What exactly is Kaizen? Many people don’t fully understand the term, despite the fact that some may be familiar with it. Is it a workplace procedure? a specific philosophy or method for running a business? or the name of the man who invented?
Kaizen is a combination of two Japanese words that mean “good change” or “improvement”. However, because of its connection to lean methodology and principles, kaizen is known as “continuous improvement.”
A wide range of business types and operational philosophies can benefit from the Kaizen method. It can enhance workflow, get rid of waste, raise quality, and boost your business’ profitability. Implementing Kaizen can result in consistent and long-term growth.
Is this service available in Cambodia?
The answer is yes. The Kaizen Institute is the pioneer and leading provider of Kaizen services and has a branch in Cambodia.
Kaizen Institute, Ltd., a privately held corporation, is founded by Masaaki Imai and registered in the Canton of Zug, Switzerland. At present, Vijay Allaham, Director-Kaizen Institute South Asia & Africa, leads its team in Asia and Africa. He is besed in Siem Reap.
The Kaizen Institute was founded in the middle of the 1980s. They specialize in Kaizen, Lean Management, and Continuous Improvement, and have the world’s longest history of consulting and training organizations.
It supports companies of all sizes in all market segments, giving them a long-lasting competitive advantage.
Masaaki Imai, the founder of the Kaizen Institute, introduced Kaizen to the general public and to the world in the 1980s as a systematic methodology. He is the author of the best-selling book “Kaizen, the Key to Japan’s Competitive Success.”
Kaizen process aims at continuous process improvement across all sectors, not only the manufacturing sector. Kaizen tool implementation involves every person who is closely connected to the organization and is not the sole duty of one person. No matter what their position or level in the hierarchy, each person must participate by making minor systemic changes and improvements.
5 S of Kaizen
The “Five S” of Kaizen is a systematic process that results in foolproof systems, uniform policies, rules, and regulations in order to encourage a positive workplace culture within the organization.
SEIRI: Sort Out is the abbreviation for SEIRI. According to Seiri, employees should properly classify and organize their work. Label the things as “Necessary,” “Critical,” “Most Important,” “Not needed now,” “Useless,” and so on. Throw away everything that is useless. Put aside everything that is not now required. Things that are essential and crucial should be kept in a secure place.
SEITION: Seition means organizing. According to research, workers lose 50% of their valuable time looking for things and crucial documents. Everything needs to have its own place and should only be kept there.
SEISO: The phrase “SEISO” stands for “shine the workplace.” It is important to keep the workplace tidy. Clean up your work area. Documents must be preserved in the correct folders and files. To keep your goods, use cabinets and drawers.
SEIKETSU: Standardization is known as SEIKETSU. To ensure superior quality, each organization needs to adhere to a set of established guidelines and standards.
SHITSUKE or Self-Discipline: The policies of the company must be respected, and employees must abide by all rules and regulations. Self-discipline is crucial. Don’t turn up to work in casual dress. Observe workplace protocol and don’t forget to bring your ID cards to work. You feel proud and respectful of the company as a result.
A representative of a Japanese company is unlikely to be unhappy or unsatisfied. Japanese workers never criticize their companies. Yes, the Kaizen approach contributes significantly to both employee and customer happiness through incremental, ongoing modifications and defect eradication.
A well-organized workplace created by kaizen tools increases productivity and produces better results. Additionally, it produces workers who have a strong sense of loyalty to the company.
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