Kaizen tends to conform what is called a sociotechnical system, as it aims to create a harmony between technical and social elements. For this reason and within its particular philosophy, kaizen tends to form high-performance organizations.
Let's take a closer look at the fundamental conditions that high-performing organizations meet, and how organizations that practice kaizen tend to put those conditions into practice.
- Stimulate learning. Kaizen has continuous training as one of its fundamental bases. Design of jobs that require various skills. Kaizen has as one of its main requirements in order to make the "just in time" feasible to achieve the highest level of versatility in workers. It is a fundamental question when it comes to achieving cell work and preventive maintenance. Organization of work around cross-functional work teams. Kaizen promotes and bases its actions on the activity of small groups, such as the Quality Control Circles, which are constituted around certain processes. They promote leadership through experts and trainers. This is another key aspect when appointing supervisors,Because kaizen pays special attention to leadership training through experience in various jobs (rotation) and the capacity of facilitator, high-performance organizations have few hierarchical levels. This tends to achieve better communication, allowing bosses and managers to be closer and make more contact with the workplace (gemba). Flexibility and teamwork are promoted. Another aspect widely developed in kaizen philosophy. Teamwork results are rewarded. Point at which the kaizen philosophy puts a lot of emphasis.They share information about the business with all employees. Essential for the purposes of achieving continuous improvement of the activities, processes, products and services of the company.They design their information system in a way that facilitates the work of the teams. Work teams require information for better control, more successful decision-making and effective problem solving. They pursue the sociotechnical balance. Not only does the technological aspect count, but also everything related to the human part, which in kaizen takes on essential importance.
High-performance organizations represent an important leap in quality compared to traditional organizations, opposed to the postulates previously expressed.
The differences between traditional and high-performance organizations revolve around key aspects such as:
- Support for innovation and acceptance of risk. Importance of learning. Design of positions. Function of managers. Organizational structure. Relations with clients. Flexibility. Teamwork. Dedication. Rewards. Access to information.
In high-performance organizations, all its members are constantly trying to determine what customers want and how to meet their needs. Everyone is aware of having a client, be it external or internal, constantly striving to fully satisfy their needs and requirements.
The high-performance organization anticipates changes in the environment and quickly adapts to new needs. These types of organizations can easily generate a wide variety of products and services and adapt them quickly to meet new or different needs of their clients.
In high-performance organizations everyone has a sense of personal responsibility for the total performance of the organization, valuing both teamwork, participation, innovation, quality and productivity, as well as profit.
In high-performance organizations, typical of the kaizen system and philosophy, people help each other without even being asked, even if the task is not part of their obligations. The staff works hard even though the bosses are not present.
How can you see the companies that practice kaizen are making the formation and implementation of what is called high-performance organizations a reality.
As a result of such practices, productivity levels are increased, quality is dramatically improved, the quality of work life is dramatically increased, reducing employee turnover levels and their absenteeism rates. As a result of a better work environment, the level of conflicts is reduced, increasing innovation, flexibility and generating cost savings of between 30 and 70 percent.
Kaizen is the result of a deep convergence of various techniques and work methodologies that, in conjunction with practical experiences, make feasible the achievements pointed out in the previous paragraph.
Bibliography
Kaizen - Mauricio Lefcovich - www.monografias.com - 2003
The Gurus Speak - Joseph and Jimmie Boyett - Editorial Norma - 1998
