Currently we are in the presence of constant changes, this situation has forced organizations to undertake and consider new perspectives and improvements in the development of their processes at all levels, there is a high demand to keep staff motivated and to have management models in accordance with the needs, demands of the environment and thus increase or consolidate its resources such as the kaizen methodology "continuous improvement"
In this sense, organizations in all sectors have begun to compete based on quality and not only on cost. The companies that dominate the market of the future will be those that can offer high quality, a competitive price and service at the right time that the customer wants.
That is why management models are fundamental pieces in the development of organizations today and are worth their analysis and implementation.
The kaizen methodology "continuous improvement"
It is characterized by its implementation in small steps with the participation of all the human talent of the organization, in this research it is sought to know this methodology and thus understand its benefits.
Kaizen is a Japanese word that means change for good or change to improve.
Since Masaaki Imai coined the term Kaizen in the mid-1980s, it has been seen as a key element for the competitiveness of Japanese companies.
Kaizen means continuous improvement in personal, family, social and work life. Applied to the workplace means continuous improvement that involves all managers and workers alike. Its philosophy emphasizes the need to carry out continuous improvements that allow higher levels of customer or user satisfaction, also taking into account the objective of increasing the productivity and profitability of the organization, reducing the costs incurred in generating each monetary unit of income produced by sales. ”
Kaizen arose in Japan as a result of its imperious needs to surpass itself in order to reach the industrial powers of the west and thus earn a livelihood for a large population living in a country of limited size and resources.
Imai Masaaki maintains that this management technology is a must in a globalization environment, where customers want the best quality, the best possible cost and the shortest delivery time.
Employee participation and teamwork are the key to continuous improvement. This does not mean that companies that practice continuous improvement have no interest in technological advancement and process automation, but rather that they tend to strengthen the work and growth of employees in the first place.
Kaizen is more than a management model, it is a philosophy of life that seeks to generate organizational solidarity towards common purposes, with effective work methods and a new culture of participation and commitment, all of this focused on a deep respect for human dignity.
Kaizen is based on the following principles:
- Good processes lead to good results. Look at yourself to understand the current situation. Talk with data, manage with facts. Take containment measures and correct the root causes of problems. Work as a team. Kaizen is everyone's business.
According to Masaaki Imai, one of the most notable characteristics of Kaizen is that the great results come from many small changes accumulated over time.
The essence of Kaizen, in my opinion, is simplicity as a means of improving the standards of production and management systems, bearing in mind the importance of people in organizations.
THE KAIZEN IS BASED ON SEVEN SYSTEMS
For Imai Masaaki (2001) Just in Time means; that the exact number of parts required is brought to each successive stage of production at the right time. Using the Kamban tool, which means sign or label, it is used as a communication tool in this system. Developed by TaiichiOhno at Toyota. A Kamban, or sign, is affixed to specific parts of the production line which means the delivery of a given quantity.
For ImaiMasaaki (2001) in the Kaizen methodology it is called (Total Quality Control) CTC or (Quality control throughout the company) CCTC, it is considered as the most accurate to use when explaining Japanese quality control to all observers.
For Imai Masaaki (2001) when speaking of "quality" one tends to think first in terms of product quality. At the CTC the first and most important concern is regarding the quality of people. Quality control is about the quality of people. Installing quality in people has always been essential for the CTC. A company capable of creating quality staff is already halfway to producing quality items.
Building quality in people means helping them to become aware of Kaizen, preparing them to identify the problems that may arise. They should be trained in the use of problem solving tools so that they can deal with those they have identified. Once the problem is solved, the results should be standardized to avoid recurrences. "Quality control begins with training and ends with training."
Quality Control circles in Kaizen methodology are based on group work such as JK (JishuKanri) groups and other small group activities, which use various statistical tools to solve problems.
The permanent approach also requires the entire PHRA cycle and requires that team members not only identify problem areas but also identify causes, analyze and test new preventive measures, and establish new standards and / or procedures. In this way, PHRA is understood as a process by which new standards are set only to be refuted, revised and replaced by newer, better standards and that the benefits of these last. The activities of the CC circles and other groups are confined to problems that originate in organizations, as they all master the art of solving immediate problems.
For ImaiMasaaki (2001) the MPT is aimed at improvements in equipment. In this way, the MPT is more Hardware oriented and the CTC is Software oriented. As defined by JapanInstitute of PlantMaintenance, “The MPT aims to maximize equipment effectiveness with a total preventive maintenance system that covers the entire life of the equipment. By involving everyone in all departments and at all levels, motivates staff to maintain the plant through small groups and volunteer activities. ”
Training is an important part of the MPT, as is the CTC, and training in the MPT is conducted with an emphasis on such basic concepts as how machines work and how to maintain them.
In the same way that the CTC holds the Deming Award and the Japan Quality Control Award for companies that successfully introduce the CTC, the JapanInstitute of PlantMaintenance awards the Distinguished Plant Maintenance Award (MP) and other awards to companies that have successfully introduced MPT.
Once workers get into the habit of maintaining and cleaning their workplace, they have become disciplined. As the shop becomes cleaner, sharper and safer, workers develop great respect for their equipment. Workers take pride in their crisp and clean work environment. Morale is higher and they have closer ties to the team they work with.
Take into account the ideas of the workers, taking advantage of their experience and knowledge, thus contributing to increase their motivation.
This system works as an integral part of individual-oriented kaizen and emphasizes the benefits of elevating mood through positive participation by all.
In this sense, Arias says that suggestion systems are another means of making the full potential of the company flow. It is about inciting people to contribute ideas that can lead to improvements in aspects such as quality, productivity, safety or well-being in the work environment.
They require rigorous study, analysis and response by managers and executives. In return, it can generate a high degree of motivation and highly competitive approaches for the company. For the effectiveness of this suggestion system, it is convenient to instruct supervisors (since they are the representative level of management and they are more familiar with the procedures and work of their subordinates) about the procedures to be followed to advise the workers so that they can present their suggestions.
All levels and processes of the organization contribute to planning, evaluation and control activities.
Refers to the process of introducing kaizen policies across the company, from the highest to the lowest level, in Japan the term policy describes the medium and long-range annual goals or orientations. In it, a preliminary vertical consultation is given among the managers at all levels, the information goes from one side to the other until the details have been prepared.
Once the new annual senior management goals are established, they are deployed at all levels, indicating the priority level and action plans (strategic, tactical and operational level), for this, a perfect understanding of the role and responsibility of every human talent in the organization
Management must establish clear objectives to guide all the human talent that makes life in the organization and make sure to provide leadership for all activities in order to achieve the objectives.
It aims to systematically reduce costs, with the analysis of losses, failure levels of processes, activities, products and services.
There are two types of activities in organizations: those that add value and those that do not. Customers or taxpayers do not pay for activities that do not add value but unfortunately this takes place. Then, and it is necessary to identify the activities that they add and which do not, in order to leave those that are necessary and discard the unnecessary ones.
ImaMasaaki (1998) says: "Muda means waste"; however, the word's implications include anything or any activity that doesn't add value. ”
This management model brings great benefits for the organizations involved in the process. Barrón, 2005 tells us that; The great benefits that the kaizen system strategy offers to the organization are:
- Decreased waste generation Increased satisfaction levels Increased degree of commitment Better talent retention rates Increased competitiveness Boosted levels of consumer satisfaction Optimized problem solving Strengthened the teams. Comprehensive change in business culture. Reduction of operating costs by up to 40%. Reduction of losses and waste by up to 80%. Substantial increase in cash flow.
The essence of "exclusively Japanese" administrative practices, whether to improve productivity, activities for total quality control, quality control circles, among others, can be summed up in one word, and that is KAIZEN, always bearing in mind the simpler and simpler basis, the BETTER.
With the competition that exists in the market, companies seek to be the best and are in search of successful techniques to achieve their objectives, among which are being more competitive, improving quality, reducing costs, improving times, process reengineering, better service, higher sales.
A great result can be achieved if this system is applied correctly, and the first thing that must be done is raising awareness at all levels of the organization, you must separate what is necessary from what is not, seek to eliminate the change or waste and errors, after identifying it come preventive or corrective actions as the case may be and thus be able to analyze which part is not adding any value, eliminating it and reengineering it, creating awareness of the waste that we can reduce, being proactive, adapting the facilities so that the employee can carry out their necessary activities, training and updating personnel according to their area, in order to achieve self-discipline, self-efficiency, good harmony, integration of personnel, simplicity and process improvement,adaptation of the kaizen culture, cost reduction, customer satisfaction.
Continuous improvement is achieved through all the daily actions, however small they may be, that allow processes and organizations to be more competitive in customer satisfaction where all personnel are involved in said purpose, management models constitute a A source of knowledge that the manager must undoubtedly take into account when wanting to exercise his position effectively.
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Author: Lcdo. Michael Aular - Micdan Consulting Twiter: @Micdanconsultin
