Continuous Improvement
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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" />. It also aims at minimizing cost reduction for companies and businesses and eliminating root causes of problems. This concept often named as Continuous Improvement Process (CIP) is implemented to increase the company’s profit and competitiveness in the short term in addition to sustain these in the long one <ref name="CIbook2" />. William Edwards Deming (October 14, 1900 – December 20, 1993) is generally considered the father of Continuous Improvement, however the person behind the first breakthrough correlated with CI was Walter Shewhart. He is considered one of the first pioneers of Total Quality Management (TQM) <ref name="Shewhart"/>. He developed the straight-line process in 1939 in terms of statistical control for specification, production and finally inspection regarding quality control (QA) for products. The method was transformed to a circular model called Shewhart’s cycle the same year <ref name="Shewhart"/>. | 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" />. It also aims at minimizing cost reduction for companies and businesses and eliminating root causes of problems. This concept often named as Continuous Improvement Process (CIP) is implemented to increase the company’s profit and competitiveness in the short term in addition to sustain these in the long one <ref name="CIbook2" />. William Edwards Deming (October 14, 1900 – December 20, 1993) is generally considered the father of Continuous Improvement, however the person behind the first breakthrough correlated with CI was Walter Shewhart. He is considered one of the first pioneers of Total Quality Management (TQM) <ref name="Shewhart"/>. He developed the straight-line process in 1939 in terms of statistical control for specification, production and finally inspection regarding quality control (QA) for products. The method was transformed to a circular model called Shewhart’s cycle the same year <ref name="Shewhart"/>. | ||
The model was then modified by William Edwards to the Deming Wheel that himself presented in 1950 to an eight-day seminar in Japan sponsored by the Japanese Union of Scientists and Engineers (JUSE) <ref name="Circle"/>. | The model was then modified by William Edwards to the Deming Wheel that himself presented in 1950 to an eight-day seminar in Japan sponsored by the Japanese Union of Scientists and Engineers (JUSE) <ref name="Circle"/>. | ||
| − | Masaaki Imai the famous inventor of Ky-zen (good-change) in English states in his book ‘’ Kaizen (Ky’zen), the Key to Japan’s Competitive Success’’ that Japanese executives reformed Demings wheel to the Plan-Design-Check-Act (PDCA) tool <ref name="Imai">. Deming, nonetheless, kept himself distant from the tool and after thirty years in 1980 he introduced the Plan-Do-Study-Act (PDSA) cycle <ref name="Circle">. | + | Masaaki Imai the famous inventor of Ky-zen (good-change) in English states in his book ‘’ Kaizen (Ky’zen), the Key to Japan’s Competitive Success’’ that Japanese executives reformed Demings wheel to the Plan-Design-Check-Act (PDCA) tool <ref name="Imai"/>. Deming, nonetheless, kept himself distant from the tool and after thirty years in 1980 he introduced the Plan-Do-Study-Act (PDSA) cycle <ref name="Circle"/>. |
While Continuous Improvement can be broad and abstract it has its roots in manufacturing, some other concepts that it can be affiliated to are quality control, operations analysis, management and mostly anything that includes processes. Finally, CI is defined from Aristide van Aartsengel and Selahattin Kurtoglu as ''‘any state of “being” beyond the state of “becoming.” It is the highest stage of maturity that an enterprise business as a whole can attain. Attaining this highest stage of maturity does not happen overnight; it takes time!'' <ref name="CIbook1" /> | While Continuous Improvement can be broad and abstract it has its roots in manufacturing, some other concepts that it can be affiliated to are quality control, operations analysis, management and mostly anything that includes processes. Finally, CI is defined from Aristide van Aartsengel and Selahattin Kurtoglu as ''‘any state of “being” beyond the state of “becoming.” It is the highest stage of maturity that an enterprise business as a whole can attain. Attaining this highest stage of maturity does not happen overnight; it takes time!'' <ref name="CIbook1" /> | ||
Revision as of 15:49, 7 March 2022
Contents |
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 [1]. It also aims at minimizing cost reduction for companies and businesses and eliminating root causes of problems. This concept often named as Continuous Improvement Process (CIP) is implemented to increase the company’s profit and competitiveness in the short term in addition to sustain these in the long one [1]. William Edwards Deming (October 14, 1900 – December 20, 1993) is generally considered the father of Continuous Improvement, however the person behind the first breakthrough correlated with CI was Walter Shewhart. He is considered one of the first pioneers of Total Quality Management (TQM) [2]. He developed the straight-line process in 1939 in terms of statistical control for specification, production and finally inspection regarding quality control (QA) for products. The method was transformed to a circular model called Shewhart’s cycle the same year [2]. The model was then modified by William Edwards to the Deming Wheel that himself presented in 1950 to an eight-day seminar in Japan sponsored by the Japanese Union of Scientists and Engineers (JUSE) [3]. Masaaki Imai the famous inventor of Ky-zen (good-change) in English states in his book ‘’ Kaizen (Ky’zen), the Key to Japan’s Competitive Success’’ that Japanese executives reformed Demings wheel to the Plan-Design-Check-Act (PDCA) tool [4]. Deming, nonetheless, kept himself distant from the tool and after thirty years in 1980 he introduced the Plan-Do-Study-Act (PDSA) cycle [3]. While Continuous Improvement can be broad and abstract it has its roots in manufacturing, some other concepts that it can be affiliated to are quality control, operations analysis, management and mostly anything that includes processes. Finally, CI is defined from Aristide van Aartsengel and Selahattin Kurtoglu as ‘any state of “being” beyond the state of “becoming.” It is the highest stage of maturity that an enterprise business as a whole can attain. Attaining this highest stage of maturity does not happen overnight; it takes time! [5]
CI
CI is a broad concept in regard to possible application in every company that is eager to have the transformation philosophy. Hence, there are multiple methods, philosophies, tools, techniques, theories and strategies by which Continuous improvement can be achieved.
KAIZEN
Introduction to Kaizen
Kai-zen (change-good=improvement) it is defined both as a philosophy and a method. It originated from Masaaki Imai in Japan while being one of the most famous CI methods globally in lean production. It can be applied to all corporate functions in a company although being closer to design, production and market Cite error: Closing </ref> missing for <ref> tag [2] [4] [1] [5] [6]
Bibliography
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