Kaizen method: what it is and how it enhances continuous improvement in companies

There are many business management models to try to improve productivity and many of them come from Japan.

This is the case of the Kaizen method. With these paragraphs, we will analyze in detail this methodology to understand where its effectiveness lies. We will see what improvements he proposes compared to other systems. We will also discover the most used tools.

• Related article: "Quantitative school of administration: what it is, and characteristics"

What is the Kaizen method?

The Kaizen method is a procedure for the management of organizations that seeks to achieve the highest possible production at the lowest cost. To do this, fundamentally, what it tries is to optimize all the tasks involved in the process, so that all of them are effective and also efficient. That is, it seeks to perfect each of the parts of the production system.

The term Kaizen is Japanese, the place of origin of this method. It means change ("cai") and goodness ("zen"), therefore, change for the better would be the full definition. It is not a modern methodology, but was created in postwar Japan, after World War II, as one of the ways to achieve rapid industrial reconstruction in a country devastated after the tremendous conflict warlike.

The philosophy that the Kaizen method proposes is that, through a series of small changes, we can achieve great improvements in the final results, because each small change multiplies the effect final. It is not only about improving existing processes, but about eliminating those that instead of contributing, in are actually subtracting from us, either because they are unnecessary or because they can be done in a much more efficient.

In someway, This system would be promoting slowing down, in exchange for those small steps always being safeTherefore, the probabilities of encountering major contingencies that require dedicating large resources to solve them will decrease. Another advantage of advancing in small steps is that it makes the change progressive and therefore the reluctance towards it will also be less.

• You may be interested in: "Monozukuri: characteristics of this production method"

The five S's of the Kaizen method

The Kaizen method is characterized by a system known as the five S's, since it includes five Japanese words that begin with this letter and each one of them indicates one of the qualities of this methodology that we will have to take into account when apply it. Below we will break them down to be able to know them all in detail.

1. Seiri

The first S of the Kaizen method corresponds to the term Seiri. This concept focuses on the organization of the elements that the company, in order to make a distinction between those parts that are essential for production and that at the same time emerge those others that are actually contributing little or nothing.

2. Seiton

Once that first identification was made, the Seiton, or order, would arrive. It is about making lists with the positive parts that we have been identifying throughout the previous point. The objective of this task is to have an outline of all the essential tasks in our process and that they are all duly identified.

In this way, we will no longer have to use resources in the future to find them, as it is a job that we have done previously.

3. Six

In the Seiso resides the key to the Kaizen method. East It is the point at which we will find possible errors or ineffective forms of action within the production system of our company. It is not only about identifying them, the important thing is to find a remedy for each of them.

4. Seiketsu

Thus we would arrive at the Seiketsu, the fourth S. What is proposed at this point is the importance of have resources so that all employees enjoy the appropriate work environment and can thus form a competitive team. And is that a company can only reach the top if it has the right tools for it.

5. Shitsuke

Shitsuke is the concept that closes the circle of the 5 S of the Kaizen method. This point refers to the commitment that all members of the organization must make with the methodology. It is essential that everyone row in the same direction, taking as a guide for action the one that this system proposes. Only then will the best results be achieved.

Kaizen groups

One of the techniques used by the Kaizen method is that of the so-called Kaizen groups, which in turn are grounded in Ishikawa quality circles. These groups are made up of six people, of which one of them will act directing the group and another will be the one that advises them on the application of the system, so there would be four team members as such.

The first thing this group has to do is define the problem that concerns them and that is why they have come together. They will then have to observe the characteristics of that situation to have a complete perspective of it. They will then move on to the analytical phase, trying to find out what may have caused the problem.

The next phase involves the team taking action, performing tasks that solve the identified causes and therefore eliminating the problem. It is important to check that the action has been effective and that therefore the incident has been resolved. Otherwise, it would be necessary to return to the previous phase to find other different solutions.

The team's work does not end here. It's time to standardize the actions that have been carried out as part of the usual work routines in the organization; This will ensure that the problem that had brought them together in the first place will no longer arise. It only remains to plan the team's next goal in order to continue identifying and solving problems.

• You may be interested in: "Quality circles: what are they, and characteristics of this method"

Other techniques of this methodology

The Kaizen method uses other tools to achieve the proposed objectives. Let's see some of them.

1. Kaizen Kobetsu

This tool proposes different ways of tackling the problems the company faces, depending on their complexity and danger. In this sense, if the incidents are of low importance, the Kobetsu Kaizen Flash would be formed, some team meetings of very short duration (5 minutes) held every day. Once the problem is addressed, it must be resolved in a maximum of 3 hours.

If the problems they face are already more complex and therefore need more resources to be solved, the way to work would be that of the Kaizen Event. In this case, the incident must be resolved within 8 hours of its identification. Both in this case and in the previous one, the solution is usually carried out by the person who alerts the problem or someone of the same rank.

Finally, and For cases where problems are too important to be solved in such a short time, the Kobetsu Kaizen tool would come into play.. For this, teams that have members of the different departments involved are brought together and in turn, use is made of other tools that can be useful for resolution. Up to 3 hours a day will be dedicated to it, reaching a maximum of 16 hours to provide a definitive solution.

2. Kaizen teian

Another tool that is used in the Kaizen method is the Kaizen Teian. Its rationale is that ideas only work when they are carried out in reality. For this, they give great importance to the talent that each worker has and the ideas proposed are supported if they are in the line of improving productivity. Thanks to these ideas, small improvements will be made, which is the fundamental principle of this methodology.

All members of the company are required to be committed to this method so that provide all the suggestions they can and thus, with the joint work of all, the best results. For this they can be rewarded for good ideas, but not financially, so that this is not the only motivation for participation.

3. Kaizen Nissan

Kaizen Nissan, named for its application in this company, is another system proposed to seek improvements. It has the aspect of Kaizen 2 days, in which a group with experts in various departments analyze a specific job and they make changes on the spot to make it more productive.

On the other hand there is the Kaizen 2 hours, another of the modalities of this tool of the Kaizen method. In this case, it is the head of the section who spends that time making improvements, even if they are very small, with which he seeks to increase the efficiency of his employees.

Bibliographic references:

• Brunet, A.P., New, S. (2003). Kaizen in Japan: an empirical study. International Journal of Operations & Production Management.
• Imai, M. (2000). How to implement kaizen in the workplace (Gemba). Bogotá: McGraw.
• Manos, A. (2007). The benefits of Kaizen and Kaizen events. Quality Progress.
• Suárez, M.F., Miguel, J.A. (2008). Finding Kaizen: A Theoretical Analysis of Continuous Improvement. Pecvnia: Journal of the Faculty of Economic and Business Sciences. University of Leon.