Kaizen[改善]

知识中心

   

渐进的、持续(增加)的变革或提高。 Kaizen[改善]解析。

目录

  1. 摘要
  2. 论坛
  3. 最佳实践
  4. Expert Tips
  5. 相关资料
  6. 打印

Kaizen[改善] 5S架构 Kaizen[改善]什么是Kaizen 释义

Kaizen法最初是日本企业界的一个管理概念,用于渐进的、持续(增加)的变革或提高。


Kaizen实际上是一种生活哲学。 它假设我们生活的方方面面都应该持续不断地得以改变和提高。 Kaizen哲学的背后包含着许多日本管理理念,如: Total Quality Control[全面质量控制]、品质圈、小组活动、劳资关系。


Kaizen哲学的关注要点是: 质量、努力、全员投入、变革意愿、沟通。


日本公司相互区别之处就在于: 是完完全全的创新,还是大刀阔斧的变革,还是通过Kaizen实现持续提高的变革。 Kaizen的字面意义就是: 通过改(Kai),而变好(Zen)。


Kaizen的五个基本要素

  1. 团队工作(Teamwork
  2. 自律性(Personal Discipline
  3. 高昂士气(Improved Morale
  4. 质量圈(Quality Circles
  5. 改良建议(Suggestions for Improvement

在此基础之上,Kaizen的三项核心要务

  • 降低废料、排除低效
  • 做好生厂区管理的5个S
  •       1. Seiri - 整理
  •       2. Seiton - 整顿
  •       3. Seiso - 清洁
  •       4. Seiketsu - 清扫
  •       5. Shitsuke - 修养
  • 实现标准化

何时应用Kaizen法? 尽管较难给出一个普遍适用的建议,但有一点是清楚的,Kaizen非常适用于需要长期过程的渐进变革,这种变革最好是在浓厚的集体主义环境下进行。 个人主义文化盛行的组织更注重短期成功,所以倾向于用Business Process Reengineering[业务流程重组]一类的变革方法。


Kaizen与BPR比较

KaizenBPR进行比较,我们就很容易看出,Kaizen哲学更为人性化,更易于执行,只需要提供渐进的、幅度较小的变革,但需要一个长期过程。 与之相对,BPR法则是技术导向的剧烈变革,且难度较大,它需要大量的变革管理技能。


参考书: Masaaki Imai - Kaizen -


改善论坛
  翻译问题
KAIZEN的三项核心要务中第二条,“做好生厂区管理的5个S”,请核对并酌情更正为“生产区”或其他。...
     
 
  Kaizen Prerequisites
I believe self-discipline is a mandatory prerequisite before one can hope to achieve success with Kaizen, just as it is in martial arts. The focus and 'stillness' of thought required in martial arts helps with the implementation of Kaizen. Wha...
     
 
  Kaizen is Based on Kata
Kaizen is more than we can think in Japanese culture. Everything is based on 'Kata*' in their culture, so no one is supposed to do things outside of the context of the Kata.
Through Kata we reach Kaizen, which is the state of mind to ...
     
 
  Formal Kaizen Programs
Kaizen should be practised within a formal program with reward or recognition for successful efforts lest it may do in disarray. It was proven as a very successful way of doing our daily jobs as had been done in my 12-year experience in a Japanese MN...
     
 
  Start the Change Within Yourself
The most important thing before starting Kaizen is, start the change within yourself. You cannot educate others about Kaizen if you yourself are not well educated enough about it....
     
 
  Kaizen and Quality and Toyota
Small incremental changes in quality can be accomplished through solid statistical analysis. Through the use of p-charts and other variable control charts a narrowing of the upper and lower limits incrementally can bring about long term kaikaku, I be...
     
 
  Gauging Customer Satisfaction
Customer satisfaction has a direct effect on profit and profitability. To what extent can profit measures be used to gauge customer satisfaction? To what extent can the flow through the channels be used to gauge customer satisfaction e.g. levels of s...
     
 
  Organizational Change Must Be Slow and Incremental
Change in organizations should be slow and incremental in order to be really effective. This is applicable regardless of the approach used....
     
 
  Linking Kaizen to Goals of the Organization
Linking Kaizen to goals is a sure way to ensure improvement within each process of the organization. These projects are reviewed internally and any boondoggle projects are canceled. The out of the box thought of identifying the area of improvement an...
     
 
  Kaizen is a Philosophy | Kaizen Background
I am led to believe Kaizen is more of a philosophy than it is a management 'tool' - the description above may wish to include the definition of Kaizen as it is understood with a Taoist appreciation of mutual benefit "on-going goodness / benefit, n...
     
 
  The Kaizen Philosophy
Kaizen is really a way of life philosophy. It is change for betterment. We have to inculcate this concept in every student in different streams to make them understand the inevitable of change. Even we shall follow this in our home and ...
     
 
  Building Blocks of Kaizen, Continual Improvement
It's interesting to see the clarification we received from Anthony from India about continually improving quality, cost and delivery.
The key word is continually (for the broad scope of the whole organization for example), since the littl...
     
 
  Kaizen is More than the Housekeeping techniques (5S) !
Kaizen 5S is not just housekeeping techniques...
We should always link it with performance and productivity enhancement....
     
 
  One of the Best Management Practice that anyboy could have.
Kaizen is one of the excellent management practice which especialy could use by Anybody in the world as it showcases the right, easy and most cost effective way to improve the business proccesses, people, procedures etc....
     
 
  Kaizen in my Company
We use Kaizen to improve continuously. We also hang the tools on a board, but someone is working with it and they have to report to me. As a lean manager I follow up on them and facilitate them. We work with a quick Kaizen sheet as we call it for the...
     
 
  Kaizen in Human Resources
I agree that Kaizen is the right way to increase organizational efficiency... Recently, an article came in my hands about Kaizen applied to human resources of organizations.... Reading that article the term "people positioning into the organization" ...
     
 
  Kaizen basis for Lean Six Sigma
I think the Kaizen is the same as Lean Six Sigma, if we want to get more sucessful in the manufacturing field, we need start from the Kaizen....
     
 
  Loss Function Analysis
Loss function analysis can be used for controling loss incurred during production, the smaller the tolerance the less is the loss in production....
     
 
  Kaizen vs Business Process Reengineering
In ideas companies like film production, television etc, business process re-engineering has been found very applicable because it involves the fundamental realignment of resources and rethinking the organizational processes to enable it move in tand...
     
 

改善 小组


小组

改善 培训|活动


搜索培训、会议及活动项目


最佳实践 - 改善 高级帐户
  Kaizen is a Way of Life
I believe that Kaizen has not been well understood by most of the occidental companies; Kaizen is not a specific program, Kaizen is not a special project, Kaizen is not a quality circle activity... Kaizen is a way of life, a super4 source of motivati...
     
 
  Quotes on Kaizen. Quotations
Do you know some deep, famous or funny quotes on Kaizen? Quotations? Proverbs? Please share them as a reaction to this posting and mention the author. To get started, here's my favorite: 'Constant dripping hollows out a stone.' - Lucretius 98-55 BC, ...
     
 

Expert Tips (ENG) - Kaizen Method | Kaizen Philosophy 高级帐户
 

Comparison Kaizen vs. Innovation

In 1992, A. Meckel made this useful comparison of Kaizen (K) versus Innovation (I):
1. EFFECT - K: long term and continuous, but not dramatic; I:...
Usage (application)Appreciate the Differences...
 
 
 

Tools to Attack Waste

What tools you can use for every waste you can find at your company?
Before you try to implement these lean tools you have to train your associat...
Usage (application)Waste Management, Waste Tools Overview
 
 
 

Building blocks of Kaizen: QCD

Imai mentions three main building blocks of Kaizen, known as QCD:
1. A continually improving Quality assurance system;
2. A co...
Usage (application)Kaizen
 
 
 

Leadership Strategies for Change

In response to the high rate of change failure, Ken Blanchard and his team have developed the Blanchard Leading Through Change program, in whic...
Usage (application)Initiate, implement, develop and sustain change
 
 
 

Benefits of Kaizen

There are several benefits of using Kaizen or Kaizen events. These benefits can be categorized as either quantitative or qualitative. Unfortuna...
Usage (application)Continuous Improvement
 
 
 

The 8 Wastes of Lean Explained

T - Transport - Moving people, products & information
I - Inventory - Storing parts, pieces, documentation ahead of requirements
M - Motion ...
Usage (application)Waste Management
 
 
 

Alternate Process Improvement Model

The IDEAL Model.
Originally, the IDEAL model was a life-cycle model for software process improvement based upon the Capability Maturity Mo...
Usage (application)Process Improvement, Continuous Improvement, Kaizen, CMM
 
 
 

Why Kaizen is Needed for Wastefree and Flexible Manufacturing

According to Masaaki Imai, founder and chairman of the KAIZEN Institute:
"Why can humans walk upright and apes cannot, although the skeletons are...
Usage (application)Anecdote
 
 
 

Types of Change. Classification

Organizational change varies along at least to dimensions (expected-unexpected and incremental-radical) and can be managed by classifying it in one of...
Usage (application)Change Management, Organizational Change, Expected/Unexpected Change, Incremental/Radical Change
 
 
 

Kaizen The Keys to Continuous Improvement

This learning package provides you with everything you need to facilitate a learning group in your company.
The basic approach to this type of l...
Usage (application)Facilitating a Kaizen Workshop
 
 
 

How to Focus your Improvement Efforts?

Very often organizations consider continuous improvement as committing on improvement efforts, and thus creating projects to implement them, in all ar...
Usage (application)Achieve More With Less, Kaizen, BPR, JIT, Lean, Value Chain
 
 
 

Kaizen Best Practices

When starting a Kaizen program, remember to:
A. Establish the QCD processes
B. Ensure top management commitment
C. Plan the program (yo...
Usage (application)Preparing a Kaizen program
 
 
 

Kaizen: An Essential Tool

According to Imai, founder and chairman of the KAIZEN Institute (1986), Kaizen means continuous improvement. Not just a philosophy of the workplace,...
Usage (application)Kaizen = Continuous Improvement in Every Facet of Life
 
 

相关资料 - 改善 高级帐户
 

新闻

Kaizen 方法
     
 

新闻

改善 概念
     
 

视频

Kaizen 方法
     
 

视频

改善 概念
     
 

简报

Kaizen 方法
     
 

简报

改善 概念
     
 

更多

Kaizen 方法
     
 

更多

改善 概念
     

比较: Deming Cycle[戴明循环]  |  Hoshin Kanri[方针管理] - Policy Deployment[政策展开]  |  Training Within Industry[业内训练]  |  8D Problem Solving[8D问题求解]  |  Six Sigma[六西格玛]  |  Quality Function Deployment[质量功能展开]  |  Forget Borrow Learn[遗忘借用学习法]  |  Value Chain[价值链]  |  Just-in-time[即时生产]  |  Organic Organization[有机式组织]  |  Appreciative Inquiry[肯定式探询]  |  Positive Deviance[正向偏差]  |  Change Phases[变革阶段]  |  Six Change Approaches[六变革法]  |  Core Group Theory[核心组理论]  |  Theory of Planned Behavior[计划行为理论]  |  Business Process Reengineering[业务流程重组]  |  Change Management[变革管理]  |  Dimensions of Change[变革尺度]  |  Force Field Analysis[力场分析法]  |  Value Stream Mapping[价值流程图]  |  Eight Attributes of Management Excellence[卓越管理的八个属性]  |  Five Disciplines[五项修炼]  |  Ten Principles of Reinvention[企业型政府重塑10原则]  |  Fourteen Points of Management[质量管理14要点]  |  People-CMM[人力资源能力成熟度模式]


返回到分类主页: 变革与组织  |  沟通与技能  |   伦理与责任  |  人力资源管理  |   计划与项目管理  |  战略与策略  |  供应链与质量管理


更多管理方法、模型和理论

Special Interest Group Leader

你在这里


关于12manage | 广告服务 | 链接我们 | 隐私 | 服务条款
版权所有 2016 12manage经理人进阶捷径。V14.1 - 最后更新:8-12-2016。各管理方法名称(tm)为其原创者所拥有。