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Masaaki Imai made the term famous in his book Kaizen: The Key to Japan's Competitive Success. [1] In the Toyota Way Fieldbook, Liker and Meier discuss the kaizen blitz and kaizen burst (or kaizen event) approaches to continuous improvement. A kaizen blitz, or rapid improvement, is a focused activity on a particular process or activity.
A kaizen process. Some successful implementations use the approach known as kaizen (the translation of kai ('change') zen ('good') is 'improvement'). This method became famous from Imai's 1986 book Kaizen: The Key to Japan's Competitive Success. [7] Key features of kaizen include:
2012: "Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy, 2nd Edition" (McGraw Hill) 1997: "Gemba Kaizen: A Commonsense, Low-cost Approach to Management" (McGraw Hill) 1986: "KAIZEN™: The Key to Japan’s Competitive Success" (McGraw Hill) 1975: "Never Take Yes for an Answer: An Inside Look at Japanese Business."
Kaizen costing is a cost reduction system used a product's design has been completed and it is in production. [1] Business professor Yasuhiro Monden [ 2 ] defines kaizen costing as The maintenance of present cost levels for products currently being manufactured via systematic efforts to achieve the desired cost level.
The Toyota Way is a set of principles defining the organizational culture of Toyota Motor Corporation. [1] [2] The company formalized the Toyota Way in 2001, after decades of academic research into the Toyota Production System and its implications for lean manufacturing as a methodology that other organizations could adopt. [3]
In addition to a focus on lean tools and techniques, Bodek also taught the Harada Method to his students. [39] His books including How to do Kaizen [40] were among the readings for the 'ISQA 410' course in logistics, for Spring 2012. [citation needed]
Quality circles were at their most popular during the 1980s, but continue to exist in the form of Kaizen groups and similar worker participation schemes. [2] Typical topics for the attention of quality circles are improving occupational safety and health, improving product design, and improvement in the workplace and manufacturing processes.
By informing all affected groups at every stage, and emphasizing the positive end results of the re engineering process, it is possible to minimize resistance to change and increase the odds for success. The ultimate success of BPR depends on the strong, consistent, and continuous involvement of all departmental levels within the organization. [25]