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Main theme: CIP does not result in lean |
Guest contribution
Hyperinflation of the KAIZEN concept
Continual improvement processes (CIP), the 5S method,
Just in Time...these are all classic methods applied by
companies looking for an efficient way to add value.
Since Toyota is known worldwide as a successful
model of «lean» for quality and productivity, sud-
denly everyone wants to get in on Toyota’s recipe for
success. Kaizen is a key element of this. Few people
know what that really is, but everyone’s doing it. So
the term Kaizen («changes for the better») is passed
around a lot. It is widely used in Europe as a showcase
for all kinds of optimization programs and activities.
The reality in many companies is that the good old
CIP continuous improvement process has simply been
renamed «Kaizen». That’s great, but it doesn’t have a
lot in common with Japanese methods.
Kaizen in Lean companies
«
Radical democratic» innovation process with ultimate «radical consequences»
implementation of developed standards.
Author: Heinz Hirschi /affinitas ag
1)
The Socratic approach:
The aim of the Socratic dialogue
is the common understanding of an issue on the basis of
«
question and answer». So the answer often provokes the
next question. So by asking questions rather than by telling
your interlocutor, you increase their capability for insight.
(
source: Wikipedia)
Real Kaizen is radical
and uncomfortable
A substantial and in-depth approach must be applied.
Real Kaizen means deconstructing processes and ac-
tivities ruthlessly down to the most detailed level, in
order to put them back together in a better way and
ultimately standardize them. The standards must be
established and «pushed through», which is not al-
ways a pleasant process for managers. The extent of
this deconstruction process is realized by constantly
asking the question «why?» This in turn ultimately
leads to the best possible solution, which then serves
as the foundation for further improvements.
It is a cyclical process that in practice occurs jointly
with staff in workshops, directly in production or
in offices that are undergoing optimization (Genba,
japanese «at the site of happening»). The «bottom-
up» approach applies here. Staff agree on the working
method, leading to greater acceptance and sustain-
ability.
Real optimization is initially possible in the operation
phase rather than the planning phase, as no one can
see the unforeseeable. Bosses and «wise old men» are
deliberately eliminated in the workshops. Power and
knowledge come «from below», from the foundation.
Kaizen at Saia
®
Each year Saia staff undergo a week’s training in
Japanese facilities. Twice a year, the «Great Master»
Moro San comes to local workshops in our Murten
facilities. This ensures that we don’t drift into pleas-
ant, boss-led CIP methods.
In these workshops, Saia staff have a deep personal
experience Genba-Kaizen with the Master. His So-
cratic approach to dialogue
1)
is very direct and based
on constant questioning. So the focus is on solutions
rather than problems. Real flexibility accompanied
by practical and instant implementation is required –
that’s how lean is achieved.
Why is it done this way? What is the benefit of adding
value to your work? How do I fix the problem? How
do I achieve this goal?... Question after question, until
you really get to the root of the problem and the ap-
proach to finding a solution is improved. All steps and
activities are broken down, analyzed and evaluated.
Anything unnecessary is eliminated, activities are
combined in new ways and tested and then improve-
ments are implemented immediately.
Not lean: the management goes through the operation
looking for improvements.
Guest
contribution
Kai
Change
Zen
Good
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