Kaizen Week
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| − | Abstract | + | New Abstract 20/09/2017 |
| − | When a manufacturer company is developing a project, or when the manager is programming also a simple work, it is necessary have execution steps for arriving at the end on time and without lacks of completion. In management of continuous improvement, this may easily get by a "Kaizen Week", lean method focuses on | + | When a manufacturer company is developing a project, or when the manager is programming also a simple work, it is necessary have execution steps for arriving at the end on time and without lacks of completion. In management of continuous improvement, this may easily get by a "Kaizen Week", lean method focuses on goals that an organization needs to achieve, using its resources. The program aims to improve the production of a specific ward. Indeed word “Kaizen” is the composition of two Japanese terms, “KAI” (change) and “ZEN” (better); thus, “change for better” retrieves the fundamental concept of continual improvement. The intent of any specific Kaizen is process improvement with some combinations of three primary metrics: throughput, inventory and product/process cost. There must be a history of the relevant metrics to justify that the Kaizen effort is worth the time and establish a baseline against which a goal can be defined and progress evaluated. Consequently, before and during the week of Kaizen, collecting data is required for its application to identify and solve the problem as well as achieve the final goal. The application of this program depends how far the company’s management incorporates the “lean” model in the execution of its activities. |
Revision as of 15:11, 20 September 2017
New Abstract 20/09/2017
When a manufacturer company is developing a project, or when the manager is programming also a simple work, it is necessary have execution steps for arriving at the end on time and without lacks of completion. In management of continuous improvement, this may easily get by a "Kaizen Week", lean method focuses on goals that an organization needs to achieve, using its resources. The program aims to improve the production of a specific ward. Indeed word “Kaizen” is the composition of two Japanese terms, “KAI” (change) and “ZEN” (better); thus, “change for better” retrieves the fundamental concept of continual improvement. The intent of any specific Kaizen is process improvement with some combinations of three primary metrics: throughput, inventory and product/process cost. There must be a history of the relevant metrics to justify that the Kaizen effort is worth the time and establish a baseline against which a goal can be defined and progress evaluated. Consequently, before and during the week of Kaizen, collecting data is required for its application to identify and solve the problem as well as achieve the final goal. The application of this program depends how far the company’s management incorporates the “lean” model in the execution of its activities.
