sharma, "Quality management tools and standards," in Quality Management Practices in MSME Sectors, Springer Science and Business Media Deutschland GmbH, 2021, pp. 25-62.</ref>. The causes are then tested for validity <ins style="font-weight: bold; text-decoration: none;">by executing the improvement actions </ins>until the desired effect has occurred<ins style="font-weight: bold; text-decoration: none;">, </ins>i.e. the problem has been solved<ins style="font-weight: bold; text-decoration: none;">. The effectiveness of the measures is usually confirmed by comparing the previously considered key figures</ins>.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l168">Line 168:</td> <td colspan="2" class="diff-lineno">Line 169:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>==== 5-Why Analysis ====</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>==== 5-Why Analysis ====</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Another tool that is used in Continuous Improvement is the 5-Why. The tool tries to tackle the same issue as the Ishikawa Diagram, identifying the root cause of a problem, so that it does not occur again. The tool is applied by looking at a symptom (problem) and asking why it happened. The answer to why is then questioned 5 times. The process can usually be terminated if the why questions do not yield any new insights. Similarly, the why question can be asked more than five times<ref name="5-Why">O. Serrat, "The 5-Whys Technique," February 2009. [Online]. Available: https://www.adb.org/publications/five-whys-technique.</ref>. The principle is illustrated as an example in figure 6. </div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Another tool that is used in Continuous Improvement is the 5-Why. The tool tries to tackle the same issue as the Ishikawa Diagram, identifying the root cause of a problem, so that it does not occur again. The tool is applied by looking at a symptom (problem) and asking why it happened. The answer to why is then questioned 5 times. The process can usually be terminated if the why questions do not yield any new insights. Similarly, the why question can be asked more than five times<ref name="5-Why">O. Serrat, "The 5-Whys Technique," February 2009. [Online]. Available: https://www.adb.org/publications/five-whys-technique.</ref>. The principle is illustrated as an example in figure 6.</div></td></tr> <tr><td colspan="2" class="diff-side-deleted"></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;"> </ins></div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The advantage of this systematic approach is that it is simple, easy to implement and can be used for most problems. However, there are some conditions that should be met for effective use of the tool. First, the problem at hand must be described in sufficient detail to allow conclusions to be drawn about causes. Second, questions must be answered truthfully. And last, it must be desired to analyze the problem down to the root cause and not to force symptom fighting in order to be able to achieve quick but not sustainable improvements. Identical to the Ishikawa Model, the 5 Why Method can be used individually, but works best when conducted by a multidisciplinary team<ref name="5-Why">O. Serrat, "The 5-Whys Technique," February 2009. [Online]. Available: https://www.adb.org/publications/five-whys-technique.</ref>.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>The advantage of this systematic approach is that it is simple, easy to implement and can be used for most problems. However, there are some conditions that should be met for effective use of the tool. First, the problem at hand must be described in sufficient detail to allow conclusions to be drawn about causes. Second, questions must be answered truthfully. And last, it must be desired to analyze the problem down to the root cause and not to force symptom fighting in order to be able to achieve quick but not sustainable improvements. Identical to the Ishikawa Model, the 5 Why Method can be used individually, but works best when conducted by a multidisciplinary team<ref name="5-Why">O. Serrat, "The 5-Whys Technique," February 2009. [Online]. Available: https://www.adb.org/publications/five-whys-technique.</ref>.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>A practical application of the tool could look like the following:</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>A practical application of the tool could look like the following:</div></td></tr> </table>

S212703 http://13.50.150.85/index.php?title=Continuous_Improvement_/_Kaizen&diff=122565&oldid=prev S212703 at 19:32, 27 March 2022 2022-03-27T19:32:55Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:32, 27 March 2022</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l144">Line 144:</td> <td colspan="2" class="diff-lineno">Line 144:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Tools and Methods ==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Tools and Methods ==</div></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>Within the Concept of Continuous Improvement, several Tools can be used in the process. <del style="font-weight: bold; text-decoration: none;">The are used for different purposes such as idea generation and problem analysis. </del>The following chapter will introduce commonly used tools for problem analysis as well as list of further helpful tools.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>Within the Concept of Continuous Improvement, several Tools can be used in the <ins style="font-weight: bold; text-decoration: none;">improvement </ins>process. <ins style="font-weight: bold; text-decoration: none;"> </ins>The following chapter will introduce commonly used tools for problem analysis as well as list of further helpful tools.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>[[File:Ishikawa.png|thumb|550px|left|Figure 5: Concept of the Ishikawa Diagram<ref name="QM-Tools">R. K. Sharma, "Quality management tools and standards," in Quality Management Practices in MSME Sectors, Springer Science and Business Media Deutschland GmbH, 2021, pp. 25-62.</ref>]]</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>[[File:Ishikawa.png|thumb|550px|left|Figure 5: Concept of the Ishikawa Diagram<ref name="QM-Tools">R. K. Sharma, "Quality management tools and standards," in Quality Management Practices in MSME Sectors, Springer Science and Business Media Deutschland GmbH, 2021, pp. 25-62.</ref>]]</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> </table>

S212703 http://13.50.150.85/index.php?title=Continuous_Improvement_/_Kaizen&diff=122563&oldid=prev S212703 at 19:30, 27 March 2022 2022-03-27T19:30:09Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:30, 27 March 2022</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l141">Line 141:</td> <td colspan="2" class="diff-lineno">Line 141:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>In the early stages of Continuous Improvement it is recommended to start with a pilot. Depending on the organizational environment that projects are carried out in, this can for instance be a single department. By limiting the scope of the initial activities, it is easy for all employees involved to clearly see the benefits. This also ensures that the organization has the necessary resources to implement all defined measures and thus maintain motivation.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>In the early stages of Continuous Improvement it is recommended to start with a pilot. Depending on the organizational environment that projects are carried out in, this can for instance be a single department. By limiting the scope of the initial activities, it is easy for all employees involved to clearly see the benefits. This also ensures that the organization has the necessary resources to implement all defined measures and thus maintain motivation.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Solving in Interdisciplinary Teams:''' To benefit from the different capabilities and expertise, multidisciplinary teams should be used as much as possible in the problem-solving process. The solution generation can also be examined within the initial workshop. Within this process, problem solving techniques such as 5-Why or Ishikawa should be used (See Chapter Tools and Methods in Continuous Improvements). By evaluating and prioritizing solutions in terms of suitability, a clear plan of measures is created. The implementation of measures works accordingly to the PDCA Cycle. The Team needs to be kept updated about the successful implementation improvement measures. Furthermore, the team needs to be acknowledged for their achievements<ref name="main">J. L. Garcia-Alcaraz, M. Oropesa-Vento and A. A. Maldonado-Macias, Kaizen, Planning, Implementing and Controlling, Springer International Publishing, 2017.</ref>.</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Solving in Interdisciplinary Teams:''' To benefit from the different capabilities and expertise, multidisciplinary teams should be used as much as possible in the problem-solving process. The solution generation can also be examined within the initial workshop. Within this process, problem solving techniques such as 5-Why or Ishikawa should be used (See Chapter Tools and Methods in Continuous Improvements). By evaluating and prioritizing solutions in terms of suitability, a clear plan of measures is created. The implementation of measures works accordingly to the PDCA Cycle. The Team needs to be kept updated about the successful implementation improvement measures <ins style="font-weight: bold; text-decoration: none;">in regular follow ups</ins>. Furthermore, the team needs to be acknowledged for their achievements<ref name="main">J. L. Garcia-Alcaraz, M. Oropesa-Vento and A. A. Maldonado-Macias, Kaizen, Planning, Implementing and Controlling, Springer International Publishing, 2017.</ref>.</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Tools and Methods ==</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>== Tools and Methods ==</div></td></tr> </table>

S212703 http://13.50.150.85/index.php?title=Continuous_Improvement_/_Kaizen&diff=122552&oldid=prev S212703 at 19:22, 27 March 2022 2022-03-27T19:22:56Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:22, 27 March 2022</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l138">Line 138:</td> <td colspan="2" class="diff-lineno">Line 138:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Detection:''' The actual process of Continuous Improvement starts with the detection of problems in organizational processes. A classical way of analysing processes is by conducting a value stream mapping. Within value stream mapping, the companies workflow, including all activities and people that contribute to delivering value to the customer wihtin the project are mapped out. This is done by separating a project into single value streams. The result is a visualization of the process with key information regarding material and information flows. The visualization can then be used for further analysis, with the goal of identifying parts of the workflow that require resources but do not create value for the customer<ref name="CI Concept">M. Helmold, Lean Management and Kaizen - Fundamentals from Cases and Examples in Operations and Supply Chain Management, Springer, 2020. </ref>. Workshops or Circles, such as a Kaizen Event, are a suitable tool to examine the visualized processes and workflows in the team. Another possibility is to address problems in regular (e.g. daily morning meeting). It’s important to clearly define, where the current situation deviates from the targeted condition. Again, it’s beneficial if this can be expressed through Key Indicators [2].</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Detection:''' The actual process of Continuous Improvement starts with the detection of problems in organizational processes. A classical way of analysing processes is by conducting a value stream mapping. Within value stream mapping, the companies workflow, including all activities and people that contribute to delivering value to the customer wihtin the project are mapped out. This is done by separating a project into single value streams. The result is a visualization of the process with key information regarding material and information flows. The visualization can then be used for further analysis, with the goal of identifying parts of the workflow that require resources but do not create value for the customer<ref name="CI Concept">M. Helmold, Lean Management and Kaizen - Fundamentals from Cases and Examples in Operations and Supply Chain Management, Springer, 2020. </ref>. Workshops or Circles, such as a Kaizen Event, are a suitable tool to examine the visualized processes and workflows in the team. Another possibility is to address problems in regular (e.g. daily morning meeting). It’s important to clearly define, where the current situation deviates from the targeted condition. Again, it’s beneficial if this can be expressed through Key Indicators [2].</div></td></tr> <tr><td colspan="2" class="diff-side-deleted"></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;"></ins></div></td></tr> <tr><td colspan="2" class="diff-side-deleted"></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div><ins style="font-weight: bold; text-decoration: none;">In the early stages of Continuous Improvement it is recommended to start with a pilot. Depending on the organizational environment that projects are carried out in, this can for instance be a single department. By limiting the scope of the initial activities, it is easy for all employees involved to clearly see the benefits. This also ensures that the organization has the necessary resources to implement all defined measures and thus maintain motivation.</ins></div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Solving in Interdisciplinary Teams:''' To benefit from the different capabilities and expertise, multidisciplinary teams should be used as much as possible in the problem-solving process. The solution generation can also be examined within the initial workshop. Within this process, problem solving techniques such as 5-Why or Ishikawa should be used (See Chapter Tools and Methods in Continuous Improvements). By evaluating and prioritizing solutions in terms of suitability, a clear plan of measures is created. The implementation of measures works accordingly to the PDCA Cycle. The Team needs to be kept updated about the successful implementation improvement measures. Furthermore, the team needs to be acknowledged for their achievements<ref name="main">J. L. Garcia-Alcaraz, M. Oropesa-Vento and A. A. Maldonado-Macias, Kaizen, Planning, Implementing and Controlling, Springer International Publishing, 2017.</ref>.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Solving in Interdisciplinary Teams:''' To benefit from the different capabilities and expertise, multidisciplinary teams should be used as much as possible in the problem-solving process. The solution generation can also be examined within the initial workshop. Within this process, problem solving techniques such as 5-Why or Ishikawa should be used (See Chapter Tools and Methods in Continuous Improvements). By evaluating and prioritizing solutions in terms of suitability, a clear plan of measures is created. The implementation of measures works accordingly to the PDCA Cycle. The Team needs to be kept updated about the successful implementation improvement measures. Furthermore, the team needs to be acknowledged for their achievements<ref name="main">J. L. Garcia-Alcaraz, M. Oropesa-Vento and A. A. Maldonado-Macias, Kaizen, Planning, Implementing and Controlling, Springer International Publishing, 2017.</ref>.</div></td></tr> </table>

S212703 http://13.50.150.85/index.php?title=Continuous_Improvement_/_Kaizen&diff=122543&oldid=prev S212703 at 19:18, 27 March 2022 2022-03-27T19:18:08Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:18, 27 March 2022</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l137">Line 137:</td> <td colspan="2" class="diff-lineno">Line 137:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Human Resources Training:''' With potentially all employees being included in continuous improvement, a certain knowledge level is required to effectively apply the concept. The level of knowledge depends on the different roles in the organization, however basic in problem solving methods (Fishbone, 5-Why, Pareto Analysis) are recommended<ref name="main">J. L. Garcia-Alcaraz, M. Oropesa-Vento and A. A. Maldonado-Macias, Kaizen, Planning, Implementing and Controlling, Springer International Publishing, 2017.</ref>. </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Human Resources Training:''' With potentially all employees being included in continuous improvement, a certain knowledge level is required to effectively apply the concept. The level of knowledge depends on the different roles in the organization, however basic in problem solving methods (Fishbone, 5-Why, Pareto Analysis) are recommended<ref name="main">J. L. Garcia-Alcaraz, M. Oropesa-Vento and A. A. Maldonado-Macias, Kaizen, Planning, Implementing and Controlling, Springer International Publishing, 2017.</ref>. </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Detection:''' The actual process of Continuous Improvement starts with the detection of problems in organizational processes. A classical way of analysing processes is by conducting a value stream mapping. Within value stream mapping, the companies workflow, including all activities and people that contribute to delivering value to the customer wihtin the project are mapped out. This is done by separating a project into single value streams. The result is a visualization of the process with key information regarding material and information flows. The visualization can then be used for further analysis, with the goal of identifying parts of the workflow that require resources but do not create value for the customer<ref name="CI Concept">M. Helmold, Lean Management and Kaizen - Fundamentals from Cases and Examples in Operations and Supply Chain Management, Springer, 2020. </ref>. Workshops or Circles, such as a Kaizen Event are a suitable tool to examine processes and workflows <del style="font-weight: bold; text-decoration: none;">with regard to weaknesses </del>in the team. Another possibility is to address problems in regular (e.g. daily morning meeting). It’s important to clearly define, where the current situation deviates from the targeted condition. Again, it’s beneficial if this can be expressed through Key Indicators [2].</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Detection:''' The actual process of Continuous Improvement starts with the detection of problems in organizational processes. A classical way of analysing processes is by conducting a value stream mapping. Within value stream mapping, the companies workflow, including all activities and people that contribute to delivering value to the customer wihtin the project are mapped out. This is done by separating a project into single value streams. The result is a visualization of the process with key information regarding material and information flows. The visualization can then be used for further analysis, with the goal of identifying parts of the workflow that require resources but do not create value for the customer<ref name="CI Concept">M. Helmold, Lean Management and Kaizen - Fundamentals from Cases and Examples in Operations and Supply Chain Management, Springer, 2020. </ref>. Workshops or Circles, such as a Kaizen Event<ins style="font-weight: bold; text-decoration: none;">, </ins>are a suitable tool to examine <ins style="font-weight: bold; text-decoration: none;">the visualized </ins>processes and workflows in the team. Another possibility is to address problems in regular (e.g. daily morning meeting). It’s important to clearly define, where the current situation deviates from the targeted condition. Again, it’s beneficial if this can be expressed through Key Indicators [2].</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Solving in Interdisciplinary Teams:''' To benefit from the different capabilities and expertise, multidisciplinary teams should be used as much as possible in the problem-solving process. The solution generation can also be examined within the initial workshop. Within this process, problem solving techniques such as 5-Why or Ishikawa should be used (See Chapter Tools and Methods in Continuous Improvements). By evaluating and prioritizing solutions in terms of suitability, a clear plan of measures is created. The implementation of measures works accordingly to the PDCA Cycle. The Team needs to be kept updated about the successful implementation improvement measures. Furthermore, the team needs to be acknowledged for their achievements<ref name="main">J. L. Garcia-Alcaraz, M. Oropesa-Vento and A. A. Maldonado-Macias, Kaizen, Planning, Implementing and Controlling, Springer International Publishing, 2017.</ref>.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Solving in Interdisciplinary Teams:''' To benefit from the different capabilities and expertise, multidisciplinary teams should be used as much as possible in the problem-solving process. The solution generation can also be examined within the initial workshop. Within this process, problem solving techniques such as 5-Why or Ishikawa should be used (See Chapter Tools and Methods in Continuous Improvements). By evaluating and prioritizing solutions in terms of suitability, a clear plan of measures is created. The implementation of measures works accordingly to the PDCA Cycle. The Team needs to be kept updated about the successful implementation improvement measures. Furthermore, the team needs to be acknowledged for their achievements<ref name="main">J. L. Garcia-Alcaraz, M. Oropesa-Vento and A. A. Maldonado-Macias, Kaizen, Planning, Implementing and Controlling, Springer International Publishing, 2017.</ref>.</div></td></tr> </table>

S212703 http://13.50.150.85/index.php?title=Continuous_Improvement_/_Kaizen&diff=122539&oldid=prev S212703 at 19:16, 27 March 2022 2022-03-27T19:16:14Z

<p></p> <table style="background-color: #fff; color: #202122;" data-mw="interface"> <col class="diff-marker" /> <col class="diff-content" /> <col class="diff-marker" /> <col class="diff-content" /> <tr class="diff-title" lang="en-GB"> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">← Older revision</td> <td colspan="2" style="background-color: #fff; color: #202122; text-align: center;">Revision as of 19:16, 27 March 2022</td> </tr><tr><td colspan="2" class="diff-lineno" id="mw-diff-left-l137">Line 137:</td> <td colspan="2" class="diff-lineno">Line 137:</td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Human Resources Training:''' With potentially all employees being included in continuous improvement, a certain knowledge level is required to effectively apply the concept. The level of knowledge depends on the different roles in the organization, however basic in problem solving methods (Fishbone, 5-Why, Pareto Analysis) are recommended<ref name="main">J. L. Garcia-Alcaraz, M. Oropesa-Vento and A. A. Maldonado-Macias, Kaizen, Planning, Implementing and Controlling, Springer International Publishing, 2017.</ref>. </div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Human Resources Training:''' With potentially all employees being included in continuous improvement, a certain knowledge level is required to effectively apply the concept. The level of knowledge depends on the different roles in the organization, however basic in problem solving methods (Fishbone, 5-Why, Pareto Analysis) are recommended<ref name="main">J. L. Garcia-Alcaraz, M. Oropesa-Vento and A. A. Maldonado-Macias, Kaizen, Planning, Implementing and Controlling, Springer International Publishing, 2017.</ref>. </div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker" data-marker="−"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #ffe49c; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Detection:''' The <del style="font-weight: bold; text-decoration: none;">Process </del>of Continuous Improvement starts with the detection of problems in organizational processes. A classical way of analysing processes is by conducting a value stream mapping. Within value stream mapping, the companies workflow, including all activities and people that contribute to delivering value to the customer wihtin the project are mapped out. This is done by separating a project into single value streams. The result is a visualization of the process with key information regarding material and information flows. The visualization can then be used for further analysis, with the goal of identifying parts of the workflow that require resources but do not create value for the customer<ref name="CI Concept">M. Helmold, Lean Management and Kaizen - Fundamentals from Cases and Examples in Operations and Supply Chain Management, Springer, 2020. </ref>. Workshops or Circles, such as a Kaizen Event are a suitable tool to examine processes and workflows with regard to weaknesses in the team. Another possibility is to address problems in regular (e.g. daily morning meeting). It’s important to clearly define, where the current situation deviates from the targeted condition. Again, it’s beneficial if this can be expressed through Key Indicators [2].</div></td><td class="diff-marker" data-marker="+"></td><td style="color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #a3d3ff; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Detection:''' The <ins style="font-weight: bold; text-decoration: none;">actual process </ins>of Continuous Improvement starts with the detection of problems in organizational processes. A classical way of analysing processes is by conducting a value stream mapping. Within value stream mapping, the companies workflow, including all activities and people that contribute to delivering value to the customer wihtin the project are mapped out. This is done by separating a project into single value streams. The result is a visualization of the process with key information regarding material and information flows. The visualization can then be used for further analysis, with the goal of identifying parts of the workflow that require resources but do not create value for the customer<ref name="CI Concept">M. Helmold, Lean Management and Kaizen - Fundamentals from Cases and Examples in Operations and Supply Chain Management, Springer, 2020. </ref>. Workshops or Circles, such as a Kaizen Event are a suitable tool to examine processes and workflows with regard to weaknesses in the team. Another possibility is to address problems in regular (e.g. daily morning meeting). It’s important to clearly define, where the current situation deviates from the targeted condition. Again, it’s beneficial if this can be expressed through Key Indicators [2].</div></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><br></td></tr> <tr><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Solving in Interdisciplinary Teams:''' To benefit from the different capabilities and expertise, multidisciplinary teams should be used as much as possible in the problem-solving process. The solution generation can also be examined within the initial workshop. Within this process, problem solving techniques such as 5-Why or Ishikawa should be used (See Chapter Tools and Methods in Continuous Improvements). By evaluating and prioritizing solutions in terms of suitability, a clear plan of measures is created. The implementation of measures works accordingly to the PDCA Cycle. The Team needs to be kept updated about the successful implementation improvement measures. Furthermore, the team needs to be acknowledged for their achievements<ref name="main">J. L. Garcia-Alcaraz, M. Oropesa-Vento and A. A. Maldonado-Macias, Kaizen, Planning, Implementing and Controlling, Springer International Publishing, 2017.</ref>.</div></td><td class="diff-marker"></td><td style="background-color: #f8f9fa; color: #202122; font-size: 88%; border-style: solid; border-width: 1px 1px 1px 4px; border-radius: 0.33em; border-color: #eaecf0; vertical-align: top; white-space: pre-wrap;"><div>'''Problem Solving in Interdisciplinary Teams:''' To benefit from the different capabilities and expertise, multidisciplinary teams should be used as much as possible in the problem-solving process. The solution generation can also be examined within the initial workshop. Within this process, problem solving techniques such as 5-Why or Ishikawa should be used (See Chapter Tools and Methods in Continuous Improvements). By evaluating and prioritizing solutions in terms of suitability, a clear plan of measures is created. The implementation of measures works accordingly to the PDCA Cycle. The Team needs to be kept updated about the successful implementation improvement measures. Furthermore, the team needs to be acknowledged for their achievements<ref name="main">J. L. Garcia-Alcaraz, M. Oropesa-Vento and A. A. Maldonado-Macias, Kaizen, Planning, Implementing and Controlling, Springer International Publishing, 2017.</ref>.</div></td></tr> </table>

S212703