Kaizen Methodology

What is Kaizen Methodology?

In the decade of 1980, management strategies centering on employee contribution, and empowerment through cooperation/teamwork approach, interactive communication and improving on work design were not new, but rather Japanese companies appeared to actualize such systems substantially more viable than others.
The business lesson of the 1980’s was that Japanese firms, in their journey for worldwide competitiveness, showed a more noteworthy commitment to the philosophy of continuous improvement than Western organizations did. For such logic, the Japanese utilized the term Kaizen.

Kaizen implies improvement, continuous change including everybody in the organization from top administration, to managers then to supervisors and to workers. In Japan, the idea of Kaizen is so profoundly engrained in the brains of both workers and managers that they frequently do not even realize that they are thinking Kaizen as a client driven strategy for development.

This logic expect agreeing Imai that ”our lifestyle – be it our working life, our social life or our home life – deserves to be continually improved”. There is a ton of contention in the literature as well as the business with reference to what Kaizen implies.

Kaizen is a Japanese philosophy for procedure improvement that can be followed to the importance of the Japanese words “Kai” and ‘Zen’, which translate generally into ‘to break apart and investigate’ and ‘to improve upon the current circumstance’. It is pronounced “k-eye-zen. The Kaizen Institute characterizes Kaizen as the Japanese expression for continuous improvement.