The Kaizen Method in Project Management - Revision history

S212602: /* Kaizen-Teian */

2022-03-27T13:56:18Z

Kaizen-Teian

← Older revision		Revision as of 13:56, 27 March 2022
Line 17:		Line 17:
	There are two directions in kaizen teian activity, which are:		There are two directions in kaizen teian activity, which are:
	*ideas for increasing sales		*ideas for increasing sales
	*ideas for keeping costs down		*ideas for keeping costs down<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier, 1991</ref>

	Continuous improvement proposals linked to '''increased sales''' include ideas for improving service , product image, product selection, display methods, quality of goods, and similar innovations. These improvement ideas arise most commonly in the areas of marketing, sales and service. As a company matures, proposals of this type gain importance. On the other hand, it is virtually improssible to measure the direct effect of such innovations on improved sales, because sales results are influenced by many complex factors.		Continuous improvement proposals linked to '''increased sales''' include ideas for improving service , product image, product selection, display methods, quality of goods, and similar innovations. These improvement ideas arise most commonly in the areas of marketing, sales and service. As a company matures, proposals of this type gain importance. On the other hand, it is virtually improssible to measure the direct effect of such innovations on improved sales, because sales results are influenced by many complex factors.<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier, 1991</ref>

	'''Keeping costs down''' is achievable by working more efficiently, while eliminating low quality, overwork, waste and inconsistency and by constantly bringing forward creative proposals that help reduce costs as much as possible. Most of the kazen teian improvements designed to improve production at the workplace fall into this category. More often than not, these innovations result from things that workers notice in their workplace, so the effect of such improvement can usually be measured easily. It is more difficult to measure intangible factors such as the boost to worker morale that results from creative improvements in the workplace or place of production.		'''Keeping costs down''' is achievable by working more efficiently, while eliminating low quality, overwork, waste and inconsistency and by constantly bringing forward creative proposals that help reduce costs as much as possible. Most of the kazen teian improvements designed to improve production at the workplace fall into this category. More often than not, these innovations result from things that workers notice in their workplace, so the effect of such improvement can usually be measured easily. It is more difficult to measure intangible factors such as the boost to worker morale that results from creative improvements in the workplace or place of production.<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier, 1991</ref>

	== Process ==		== Process ==

S212602: /* Kaizen-Teian */

2022-03-27T13:55:42Z

Kaizen-Teian

← Older revision		Revision as of 13:55, 27 March 2022
Line 15:		Line 15:
	''Teian'' is often translated simply as "suggestion" by American companies, whereas in Japan it means "proposal"<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier, 1991</ref>		''Teian'' is often translated simply as "suggestion" by American companies, whereas in Japan it means "proposal"<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier, 1991</ref>
	. Together with kaizen, they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business<ref name="VOCOLI">https://www.vocoli.com/blog/september-2013/what-is-kaizen-teian/</ref>.		. Together with kaizen, they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business<ref name="VOCOLI">https://www.vocoli.com/blog/september-2013/what-is-kaizen-teian/</ref>.
			There are two directions in kaizen teian activity, which are:
			*ideas for increasing sales
			*ideas for keeping costs down

			Continuous improvement proposals linked to '''increased sales''' include ideas for improving service , product image, product selection, display methods, quality of goods, and similar innovations. These improvement ideas arise most commonly in the areas of marketing, sales and service. As a company matures, proposals of this type gain importance. On the other hand, it is virtually improssible to measure the direct effect of such innovations on improved sales, because sales results are influenced by many complex factors.

			'''Keeping costs down''' is achievable by working more efficiently, while eliminating low quality, overwork, waste and inconsistency and by constantly bringing forward creative proposals that help reduce costs as much as possible. Most of the kazen teian improvements designed to improve production at the workplace fall into this category. More often than not, these innovations result from things that workers notice in their workplace, so the effect of such improvement can usually be measured easily. It is more difficult to measure intangible factors such as the boost to worker morale that results from creative improvements in the workplace or place of production.

	== Process ==		== Process ==

S212602: /* Introduction */

2022-03-24T20:11:19Z

Introduction

← Older revision		Revision as of 20:11, 24 March 2022
Line 1:		Line 1:

	== Introduction ==		== Introduction ==
	[[File:Kaizen-1.png\|frame\|https://wellimaginethat.com.au/kaizen-art-continual-improvement/]]		[[File:Kaizen-1.png\|frame\| <ref name=“PICTURE”>https://wellimaginethat.com.au/kaizen-art-continual-improvement/</ref>]]
	''Kaizen'' (改善, かいぜん), the Sino-Japanese word or ''Continuous Improvement'' (CI) is a strategy where employees at all levels of a company work together proactively to achieve regular, incremental improvements to the manufacturing process. In a sense, it combines the collective talents within a company to create a powerful engine for improvement.		''Kaizen'' (改善, かいぜん), the Sino-Japanese word or ''Continuous Improvement'' (CI) is a strategy where employees at all levels of a company work together proactively to achieve regular, incremental improvements to the manufacturing process. In a sense, it combines the collective talents within a company to create a powerful engine for improvement.
	It has a dual nature, as an action plan, where events are organized focusing on improving specific areas within a company, and as a philosophy, where all employees are actively engaged in suggesting and implementing improvements to the company.		It has a dual nature, as an action plan, where events are organized focusing on improving specific areas within a company, and as a philosophy, where all employees are actively engaged in suggesting and implementing improvements to the company.

S212602 at 18:48, 24 March 2022

2022-03-24T18:48:39Z

← Older revision		Revision as of 18:48, 24 March 2022
Line 12:		Line 12:
	Kaizen is also identified as a significant example of a Lean business strategy. Taiichi Ohno used Kaizen in the Toyota factory to improve the quality of the vehicles. Initially, in companies like Ford or GM, the cars were assembled and sold without proper quality controls in place. Once the customers drove the cars and found problems, they would come back to the company to fix the issues. Deming principles changed that process so that every part is checked in the assembly line; if any problem is found, the assembly is stopped, and the issue is fixed then and there.<ref name="KARTA">https://www.kartalegal.com/insight/what-is-kaizen-in-law-methodology</ref>		Kaizen is also identified as a significant example of a Lean business strategy. Taiichi Ohno used Kaizen in the Toyota factory to improve the quality of the vehicles. Initially, in companies like Ford or GM, the cars were assembled and sold without proper quality controls in place. Once the customers drove the cars and found problems, they would come back to the company to fix the issues. Deming principles changed that process so that every part is checked in the assembly line; if any problem is found, the assembly is stopped, and the issue is fixed then and there.<ref name="KARTA">https://www.kartalegal.com/insight/what-is-kaizen-in-law-methodology</ref>

	== Kaizen Process ==		== Kaizen-Teian ==
	The typical kaizen process can be broken down in 3 phases:		''Teian'' is often translated simply as "suggestion" by American companies, whereas in Japan it means "proposal"<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier, 1991</ref>
			. Together with kaizen, they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business<ref name="VOCOLI">https://www.vocoli.com/blog/september-2013/what-is-kaizen-teian/</ref>.

			== Process ==
			The typical kaizen-teian process can be broken down in 3 phases:
	*Phase 1:Planning and Preparation		*Phase 1:Planning and Preparation
	The first challenge is to identify an area for improvement. This requires understanding the business and uncovering an area where significant bottlenecks or delays occur. Employee involvement is key as they more clearly understand areas of conflict or "mess" within the organization. Throughout the process, continuously involve workers from the targeted administrative or production area to uncover issues and supplement the team with outside perspectives.		The first challenge is to identify an area for improvement. This requires understanding the business and uncovering an area where significant bottlenecks or delays occur. Employee involvement is key as they more clearly understand areas of conflict or "mess" within the organization. Throughout the process, continuously involve workers from the targeted administrative or production area to uncover issues and supplement the team with outside perspectives.
Line 23:		Line 27:
	Follow up serves as way of testing hypothetical solutions and monitoring their success. Using metrics routinely tracks new performance, measuring gains, to ensure that improvements are sustained, and not just temporary. Organizations are able to achieve continuous improvement in targeted activities and processes while learning from these new developments.		Follow up serves as way of testing hypothetical solutions and monitoring their success. Using metrics routinely tracks new performance, measuring gains, to ensure that improvements are sustained, and not just temporary. Organizations are able to achieve continuous improvement in targeted activities and processes while learning from these new developments.
	For the example given above, this means monitoring the lifespan of the replacement drill bits. By tracking changes in productivity, time, and money saved, focus can be redirected towards continuing alternative improvements on the factory floor.<ref name="VOCOLI">https://www.vocoli.com/blog/september-2013/what-is-kaizen-teian/</ref>.		For the example given above, this means monitoring the lifespan of the replacement drill bits. By tracking changes in productivity, time, and money saved, focus can be redirected towards continuing alternative improvements on the factory floor.<ref name="VOCOLI">https://www.vocoli.com/blog/september-2013/what-is-kaizen-teian/</ref>.

	~~== Kaizen-Teian ==~~
	''Teian'' is often translated simply as "suggestion" by American companies, whereas in Japan it means "proposal"<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier, 1991</ref>
	. Together with kaizen, they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business<ref name="VOCOLI">https://www.vocoli.com/blog/september-2013/what-is-kaizen-teian/</ref>.

	== Plan-Do-Check-Act ==		== Plan-Do-Check-Act ==

S212602: /* Kaizen Process */

2022-03-24T18:47:13Z

Kaizen Process

← Older revision		Revision as of 18:47, 24 March 2022
Line 22:		Line 22:
	*Phase 3:Follow-up		*Phase 3:Follow-up
	Follow up serves as way of testing hypothetical solutions and monitoring their success. Using metrics routinely tracks new performance, measuring gains, to ensure that improvements are sustained, and not just temporary. Organizations are able to achieve continuous improvement in targeted activities and processes while learning from these new developments.		Follow up serves as way of testing hypothetical solutions and monitoring their success. Using metrics routinely tracks new performance, measuring gains, to ensure that improvements are sustained, and not just temporary. Organizations are able to achieve continuous improvement in targeted activities and processes while learning from these new developments.
	For the example given above, this means monitoring the lifespan of the replacement drill bits. By tracking changes in productivity, time, and money saved, focus can be redirected towards continuing alternative improvements on the factory floor.		For the example given above, this means monitoring the lifespan of the replacement drill bits. By tracking changes in productivity, time, and money saved, focus can be redirected towards continuing alternative improvements on the factory floor.<ref name="VOCOLI">https://www.vocoli.com/blog/september-2013/what-is-kaizen-teian/</ref>.




	*Setting goals and providing any necessary background.
	*Reviewing the current state and developing a plan for improvements.
	*Implementing improvements.
	*Reviewing and fixing what doesn’t work.
	*Reporting results and determining any follow-up items.<ref name=~~“THELEANWAY”~~>https://~~theleanway~~.~~net~~/what-is-~~continuous~~-~~improvement~~</ref>

	== Kaizen-Teian ==		== Kaizen-Teian ==

S212602: /* Kaizen Process */

2022-03-24T18:44:16Z

Kaizen Process

@@ Line 13: / Line 13: @@
 == Kaizen Process ==
-The typical kaizen process consists of:
+The typical kaizen process can be broken down in 3 phases:
 *Setting goals and providing any necessary background.
 *Reviewing the current state and developing a plan for improvements.

S212602: /* Kaizen-Teian */

2022-03-24T18:36:39Z

Kaizen-Teian

← Older revision		Revision as of 18:36, 24 March 2022
Line 22:		Line 22:
	== Kaizen-Teian ==		== Kaizen-Teian ==
	''Teian'' is often translated simply as "suggestion" by American companies, whereas in Japan it means "proposal"<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier, 1991</ref>		''Teian'' is often translated simply as "suggestion" by American companies, whereas in Japan it means "proposal"<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier, 1991</ref>
	. Together with kaizen, they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business<ref name="VOCOLI">https://www.vocoli.com/blog/september-2013/what-is-kaizen-teian/</ref>		. Together with kaizen, they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business<ref name="VOCOLI">https://www.vocoli.com/blog/september-2013/what-is-kaizen-teian/</ref>.

	== Plan-Do-Check-Act ==		== Plan-Do-Check-Act ==

S212602: /* Kaizen-Teian */

2022-03-24T18:36:01Z

Kaizen-Teian

← Older revision		Revision as of 18:36, 24 March 2022
Line 22:		Line 22:
	== Kaizen-Teian ==		== Kaizen-Teian ==
	''Teian'' is often translated simply as "suggestion" by American companies, whereas in Japan it means "proposal"<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier, 1991</ref>		''Teian'' is often translated simply as "suggestion" by American companies, whereas in Japan it means "proposal"<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier, 1991</ref>
	. Together with kaizen, they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business.		. Together with kaizen, they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business<ref name="VOCOLI">https://www.vocoli.com/blog/september-2013/what-is-kaizen-teian/</ref>

	== Plan-Do-Check-Act ==		== Plan-Do-Check-Act ==

S212602: /* Kaizen-Teian */

2022-03-24T18:33:33Z

Kaizen-Teian

← Older revision		Revision as of 18:33, 24 March 2022
Line 21:		Line 21:

	== Kaizen-Teian ==		== Kaizen-Teian ==
	''Teian'' is often translated simply as "suggestion" by American companies, whereas in Japan it means "proposal"<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier</ref>		''Teian'' is often translated simply as "suggestion" by American companies, whereas in Japan it means "proposal"<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier, 1991</ref>
	. Together with kaizen, they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business.		. Together with kaizen, they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business.

S212602: /* Kaizen-Teian */

2022-03-24T18:32:39Z

Kaizen-Teian

← Older revision		Revision as of 18:32, 24 March 2022
Line 21:		Line 21:

	== Kaizen-Teian ==		== Kaizen-Teian ==
	''Teian'' is often translated simply as "suggestion" by American companies, whereas in Japan it means "proposal". Together with kaizen, they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business.		''Teian'' is often translated simply as "suggestion" by American companies, whereas in Japan it means "proposal"<ref name="TEIAN 1">Kaizen teian 1. English, Developing systems for continuous improvement through employee suggestions/ edited by the Japan Human Relations Association; foreword by Peter B. Grazier</ref>
			. Together with kaizen, they describe a philosophy which dictates that small, incremental changes, routinely applied and sustained over a long period of time, result in significant benefits for a business.

	== Plan-Do-Check-Act ==		== Plan-Do-Check-Act ==