What is Kaizen?
The history of Kaizen begins after World War II when Toyota first implemented quality circles in its production process. It was influenced in part by American business and quality management teachers who visited the country.
Masaaki Imai published two original books on business process management “Kaizen: Japanese spirit of improvement” (1985), which helped popularize the Kaizen concept in the West, and Gemba Kaizen: A Commonsense, Low-Cost Approach to Management (1997).
Kaizen is a Japanese word for “Change for the better,” or it also referred to as “Continuous Improvement.” It is a journey and not a destination. Kaizen is mindset as opposed to being a specific tool. It is a culture that needs to change by the organizations. This Lean tool uses personal creativity and ingenuity to identify problems and then develop and implement ideas to solve those problems. Kaizen philosophy says that everything can be improved and everything can perform better or more efficiently. It helps to identify wastes.
Kaizen created by two Japanese words: “kai-” which means “change” and “-zen” which means “good.” The popular meaning of Toyota is “continuous improvement” or “small incremental improvements” of all areas of a company, not just manufacturing.
Kaizen means all personnel is expected to stop their work when they encounter any abnormality and, along with their supervisor, suggest an improvement to resolve the anomaly.
Kaizen is an approach to activity organization based on common sense, self-discipline, order, and economy. Kaizen method is a substantial contributor and fundamental part of a lean production process model in Lean manufacturing.
The 1993 edition of the New Shorter Oxford English Dictionary recognized the word Kaizen as an English word. The dictionary defines Kaizen as “continuous improvement of work practices, personal efficiency as a business philosophy.”
The two core beliefs that inform how Kaizen operates are:
- Everything can be improved
- Small gradual changes can lead to significant overall and long-term improvements
The overall goal of Kaizen is to make small changes over a period to create improvements within a company. That doesn’t mean alterations happen slowly, and it just recognizes that small changes now can have huge impacts in the future. Improvements can come from any employee at any time. The idea is that everyone has a stake in the company’s success and everyone should strive, at all times, to help make the business better.
By a small improvement, removing the automatic device for the paper that made noise and disturbed the silent sleep of neonates on intensive care was replaced by manual, which significantly reduced the level of noise and allowed the baby to sleep more and make better progress, which means that the shorter stay in the hospital. This example also indicates that automation does not always mean improvement. That is why Kaizen should apply, which says “use common sense.”
Kaizen event for standard work
As the teams for the 5S Kaizen event formed in three clinics, the Kaizen event’s Standard Work Teams also built. These teams held joint meetings.
Furthermore, the agenda for the II meeting of the Kaizen event’s Standard Work Team presented.
II meeting of the Standardization Teams Kaizen event
Purpose: Preparation for Standard implementation work of Kaizen event at KDIB, KDHO, KGA
Date: April 5, 2012 – Thursday
Time: 12:00 – 13:00
Location: Meeting room on the 4th floor of the Clinic for Children’s Surgery and Orthopedics
The team leader called the meeting on the project – Prof.Dr. Ljiljana Šaranac
- Team for Standard Work Kaizen event with KDIB: Team sponsor: Dr. Dejan Milojević; Team leader: Dr. Žaklina Milošević; Members of the team: Dr. Vladan Milojević, Dr Daniela Đorđević, Dr Jelena Vučić, nurse Jelena Jokić, nurse Ana Markovic.
- Team for standard work Kaizen event with KGA: Sponsor of the team: Dr. Ivana Stojković Eferica; Leader of the team: Dr. Sofija Sljivic; Members of the team: Dr. Biljana Miljković, Dr. Marina Jonović, Dr. Marija Stojanović, Dr. Nevena Stojanović, Dr. Gordana Jovanović, Dr. Lelica Dodić, Dr. Ljubinka Mrkaić.
- Team for Standard Work Kaizen event with KDHO: Team members should appoint prof. Dr. Anđelka Slavković and inform them about this meeting; Dr. Zika Spasic.
Please read: Previously Submitted Materials: Lean Tools – Standard Work and Spaghetti Diagram; Kaizen event on KGA, KDIB, and KDHO.
Please bring: Templates you have – materials you have prepared – templates for standard work Kaizen event.
12:00 – 12:05 Approval of the minutes of the first meeting All members of the Standard Work Team Kaizen event
12:05 – 12:45 Master List of Standard Work Documents; Presentation of realized documents Standard work on KDIB, KDHO, and KGA; All Team Members for the Standard Work Kaizen Event
12:45 – 12:55 Proposed Standard Work Plans to planned for Next Week All Standard Job Team Members Kaizen Event
12:55 – 13:00 Proposals for the agenda for the next meeting and evaluation of the meeting Prof.dr Vojislav Stoiljković
The members of the Standard Kaizen event team, having undergone training for getting to know and writing Standard Work documents, with the help of the authors of this book, began to compile a Master List of Standard Work Documents. Furthermore, one part of the MasterCard list of Standard Work Document at three clinics provided by the Kaizen Event Standard Editions.
At the Clinic for Children’s Surgery and Orthopedics, as well as on the other two Master Clinic Clinics, they were much longer than the one mentioned above. The scope of the book does not allow all Master Lists to displayed in full.
Here you can see the entire document Kaizen event for standard work
This work is an excerpt from the Book – Lean and Healthcare that you can obtain through the following sites on which books are sold Sites on which books are sold