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Kaizen (Japanese: 改善, "improvement") is a concept referring to business activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers. Kaizen also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain. [1]
5S methodology 5S resource corner at Scanfil Poland factory in Sieradz. 5S (Five S) is a workplace organization method that uses a list of five Japanese words: seiri (整理), seiton (整頓), seisō (清掃), seiketsu (清潔), and shitsuke (躾).
Kaizen – Kaizen means to change for the good of all and is based on the philosophy of improvement, without regard to its size, type or duration. Kaizen activity is often focused on rapid process improvement events (called kaizen events) that bring together a cross-functional team for 3–5 days to study a specific process followed by ...
The PDCA (plan, do, check, act) or (plan, do, check, adjust) cycle supports continuous improvement and kaizen. It provides a process for improvement which can be used since the early design (planning) stage of any process, system, product or service.
The concept of kaizen is to make simple, common-sense improvements and refinements to critical end-to-end business processes- supporting the overall CI strategy of the organization. Today, companies around the world have used kaizen for greater productivity, speed, quality, and profits with minimal cost, time, and effort to get results and to ...
Genba (現場, also romanized as gemba) is a term used in business for the location where value is created, such as a factory floor, construction site, or sales floor. [1]In lean manufacturing, the most valuable ideas for improvement are thought to occur at the genba where problems are visible.
French film group MK2 (“Anatomy of a Fall”), a family-owned company operating an independent cinema circuit in France and Spain, reached a milestone with the theatrical performance of ...
Total productive maintenance (TPM) was developed by Seiichi Nakajima in Japan between 1950 and 1970. This experience led to the recognition that a leadership mindset engaging front line teams in small group improvement activity is an essential element of effective operation.