Kaizen Consulting Thailand
We bring you Certified Kaizen Consultants to share, implement Kaizen in your organization.

KAIZEN 10 Steps Guiding Principles

1. Improve everything continuously.
2. Abolish old, traditional concepts.
3. Accept no excuses and make things happen.
4. Say no to the status quo of implementing new methods and assuming they will work.
5. If something is wrong, correct it.
6. Empower everyone to take part in problem solving.
7. Get information and opinions from multiple people.
8. Before making decisions, ask “why” five times to get to the root cause. (5 Why Method)
9. Be economical. Save money through small improvements and spend the saved money on further improvements.
10. Remember that improvement has no limits. Never stop trying to improve.

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Collection of Taiichi Ohno's Top Quotes(...see more or discuss at our Knowledge center)

1. Progress cannot be generated when we are satisfied with existing situations.

2. All we are doing is looking at the time line, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the time line by reducing the non-value adding wastes.

3. The Toyota style is not to create results by working hard. It is a system that says there is no limit to people's creativity. People don't go to Toyota to 'work' they go there to 'think'.

4. Make your workplace into showcase that can be understood by everyone at a glance. In terms of quality, it means to make the defects immediately apparent. In terms of quantity, it means that progress or delay, measured against the plan, and is made immediately apparent. When this is done, problems can be discovered immediately, and everyone can initiate improvement plans.

5. Without standards, there can be no improvement.

6. Having no problems is the biggest problem of all.

7. see more...... at our Knowledge Center

Who is Taiichi Ohno (Credit: wikipedia)

Taiichi Ohno (大野耐一 Ōno Taiichi, February 29, 1912 – May 28, 1990) was a Japanese industrial engineer and businessman. He is considered to be the father of the Toyota Production System, which became Lean Manufacturing in the U.S. He devised the seven wastes (or muda in Japanese) as part of this system. He wrote several books about the system, including Toyota Production System: Beyond Large-Scale Production.
Born in 1912 in Dalian, China, and a graduate of the Nagoya Technical High School (Japan), he joined the Toyoda family's Toyoda Spinning upon graduation in 1932 during the Great Depression thanks to the relations of his father to Kiichiro Toyoda, the son of Toyota's founding father Sakichi Toyoda.[1] He moved to the Toyota motor company in 1943 where he worked as a shop-floor supervisor in the engine manufacturing shop of the plant, and gradually rose through the ranks to become an executive. In what is considered to be a slight, possibly because he spoke publicly about the production system, he was denied the normal executive track and was sent instead to consult with suppliers in his later career.[citation needed]
Ohno's principles influenced areas outside of manufacturing, and have been extended into the service arena. For example, the field of sales process engineering has shown how the concept of Just In Time (JIT) can improve sales, marketing, and customer service processes.[2][3]
Ohno was also instrumental in developing the way organisations identify waste, with his "Seven Wastes" model which have become core in many academic approaches.[4] These wastes are:
1. Delay, waiting or time spent in a queue with no value being added
2. Producing more than you need
3. Over processing or undertaking non-value added activity
4. Transportation
5. Unnecessary movement or motion
6. Inventory
7. Reduction of Defects

Ohno is also known for his "Ten Precepts" to think and act to win.[5]
You are a cost. First reduce waste.
First say, "I can do it." And try before everything.
The workplace is a teacher. You can find answers only in the workplace.
Do anything immediately. Starting something right now is the only way to win.
Once you start something, persevere with it. Do not give up until you finish it.
Explain difficult things in an easy-to-understand manner. Repeat things that are easy to understand.
Waste is hidden. Do not hide it. Make problems visible.
Valueless motions are equal to shortening one's life.
Re-improve what was improved for further improvement.
Wisdom is given equally to everybody. The point is whether one can exercise it.


What is Kaizen
Kaizen (改善), is the Japanese word for "improvement". In business, kaizen refers to activities that continuously improve all functions and involve all employees from the CEO to the assembly line workers.
It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain.[1] It has been applied in healthcare,[2] psychotherapy,[3] life-coaching, government, banking, and other industries.
By improving standardized programmes and processes, kaizen aims to eliminate waste (see lean manufacturing).
Kaizen was first practiced in Japanese businesses after the Second World War, influenced in part by American business and quality-management teachers, and most notably as part of The Toyota Way.
It has since spread throughout the world[4] and has been applied to environments outside business and productivity.
Credit: wikipedia  
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