The kaizen method, or one step at a time

For some years now the “kaizen” method has become popular in Western countries. Its application has overwhelmed business environments.

Every company or organizational model is in a constant search for how to improve its internal management, its productivity and the effectiveness of its employees’ performance. Currently, there are hundreds of strategies and approaches for this, and new alternatives emerge every day. Among all of them, the method kaizen has remained a solid proposition for more than 50 years.

More than a method of management and business improvement, In reality the system operates as a philosophy. According to a work published in Global Journal on Quality and Safety in Healthcare, the method fights against the premise that some companies follow of “this is how we do things.” Instead, it seeks to replace the motto with the following: “doing better every day, with everyone and everywhere.” We analyze it.

«Don’t look for a quick or big improvement. Look for small victories, one day at a time. This is the only way it happens – and when it happens, it will last.

-John Wooden-

History of the method kaizen

Before teaching you what the method is kaizen, first we must briefly review its history. As a publication in Saudi Journal of Business and Management Studies, It is impossible to understand the model if it is separated from the Japanese socioeconomic context.. The model arises in a context where much importance is given to the driving force of middle management and the mediation procedure, a thought that may be inspired by Buddhist philosophy.

Also, we can say that the origin of the method is the program training within industry (TWI), designed by the United States War Department during World War II. Leaving out many details, the program implemented the premise of introduce small improvements in organizational environments.

Due to the war, there was not enough time or resources for complete or radical changes in management models. At the end of the war, and as part of the Marshall Plan, the American occupation forces took this premise to Japan. The objective was the reconstruction of Japanese industry.

Of course, the TWI was adapted to the political, social, economic and cultural reality of post-war Japan. Although this is the origin of the model, in reality the method kaizen It was not perfected until the 1980s, when Toyota assumed it as the backbone of its company organization. Saving many details, the Japanese giant combined the method with the Shewhart cycle, which gave rise to the current system.

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What is the method kaizen?

Once in position, you can better understand what the method is. kaizen and what are its characteristics. The model can be understood as a continuous improvement process. The term is made up of two Japanese words: kaiwhich means “change”, and Zen, which means “good.” Its literal translation would be “change for the better”, but in reality it is more understood as “constant improvement.”

The method revolves around the premise that small positive adjustments applied continuously produce substantial results. Although it does not deny them if they are necessary, the truth is that it avoids drastic reforms to achieve the transformation of a business model. Likewise, it rejects adjustments being made only from the top down.since all parts of the organization must analyze, detect, communicate and implement the possible adjustments and solutions that can be made, with respect to their sector.

The previous premise is perhaps the most important within philosophy kaizen. As mentioned through PLOS ONE, the system allows employees, regardless of their hierarchy, to address problems and implement measures to resolve them. Thanks to this, the following is achieved:

Less waste: When you identify what is being done wrong or what can be improved, you can make better use of material and human resources. A screening practice that enhances progress.Greater employee satisfaction: because they not only receive and follow orders, but they can also actively make proposals. In fact, a work published in Human Relations found that the model promotes job satisfaction and, thanks to this, mental health.Greater commitment to the company: When employees feel that their voice is heard from above, they develop greater commitment to the company. Since this only improves when everyone detects what can be done better, a dynamic of duty is generated that is not achieved with other models.Greater competitiveness: If the changes that have been implemented are successful, they inevitably impact production, profits, profitability and the quality of products and services. This allows the company to equal or surpass others in its sector.Consumers are more satisfied: In part, this was what led to the popularization of the method kaizen over other management programs. For example, when Toyota implemented it, its vehicles reached the market with fewer errors than other competing brands, which meant greater consumer satisfaction and loyalty.

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In practice, we can cite dozens of additional benefits, but these allow us to understand their importance. In summary, the model kaizen involves the participation of all those who make life in a company. With this, small adjustments can be identified that, when addressed, lead to a change in productivity, organizational dynamics and the comfort of employees and consumers.

The method Kaizen and its different types

Broadly speaking, two variants of the program can be identified: the kaizen big and the kaizen little. To understand the first, a parallel can be made with the FOCUS-PDSA method. That is, find, organize, clarify, understand, select (FOCUS) and plan, do, study and act (PDSA). It is most popular in enterprise environments when you want to implement it as a project.

For his part, the kaizen small refers to any improvement of a current situation that has been made, after imposing a quick solution. It is less systematic than the previous one, and only the identification and problem-solving phases actively participate. There is no (or not always, at least) planning, understanding, discussion of all possible alternatives and so on.

How could it not be otherwise, The latter can only be applied to simple or small problems.. It is also known as teianand is often the starting point for the application of philosophy kaizen in other contexts outside of business. When talking about large companies, mention is almost always made of the kaizen big. Of course, the little one can also integrate into it (through suggestion boxes, for example).

Although both types are applied under a continuous model, they can be executed within the framework of a specific project. As highlighted through BMJ Open, these are known as kaizen blitz. They consist of 3- to 5-day work sessions where current processes are analyzed and proposals aimed at improving current dynamics are developed and implemented.

Applications beyond the business environment: the kaizen In day to day

Although we have only mentioned the philosophy kaizen In the business environment, the truth is that it has overflowed its borders. Today, the method is applied in health systems, in education, in organizational events and, of course, in the dynamics of personal objectives. We cannot fail to mention the latter, partly due to the recent interest and their value in achieving the goals.

So small, it is impossible to fail

The key to the method kaizen is that it invites us to set small, but constant goals or challenges. They are objectives so accessible to our possibilities that they reduce the margin of failure to a minimum.. For example, if what you want is to pay all those arrears debts, the kaizen invites you to save a small amount daily.

This model is based on the principle of going step by step. A parallel is the fable of the hare and the tortoise. Going slower does not mean that the goal will not be reached, and even the imprint of greater speed can give excessive confidence in success. Its effectiveness has led to it being taken advantage of far from business circles, which reflects its value and benefits.