The globe has long attempted to imitate Japanese improvement techniques (TPS, Kaizen, Lean, etc.), frequently based on the toolkit itself. Very often, western leaders neglect or lose the more profound philosophy in translation which makes all the difference.
In this post, I would like to demonstrate different sides of Kaizen: the “western” one, which many consultants promote, and the “philosophical” side, which is where it all began.
Word “Kaizen” simply means “change for the better” (“kai” = change “, zen” = good). Widely used in western nations as a continuous improvement technique.
There are many ways to do Kaizen – from simple improvements through a work suggestion programme to the form of events (usually lasting one week) where improvements are discovered (Kaizen events, Jishuken).
The guiding principle of Kaizen is “Everyday, Everybody, Everywhere,” which refers to any initiatives involving all staff members, from the CEO to the assembly line employees, which continuously improve all steps of every process.
Instead of more considerable strategic changes, we should emphasise all efforts on small, daily improvements within our area. But, despite what many experts may think, “continuous improvement” is not a definition of Kaizen itself, and there is so much more to it.
“Continuous improvement” is not the definition of Kaizen, but rather the result of Kaizen. The literal translation of “continuous improvement” in Japanese is “Kairyo 改良.” This is something you achieve externally through material and financial investments or relying on techniques of others to solve your problems. Kaizen is more personal, and it occurs within your own mind. Kaizen could be better translated as “continuous self-development.” Here we can see a clear distinction between the two concepts: improvement and self-development.
Continuous improvement is an external force, and Kaizen is an internal force. New equipment, facilities, or other investments in methodologies might be improvements, but they are not Kaizen. Kaizen is a process in your mind, of reviving your innate potential as a human being by developing strong willpower to break the status quo
JUN NAKAMURO, from “Kaizen: Lost in Translation” (Qualitydigest.com 08/02/2017)
As you see above, according to Jun Nakamuro, the REAL Kaizen starts with self-development and the practice known as “Hansei” – the process of recognising areas to improve (self-reflection).
“Even if a task is completed successfully, Toyota recognises the need for a hansei-kai, or reflection meeting; a process that helps to identify failures experienced along the way and create clear plans for future efforts. An inability to identify issues is usually seen as an indication that you did not stretch to meet or exceed expectations, that you were not sufficiently critical or objective in your analysis, or that you lack modesty and humility. Within the process, no problem is itself a problem.”
TOYOTA UK MAGAZINE
Kaizen is not just about improving your department or business. It focuses on discovering your true potential through constructive self-criticism, identifying areas for development and implementing these improvements into your life.
10 BASIC RULES OF KAIZEN
Abolish old, traditional concepts and ways of thinking – Eliminate old practices (let go of former habits, even if they seemed to have some benefit to you at the time)
Be Proactive/Improve everything continuously – search for solutions and stop hesitating because of possible hurdles that you foresee
Accept no excuses and make things happen – challenge the status quo
Look for the simplest solution, not “the ideal” (these are often expensive and need time)
If something is wrong, correct it
Empower everyone to take part in problem-solving
Don’t be scared of problems. Get information, opinions and new ideas from multiple people and learn from them.
Look for the real root causes - before making decisions, ask “why” questions five times to get to the root cause. (5 Why Method)
Be economical. Save money through small improvements to spend the saved money on further improvements. Use your brain instead of cash (consider simple solutions instead of buying expensive ones)
Remember that improvement has no limits. Never stop trying to improve & never consider yourself to be finished
KAIZEN HISTORY
The history of Kaizen begins after World War II in Japan in the 1950s with the teachings of American experts in business and quality (e.i. W Edwards Deming or H Sarasohn) and the introduction, among other things, of quality circles.
A quality circle is a group of workers doing the same or comparable work who frequently get together to discover, discuss, and resolve problems. This became the foundation of today’s Kaizen group.
The word “Kaizen” itself was coined and promoted by Maasaki Imai, a Japanese organisational theorist and management consultant. He popularized the Kaizen idea through his books (“Kaizen: The key to Japan's competitive success”, 1986 & “Gemba Kaizen: A Commonsense, Low-Cost Approach to Management”, 1997) and the 1986-founded Kaizen Institute Consulting Group.
KAIKAKU
While Kaizen is mainly about small changes, it will also prepare you for a much more significant “jump” – Kaikaku.
Kaikaku (also known as "radical change") is a term which refers to a major change or reform that seeks to transform an organisation or system fundamentally. This can include changes to business practices, organisational structure, or even company culture and strategy. Kaikaku is often implemented in order to address problems or inefficiencies within a company. Unlike Kaizen, which may be planned and implemented in a matter of days or weeks, it is something that is carefully planned over a longer time with the help of much more “sophisticated” tools. The goal of Kaikaku is to bring about a significant and lasting improvement to the organisation (or part of it) rather than just incremental changes.
Kaikaku cannot succeed without a Kaizen culture and vice versa. Successful long-term transformations (Kaikaku) require a series of short-term successes and the engagement of everyone in the organisation (Kaizen). At the same time, without Kaikaku, Kaizen will only consist of a series of minor improvements that don't support the company's long-term goals or produce financial gains.
A company that doesn't innovate and evolve will eventually fall behind. Kaizen and Kaikaku can create a foundation for your breakthrough innovation - the invention of anything new, whether a service, method or business model.
KAKUSHIN
Kakushin (also known as "innovation") follows more from Kaikau, and it refers to the process of creating new ideas or products or finding new ways of doing things. It is a critical component of business and economic growth, as it allows organisations to stay competitive and meet the evolving needs of their customers. Kakushin can be divided into two categories, incremental and radical. Incremental Kakushin refers to small, gradual improvements to existing products or processes. Radical Kakushin refers to more disruptive, game-changing innovations.
Why do you need all 3 approaches (3K)?
By combining Kaizen, Kaikaku, and Kakushin, you may develop a more comprehensive strategy for innovation and development that will help you accomplish your objectives more successfully. Utilising these three strategies encourages status quo breaking at every level inside your organisation.
Successful Kaizen improvements will boost your team's morale and lay the groundwork for your company to be prepared for more significant gains. It will be much easier to put the new concepts and standards into practice (as all of them are invented by your team). More significant improvements - Kaikaku - will be considerably easier for your organisation to accept as well (especially if you involve everyone right from the beginning). These will lead you and prepare your company to breakthrough solutions and change the game’s rules – Kakushin.
“The Only Constant in Life Is Change.”
Heraclitus
Accepting a change is considerably simpler when it is not forced, and we have a hand in its creation. Kaizen also teaches us that improvement is necessary because change is a constant - only the organisations that are flexible, agile and prepared to change can survive today. And that is what 3K will teach you and your team.
SUMMARY
If you want to be a leader in your field – you need to be agile and constantly improve, but not all improvements are complementary or equal because MOST OF THE LOCAL IMPROVEMENTS DO NOT CONTRIBUTE TO GLOBAL CHANGE.
Kaizen is a fantastic way to encourage your team to set higher standards of work. It also satisfies the demand of “having a direct impact” at the workplace. Kaizen can help you to build a strong culture of continuous improvement and help your team to get used to change. However, inept management of Kaizen can result in a massive distraction that wastes time, effort, money and causes disappointment.
The rule of “Everyday, Everybody, Everywhere” must be carefully thoughtful and applied mainly in the company constraint (more about it here) or to the processes that directly affect it. Improvement strategy, continuously reviewed and applied in the correct place/process, is critical to the organisation’s long-term competitiveness and successful future.