If all the processes in the company are set up and work as a single mechanism with optimal use of resources – everyone wins: both the customer and the contractor, and therefore, profits grow exponentially. To this end, companies are introducing kaizen, which in fact embodies a set of methods to improve and optimize business. On the feasibility of its implementation and the main components – below.
Principles of kaizen
The cornerstone of kaizen is the daily improvement of all areas of activity and the continuous self-development. However, a number of ancillary principles can be identified.
- The main thing is to meet the needs of the client.
- Problems need to be recognized and addressed.
- Manager must be involved in the implementation of projects and in the company’s activities more often.
- Company information should be open.
- Quality is a priority.
- Standardization of high results.
- Motivation for the result.
Implementation of kaizen
The implementation of kaizen and the maintenance of this practice in the company does not require special funding. This technique can be used in companies of any size and for any industry. Absolutely everyone is involved in the process of continuous improvement.
Kaizen makes the company, manager and specialist agile: if necessary, it will not be difficult to quickly adjust to new tasks, the work will not be paralyzed by external changes and force majeure. In addition, kaizen allows you to save on staff: in such companies the number of employees is 10-50% less, because thanks to special thinking, any problem is solved quickly and in the best way.
The head of kaizen company must have a good understanding of internal and external processes, gather information ‘in the field’, ie participate in work situations, and not trust the reports, because they go through employees and reflect their vision. When the manager withdraws from processes, employees and real projects, the breakup of the team, problems with contractors, deteriorating algorithms and increasing costs begin.
Kaizen does not work by force: only a change of mind allows us to implement its principles. And the necessary reinforcement – tangible and intangible incentives. You can't expect fast results from kaizen – it's a process of forming new values and culture in the company that takes years.
The concept of continuous improvement does not imply the achievement of an acceptable level and the freezing of processes in this state. This approach has pragmatic justifications. The world, the market, consumers – everything changes daily and continuously, so the company or professionals can not afford to change something globally for several years ahead periodically at a certain time.
Continuous change should no longer be perceived as stress – in modern world it is a normal lifestyle for both the company and the person. And for kaizen philosophy to be truly realized, constant psychological and organizational work with staff and management is needed.
For companies facing increasing competition and consumer demands, kaizen will help you be one step ahead. However, keep in mind that this system requires constant work, and step-by-step improvements need to be made daily. They may be insignificant individually, but together they will bring significant strategic victories.
Kaizen is not suitable for those who expect quick results. This is not an instruction to increase sales, but a full-fledged philosophy that covers every employee of the company. After the implementation of the system, the number of staff can be reduced by 20-50%. And every employee who remains in the company will not just do their job every day, but constantly look for opportunities to make it better, strive to create and implement effective change. For the most part, these changes do not require financial investment, but only the concentration of people on their responsibilities.
