Imagine this: it’s another slow day at work. The lunch break simply cannot come fast enough. Each client call is the same as the last; each call involves a very upset customer ranting about one thing or another, and you have to follow procedure for each one, filling out the same digital form on your old desktop that hasn’t been updated for at least a century. Your team hasn’t really worked together well for a few weeks since that Richard joined it, and your relationships with the members as well as meeting your sales quota each month is failing. Your boss just doesn’t seem to know what is going on; he keeps demanding improvement that won’t come with the way things are going. You feel something is very wrong with this situation, but every time you bring it up, you are immediately shot down, being told your ideas are silly by various coworkers.

Kaizen Training

This doesn’t sound like the best place to work, right?

Perhaps Kaizen training can help you and your company work more proficiently, and even improve the workplace into a fun and interesting atmosphere. This type of training can improve leadership quality, encourage change and improvement of procedures and systems, improve company moral, and encourage employees to always strive for their best work.

This all sounds rather intriguing. But, how does it actually work?

One of the most important parts of improving productivity is improving the leadership skills of those that guide that productivity. Kaizen training does this by imbuing principles into these leaders, encouraging them to be honest, support change and creation of new ideas (even challenging old ones), as well as encourage different opinions of topics and projects. Additional courses even include how to successfully solve a conflict as well as manage stressful situations, courses useful for nearly anyone.

For the rest of the employees there is of course parts of Kaizen that can assist them as well. Courses to assist productivity include: implementing system-wide change, creating a culture of continuous improvement (the very idea behind Kaizen itself), and reviving any existing change programs. All of these programs can help improve the workplace in one way or another. System-wide change involves observing and noting current systems and changing them to have the mentality needed to change what needs to be changed. Without this, no one will accept the new workplace, and it will not be changed. Creating a culture of continuous improvement involves encouraging new ideas to be welcome. Perhaps there is a system in place a that is cumbersome and slow, making productivity drop. Is there a way it can be changed so that everyone benefits? Ideas are open and welcome in a Kaizen-oriented workplace. In addition, if there were any programs that encouraged change or ideas for change in the past, they are revived and re-examined.

Kaizen training can help just about any workplace, even if things seem to be going well. It is an excellent program that encourages change and improvement throughout the whole system. Having helped thousands of people already, it is sure to help even the best run businesses in the greatest of ways.

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According to Wikipedia, Kaizen is a daily process. It goes beyond the process of simply improving productivity and works to humanize the workplace, teaches workers to use a form of scientific method to experiment on ways to make the workplace better, and through this, eliminate overly hard and unnecessary work. The hope is that the process can help grow and nurture the workplace, allowing employees to be fully involved in a company’s production and human resource procedures. To make sure the kaizen process can become fully effective, it takes all employees accepting the new training and implement the ideas into their everyday work. On a broad scale across the many departments of a company, kaizen training can assist in improving overall productivity.

The beginnings of kaizen training began after World War II, in an American effort to help rebuild the destroyed nation. American experts assisted in reconstruction of industry through the use of various training programs. One of the programs came in the for of a video entitled “Improvement in 4 steps,” or “Kaizen eno Yon Dankai” in Japanese. This was officially the introduction of the term and training method known as kaizen training and is still used today with the same principles in action.

Perhaps the most well known implementation of the kaizen system exists within the Toyota Production System. This example shows that if some problem or issue arises, all line employees are expected to stop work, indentify the problem, and propose a solution so it can be avoided in the future. Kaizen procedures are a cycle that involve the steps plan, do, check, and act. Dealing with problems had another cycle that include problem finding, display, clear, and acknowledge. Using these PDCA cycles, as they are called, any problem or idea can be taken care of in an effective way.

Kaizen training has only been around for 50 years or so, but it has helped so many companies improve the way they run things. It’s surprisingly simple and easy to implement and involves every part of a company – from the CEO to the line workers at the manufacturing plants. It’s easy to see how popular it is and how useful it can be for just about any company. There are training centers and conferences all around the world, so there is sure to be one close by if you chose to implement a system within your company.

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Imagine this – today is an average day at work. Everything is running very smoothly when the head boss gives you a call and asks why your team sales are not increasing from last quarter. You explain you have been following company policy for all sales, but you just aren’t netting them this month. Instead of demanding you work harder, the boss actually calls a private meeting with your team, examines your selling habits, and asks you to explain exactly what you do and what you think you should do. The team makes suggestions, forms new ideas, and promises to put them into practice. One suggestion includes an easier to set up presentation using a digital slide show rather than a display board for sales presentations. This idea and others suggested eliminate the “muda” or unnecessary work that can slow down progress on work and increase productivity. Through the use of the kaizen techniques your workplace can become a haven for new ideas and full company involvement.

Another excellent example of putting kaizen to good use can be seen in a messy garage. Imagine a workbench, perhaps, tools scattered everywhere and you just can’t find that 3/4” wrench you just used this morning. Someone with kaizen training would identify this problem right away and seek a solution that involves a tool organizer with drawers and a backboard with hooks to hang wrenches and screwdrivers as well as a wrack to hang rags for dirty hands.

There are various procedures to work through problems, but the kaizen way is simple. There are two PDCA cycles of work that help to implement change and solve problems within the kaizen training system. The first includes: plan, decide, check, and act. This helps examine everyday processes and change them through new ideas and full company involvement. When a problem is encountered, a second cycle can be used that includes problem finding, display, acknowledge, and clear. This is aimed specifically at solving problems. The activity cycle of kaizen includes: standardizing an operation and activities, measure the standardized operation (find cycle time and amount of in-process inventory), gauge measurements against requirements, innovate to meet requirements and increase productivity, standardize the new and improved operations, and continue cycle on a regular basis. This will create a higher moral within the company and increase productivity through full employment involvement.

With these kaizen procedures put into effect, your company can not only improve production, but become a more fun and enriching place to work. Many companies, including well known ones like Toyota, have already made use of this excellent program. Even small companies, including ones with only a single employee, can make use of kaizen procedures.

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Let’s look at an example. You work at a prime toy factory in the stuffed animals section, specifically the teddy bears. Each bear is hand stitched with the utmost care, and you take pride in your job. However, everyone in the department needs to sew together 5 bears an hour and since you started, no one seems to have met the quota. Some weeks, people are having to work overtime just to meet their quota. Something must be done! Sales are dropping because the bears are flying off the shelves for the holiday season and you simply can’t keep up. Your coworkers are becoming more angry and irritable trying to meet the elevated holiday quota. In this situation, a bit of kaizen training can assist the entire department, if not the whole company.

The extra and necessary work is referred to “muri” within the kaizen program. In the above example, implementing a kaizen manufacturing procedure would involve introducing faster and better methods of sewing, organization techniques and storage boxes for tools so they are kept neat and nearby, as well as other methods and ideas raised by those involved. Each method comes directly from employees, supervisors, and even the CEO. The point is that all people are involved in finding solutions to reduce “waste” time but preserve the quality of the product in the outcome.

To determine the best course of kaizen observes value-added and non-value-added components. For example, a value-added component would be the steps to sewing the bear together (to use the example above). A non-value-added component would be trying to find a place to put a broken needle as the trash can is unsafe (the point can puncture the bag). With this method, removing the non-value-added components can make things safer, faster, and more productive without sacrificing quality. For example, removing the broken needle situation could involve purchasing medical sharp containers to be placed at each work station to dispose of the needles safely as well as remove the need to look for a place to put them.

Kaizen manufacturing ensures that the things taking up time that are unnecessary to the production process are eliminated and input is encouraged by all to make things better. According to the Gembutsu consulting webpage, kaizen techniques can decrease your inventory cost by more than 75%, increase the company’s productivity from 15-35% a year, and a 50% reduction in defects per year with zero defect production possible.

Kaizen production can even help small companies, no matter what it is you produce. The kaizen mentality can improve productivity for all companies, using the manufacturing techniques mentioned to reduce “waste” time. No matter what your company or occupation is, you and your coworkers and even boss are sure to benefit from the kaizen method for years to come.

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The idea behind lean production began as early as the 1800s with Benjamin Franklin’s “Poor Richard’s Almanac.” Within this work, it states “He that idly loses 5s. (shillings) worth of time, loses 5s., and might as prudently throw 5s. into the river.” Further covering reduction of unnecessary costs, the work goes on to explain examining work habits a trimming what is not needed. The emergence of assembly line continued to reduce cost and increase speed of production, as put to use by Henry Ford. However, when the late 20th century began to roll around, yet another method of production came into being that is now called lean manufacturing.

According to Wikipedia, the first company to really put this new idea to market was the Toyota car manufacturer. When the founder, Sakichi Toyoda, of the Toyota corporation discovered the quality of their engines were suffering, he decided to examine each part of the process to determine what was happening. Through this, he repaired the issues, but encountered more problems when the company began producing trucks. To remedy this problem, he developed “kaizen teams” to monitor and implement improvement.

Over the years, this idea has evolved beyond just the manufacturing process to include an entire line of topics and how they can be changed for better kaizen implementation. According to and article by James P. Womack and Daniel T. Jones in a 2003 issue of the Free Press, these are: “transport (moving products that are not actually required to perform the processing), inventory (all components, work in process and finished product not being processed), motion (people or equipment moving or walking more than is required to perform the processing), Waiting (waiting for the next production step), overproduction (production ahead of demand), over processing (resulting from poor tool or product design creating activity), and defects (the effort involved in inspecting for and fixing defects).” Recently, though, another has been added to specify customer complaints on products that do not meet their standards. These reductions can assist in production and reduce time and money needed to make good quality products.

With this method, you can improve the speed and reduce the price of production without sacrificing quality of your products. This can apply to not only large corporations, but even small businesses with five employees or even less. Lean manufacturing is sure to help you and your company or small business.

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