Continuous Improvement - Revision history

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Abstract

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	== '''Abstract''' ==		== '''Abstract''' ==

	Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" /> . Also, the possible application in every company that is eager to implement the transformation philosophy makes it a broad concept. Hence, there are multiple systems, methods, philosophies, tools, techniques, theories and strategies by which Continuous Improvement can be achieved. Due to the length limitation of this article, the Kaizen philosophy/method and Just-In-Time production system have been chosen for investigation. Methods such as Six Sigma, Theory of Cconstraints (ToC), Agile and Deming's wheel also possess major significance in applying Continuous Improvement but will not be examined in this article. Firstly, a historical analysis along with defining Continuous Improvement ~~occurs~~ to comprehend the base level and the historical evolution. Secondly, the Kaizen theory (concepts) and application (systems) are investigated thoroughly followed by an example to clarify any gaps. ~~Lastly~~, the limitations are explained to understand and the ~~benefits of~~ the assessed annotated bibliography ~~are~~ explained that ~~lead~~ to the composition of this article.		Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" /> . Also, the possible application in every company that is eager to implement the transformation philosophy makes it a broad concept. Hence, there are multiple systems, methods, philosophies, tools, techniques, theories and strategies by which Continuous Improvement can be achieved. Due to the length limitation of this article, the Kaizen philosophy/method and Just-In-Time production system have been chosen for investigation. Methods such as Six Sigma, Theory of Cconstraints (ToC), Agile and Deming's wheel also possess major significance in applying Continuous Improvement but will not be examined in this article. Firstly, a historical analysis along with defining Continuous Improvement is executed to comprehend the base level and the historical evolution. Secondly, the Kaizen theory (concepts) and application (systems) are investigated thoroughly followed by an example to clarify any gaps. Thirdly, the limitations are explained to understand the benefits and drawbacks tha come along with it as well as the ideal conditions in regards to when to use Kaizen. Lastly, the assessed annotated bibliography is explained making remarks of individually for each of them as it provided with important information that led to the composition of this article.

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Abstract

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	== '''Abstract''' ==		== '''Abstract''' ==

	Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" /> . Also, ~~there is a broad concept in regard to~~ possible application in every company that is eager to implement the transformation philosophy. Hence, there are multiple systems, methods, philosophies, tools, techniques, theories and strategies by which Continuous Improvement can be achieved. Due to the length limitation of this article, the Kaizen philosophy/method and Just-In-Time production system have been chosen for investigation. Methods such as Six Sigma, Theory of Cconstraints (ToC), Agile and Deming's wheel also possess major significance in applying Continuous Improvement but will not be examined in this article. Firstly, a historical analysis along with defining Continuous Improvement occurs to comprehend the base level and the historical evolution. Secondly, the Kaizen theory (concepts) and application (systems) are investigated thoroughly followed by an example to clarify any gaps. Lastly, the limitations are explained to understand and the benefits of the assessed annotated bibliography are explained that lead to the composition of this article.		Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" /> . Also, the possible application in every company that is eager to implement the transformation philosophy makes it a broad concept. Hence, there are multiple systems, methods, philosophies, tools, techniques, theories and strategies by which Continuous Improvement can be achieved. Due to the length limitation of this article, the Kaizen philosophy/method and Just-In-Time production system have been chosen for investigation. Methods such as Six Sigma, Theory of Cconstraints (ToC), Agile and Deming's wheel also possess major significance in applying Continuous Improvement but will not be examined in this article. Firstly, a historical analysis along with defining Continuous Improvement occurs to comprehend the base level and the historical evolution. Secondly, the Kaizen theory (concepts) and application (systems) are investigated thoroughly followed by an example to clarify any gaps. Lastly, the limitations are explained to understand and the benefits of the assessed annotated bibliography are explained that lead to the composition of this article.

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Abstract

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	== '''Abstract''' ==		== '''Abstract''' ==

	Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" /> . CI is a broad concept in regard to possible application in every company that is eager to implement the transformation philosophy. Hence, there are multiple systems, methods, philosophies, tools, techniques, theories and strategies by which Continuous Improvement can be achieved. Due to the length limitation of this article, the Kaizen philosophy/method and Just-In-Time production system have been chosen for investigation. Methods such as Six Sigma, Theory of Cconstraints (ToC), Agile and Deming's wheel also possess major significance in applying Continuous Improvement but will not be examined in this article. Firstly, a historical analysis along with defining Continuous Improvement occurs to comprehend the base level and the historical evolution. Secondly, the Kaizen theory (concepts) and application (systems) are investigated thoroughly followed by an example to clarify any gaps. Lastly, the limitations are explained to understand and the benefits of the assessed annotated bibliography are explained that lead to the composition of this article.		Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" /> . Also, there is a broad concept in regard to possible application in every company that is eager to implement the transformation philosophy. Hence, there are multiple systems, methods, philosophies, tools, techniques, theories and strategies by which Continuous Improvement can be achieved. Due to the length limitation of this article, the Kaizen philosophy/method and Just-In-Time production system have been chosen for investigation. Methods such as Six Sigma, Theory of Cconstraints (ToC), Agile and Deming's wheel also possess major significance in applying Continuous Improvement but will not be examined in this article. Firstly, a historical analysis along with defining Continuous Improvement occurs to comprehend the base level and the historical evolution. Secondly, the Kaizen theory (concepts) and application (systems) are investigated thoroughly followed by an example to clarify any gaps. Lastly, the limitations are explained to understand and the benefits of the assessed annotated bibliography are explained that lead to the composition of this article.

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Abstract

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	== '''Abstract''' ==		== '''Abstract''' ==

	CI is a broad concept in regard to possible application in every company that is eager to implement the transformation philosophy. Hence, there are multiple systems, methods, philosophies, tools, techniques, theories and strategies by which Continuous Improvement can be achieved. Due to the length limitation of this article, the Kaizen philosophy/method and Just-In-Time production system have been chosen for investigation. Methods such as Six Sigma, Theory of Cconstraints (ToC), Agile and Deming's wheel also possess major significance in applying Continuous Improvement but will not be examined in this article. Firstly, a historical analysis along with defining Continuous Improvement occurs to comprehend the base level and the historical evolution. Secondly, the Kaizen theory (concepts) and application (systems) are investigated thoroughly followed by an example to clarify any gaps. Lastly, the limitations are explained to understand and the benefits of the assessed annotated bibliography are explained that lead to the composition of this article.		Continuous Improvement (CI) is a transformation philosophy that is correlated directly with certain methodologies and strategies executed that provide with constant enhancement and development of services, products, and processes <ref name="CIbook2" /> . CI is a broad concept in regard to possible application in every company that is eager to implement the transformation philosophy. Hence, there are multiple systems, methods, philosophies, tools, techniques, theories and strategies by which Continuous Improvement can be achieved. Due to the length limitation of this article, the Kaizen philosophy/method and Just-In-Time production system have been chosen for investigation. Methods such as Six Sigma, Theory of Cconstraints (ToC), Agile and Deming's wheel also possess major significance in applying Continuous Improvement but will not be examined in this article. Firstly, a historical analysis along with defining Continuous Improvement occurs to comprehend the base level and the historical evolution. Secondly, the Kaizen theory (concepts) and application (systems) are investigated thoroughly followed by an example to clarify any gaps. Lastly, the limitations are explained to understand and the benefits of the assessed annotated bibliography are explained that lead to the composition of this article.

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Limitations

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	== '''Limitations''' ==		== '''Limitations''' ==

	Kaizen can be applied everywhere there are operations, processes and tasks in all corporate functions. The most important aspect it improves is product/service quality however, there are more aspects that extend to creating a safer working environement, engaging everyone in the company that leads to higher employee morale, reduction in costs via limiting waste. Moreover, Small-Group Activities result in bringing people together to brainstorm finding out problems and root causes enhancing communication and employee skills. All of the aforementiond benefits that can be obtained with Kaizen conclude to incrementally ~~develop~~ customer satisfaction ~~positively~~. Nonetheless, Kaizen should not be approached as short-term project nor be implemented in a environment that is not entirely commited to the cause as it is one of the main characteristics for successful application. There is no end-goal, just Continuous Improvement in everything. Also, it envolves everyone hence, distorting the entire management system while requiring resources in order to run Kaizen activities and training.		Kaizen can be applied everywhere there are operations, processes and tasks in all corporate functions. The most important aspect it improves is product/service quality however, there are more aspects that extend to creating a safer working environement, engaging everyone in the company that leads to higher employee morale, reduction in costs via limiting waste. Moreover, Small-Group Activities result in bringing people together to brainstorm finding out problems and root causes enhancing communication and employee skills. All of the aforementiond benefits that can be obtained with Kaizen conclude in incrementally developing customer satisfaction in a positive manner. Nonetheless, Kaizen should not be approached as short-term project nor be implemented in a environment that is not entirely commited to the cause as it is one of the main characteristics for the successful application of it. There is no end-goal, just Continuous Improvement in everything. Also, it envolves everyone hence, distorting the entire management system while requiring resources in order to run Kaizen activities and training.

	== '''Annotated Bibliography''' ==		== '''Annotated Bibliography''' ==

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Limitations

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	== '''Limitations''' ==		== '''Limitations''' ==

	Kaizen can be applied everywhere there are operations, processes and tasks in all corporate functions. The most important aspect it improves is product/service quality however, there are more aspects that extend to creating a safer working environement, engaging everyone in the company that leads to higher employee morale, reduction in costs via limiting waste. Moreover, Small-Group Activities result in bringing people together to brainstorm finding out problems and root causes enhancing communication. All of the aforementiond benefits that can be obtained with Kaizen conclude to incrementally develop customer satisfaction positively. Nonetheless, Kaizen should not be approached as short-term project nor be implemented in a environment that is not entirely commited to the cause as it is one of the main characteristics for successful application. There is no end-goal, just Continuous Improvement in everything. Also, it envolves everyone hence, distorting the entire management system while requiring resources in order to run Kaizen activities and training.		Kaizen can be applied everywhere there are operations, processes and tasks in all corporate functions. The most important aspect it improves is product/service quality however, there are more aspects that extend to creating a safer working environement, engaging everyone in the company that leads to higher employee morale, reduction in costs via limiting waste. Moreover, Small-Group Activities result in bringing people together to brainstorm finding out problems and root causes enhancing communication and employee skills. All of the aforementiond benefits that can be obtained with Kaizen conclude to incrementally develop customer satisfaction positively. Nonetheless, Kaizen should not be approached as short-term project nor be implemented in a environment that is not entirely commited to the cause as it is one of the main characteristics for successful application. There is no end-goal, just Continuous Improvement in everything. Also, it envolves everyone hence, distorting the entire management system while requiring resources in order to run Kaizen activities and training.

	== '''Annotated Bibliography''' ==		== '''Annotated Bibliography''' ==

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			''Written by Xenofon Apostolou''

	== '''Abstract''' ==		== '''Abstract''' ==

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	CI is a broad concept in regard to possible application in every company that is eager to implement the transformation philosophy. Hence, there are multiple systems, methods, philosophies, tools, techniques, theories and strategies by which Continuous Improvement can be achieved. Due to the length limitation of this article, the Kaizen philosophy/method and Just-In-Time production system have been chosen for investigation. Methods such as Six Sigma, Theory of Cconstraints (ToC), Agile and Deming's wheel also possess major significance in applying Continuous Improvement but will not be examined in this article. Firstly, a historical analysis along with defining Continuous Improvement occurs to comprehend the base level and the historical evolution. Secondly, the Kaizen theory (concepts) and application (systems) are investigated thoroughly followed by an example to clarify any gaps. Lastly, the limitations are explained to understand and the benefits of the assessed annotated bibliography are explained that lead to the composition of this article.		CI is a broad concept in regard to possible application in every company that is eager to implement the transformation philosophy. Hence, there are multiple systems, methods, philosophies, tools, techniques, theories and strategies by which Continuous Improvement can be achieved. Due to the length limitation of this article, the Kaizen philosophy/method and Just-In-Time production system have been chosen for investigation. Methods such as Six Sigma, Theory of Cconstraints (ToC), Agile and Deming's wheel also possess major significance in applying Continuous Improvement but will not be examined in this article. Firstly, a historical analysis along with defining Continuous Improvement occurs to comprehend the base level and the historical evolution. Secondly, the Kaizen theory (concepts) and application (systems) are investigated thoroughly followed by an example to clarify any gaps. Lastly, the limitations are explained to understand and the benefits of the assessed annotated bibliography are explained that lead to the composition of this article.

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	== '''History and definition''' ==		== '''History and definition''' ==

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Limitations

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	Kaizen can be applied everywhere there are operations, processes and tasks in all corporate functions. The most important aspect it improves is product/service quality however, there are more aspects that extend to creating a safer working environement, engaging everyone in the company that leads to higher employee morale, reduction in costs via limiting waste. Moreover, Small-Group Activities result in bringing people together to brainstorm finding out problems and root causes enhancing communication. All of the aforementiond benefits that can be obtained with Kaizen conclude to incrementally develop customer satisfaction positively. Nonetheless, Kaizen should not be approached as short-term project nor be implemented in a environment that is not entirely commited to the cause as it is one of the main characteristics for successful application. There is no end-goal, just Continuous Improvement in everything. Also, it envolves everyone hence, distorting the entire management system while requiring resources in order to run Kaizen activities and training.		Kaizen can be applied everywhere there are operations, processes and tasks in all corporate functions. The most important aspect it improves is product/service quality however, there are more aspects that extend to creating a safer working environement, engaging everyone in the company that leads to higher employee morale, reduction in costs via limiting waste. Moreover, Small-Group Activities result in bringing people together to brainstorm finding out problems and root causes enhancing communication. All of the aforementiond benefits that can be obtained with Kaizen conclude to incrementally develop customer satisfaction positively. Nonetheless, Kaizen should not be approached as short-term project nor be implemented in a environment that is not entirely commited to the cause as it is one of the main characteristics for successful application. There is no end-goal, just Continuous Improvement in everything. Also, it envolves everyone hence, distorting the entire management system while requiring resources in order to run Kaizen activities and training.

	''Critically reflect on the tool/concept/theory and its application context. What can it do, what can it not do? Under what circumstances should it be used, and when not? How does it compare to the “status quo” of the standards – is it part of it, or does it extent them? Discuss your article in the context of key readings / resources provided in class. Substantiate your claims with literature''

	== '''Annotated Bibliography''' ==		== '''Annotated Bibliography''' ==