Continuous Improvement / Kaizen
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== Historical View == | == Historical View == | ||
Short Introduction of the History to give a little bit more context, also to clarify the different terms Kaizen and CI | Short Introduction of the History to give a little bit more context, also to clarify the different terms Kaizen and CI | ||
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== Big Idea / Title will be changed == | == Big Idea / Title will be changed == | ||
Revision as of 18:55, 13 February 2022
Contents |
Abstract
Continuous Improvement or Kaizen is a concept that is related to principles, methods and activities that have the target of continuously improving the performance of an organization. Continuous Improvement focuses on incremental steps that eventually lead to big improvements over time, rather than breakthrough changes. This incremental change is achieved by constantly reflecting and reexamining done work. Continuous Improvement thereby seeks to include and engage employees from all hierarchy levels in issue identification and solution finding. The concept can therefore also be seen as a continuous effort or general way of thinking in an organization. Continuous Improvement is similar to Kaizen, hence the two terms are generally used synonymously.
A key concept of continuous Improvement can be found in the PDCA Cycle, that was designed by William Edwards Deming in the 1930s. The Cycle describes an iterative process of continuous learning. It consists of the four Phases Plan, Do, Check, Act.
Plan: The planning phase consists of the two major steps observation of the situation and proposing a hypothesis why the targeted situation can not be reached. Here, causes that prevent the desired situation from being reached need to be identified, e. g. with a Ishikawa Diagram or 5-Why Analysis. The first step also focuses on clarifying the desired future situation besides observing the current state.
Do: The Do phase revolves around the development and testing of countermeasures for the identified root causes.
Check: In this phase the data obtained by performing the countermeasure is analyzed. The result of this analysis should be the acceptance or rejection of the hypothesis. Gained insights should be documented.
Act: This step contains the actual implementation of the countermeasure. Countermeasures should now be standardized and monitored. A reflection about leasons learned is recommended. If the hypothesis test failed, a new one needs to be proposed.
Benefits and Key ideas will probably get an own chapter / structure is not fully decided yet
Historical View
Short Introduction of the History to give a little bit more context, also to clarify the different terms Kaizen and CI
Big Idea / Title will be changed
Information about the broader scope of continuous improvement
Tools
Tools that are connected to the concept of continuous improvement Root Cause Analysis 5 Why maybe 8D Problem Solving ...
Continous Improvement in Relation to APPPM
Continuous Improvement as an integrated management approach, lessons lernead from projects, capturing of knowledge in the organizational knowledge base, focusing on APPPM in this chapter as the concept itself is explained in a more general view
Application
Workshops
Tasks Forces for Continous Improvement / Teams
Where is it mainly used / Limitation in terms of industry or company size
Limitations
What is necessary in an organization to achieve continuous improvement
Where are the obstacles
Commitment of management
Failure culture
Bibliography
Trabasso, L. G., & Pessoa, M. V. (2016). Continuous Improvement. In Lean Product Design and Development Journey (S. 89-104). Springer International Publishing.
Muralidharan, K. (2015). Continuous Improvement. In Six Sigma for Organizational Excellence (pp. 517-532). Springer India.
