Build­ing an Ag­ile Squad with Hight-Im­pact Learn­ing

The HR Digest brings to you the best prac­tices to cre­ate a high-im­pact learn­ing or­ga­ni­za­tion

The HR Digest - - Content Features -

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.

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