Building an Agile Squad with Hight-Impact Learning
The HR Digest brings to you the best practices to create a high-impact learning organization
Kaizen, Japanese for ‘small, incremental, continuous improvement’, in its contemporary form is used to improve and streamline corporate processes. Kaizen refers to activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers. According to Masaaki Imai, the father of Kaizen strategy, it is the single most important factor contributing to Japanese business success. The Kaizen philosophy lies in a simple and clear underlying axiom: what you need to do is improve the processes around to make things more efficient. The main difference between Japanese and Western management is in its focus on all improvement of all components of production and business processes. The Kaizen business strategy has been one of the key components of the competitive advantage of Japanese industry in the world markets (manufacturing through high quality and low costs). Admittedly, in the1980s, with the globalization of Japanese businesses, Kaizen became globally known. Kaizen was originally developed in Toyota and spread among other Japanese manufacturers as they gained fame in the world markets for higher quality products. Following their expansion worldwide, even the Japanese International Cooperation Agency (JICA) began to rely on the Kaizen management style to transform the industrial activities of a number of developing countries.