WHY KAIZEN TREK
Kaizen was implemented by the Toyota Motor Company
The Toyota Production System, as in any large manufacturing system, implements principles originated by Henry Ford of breaking down work into simple steps and distributing those steps evenly among employees on the line.
In the Toyota Production System, employees have a lot of influence over their own jobs. Working in teams, employees run their own worksites. The employee closest to the work usually sees the best opportunities to make improvements. Initiative to implement improvements is brought to the team and implemented in co-operation with management.
The practical expression of Toyota’s people and customer-oriented philosophy is known as the Toyota Production System (TPS). This is not a rigid company-imposed procedure but a set of principles that have been proven in day-to-day practice over several decades. Many of these ideas have been adopted and imitated all over the world.
Three main principles of the Toyota Production System:
1. Kaizen simply means Continuous Improvement.
2. Just-In-Time consists of allowing the entire production process to be regulated by the customers.
3. Jidoka means ‘automation with a human touch.’ Automation to make, but also check and stop if there’s a problem.
Practical Implementation of Kaizen requires
· Challenge (We form a long-term vision, meeting challenges with courage and creativity to realize our vision.)
· Continuous Improvement (We improve our business operations continuously, always driving for innovation and evolution.)
· Genchi Genbutsu (Management and all other problem-solvers go to the source to find the facts to make correct decisions.)
· Respect (We respect others, make every effort to understand each other, take responsibility and do our best to build mutual trust.)
· Teamwork (We stimulate personal and professional growth, share the opportunities of development and maximize individual and team performance.)