Before we look at Kaizen practices, it is crucial to understand what exactly Kaizen is and what benefits it has on business operations. Simply put, Kaizen is a Japanese concept which is formed with two words kai (改) meaning making change and zen (善) meaning a way or path; good/ better. As a Japanese business philosophy, it means making good changes or continuous improvement in working practices and personal efficiency. Effective implementation of Kaizen can unlock potential of sustainable growth and success for any organisation or workplace.
A successful implementation and practice of Kaizen has manifold benefits for a business. Kaizen addresses many roadblocks and removes barriers hampering business growth. It reduces unnecessary work overload and frees up time and space. Kaizen encourages ownership at every level, and creates a safe working environment for employees. Here are some best Kaizen practices that drive meaningful results.
7 Best Kaizen Practices for Workplace Improvement
- Empower Employees to Take Initiative
- Cutting or Eliminating Waste (Muda)
- The Implementation of the 5S
- Gemba Walks
- Focus on Process Optimization
- Educate & Train staff in Kaizen
- Lead by Example
1. Empower Employees to Take Initiative
Any and every organisation or workplace wants to achieve process improvement and operational excellence. For this to happen, it is important that their employees stay motivated and willingly take necessary action when needed. It’s a major duty of the management to encourage their employees to speak up and voice their opinions regarding improvement in work. A company or workplace that fails to do so, often deals with demotivated employees who lack decision making power.
Example: A supermarket cashier observes how much of a long line gets formed at the billing counter. This causes frustration and annoyance among customers. However, the customer must wait to get their items because the scanning takes time. The cashier suggests to the management that an extra worker who can bag the products quickly as soon as they get scanned, will improve the checkout process.
2. Cutting or Eliminating Waste (Muda)
In the Lean Kaizen concept, anything that does not add value to the business operations while also consuming resources is a waste. The Japanese term for waste is Muda and Lean identifies 7 types of waste. Think of any unnecessary motion, transportation, waiting, etc would fall in the seven mudas or wastes. These seven waste slows down production, wastes time and both financial and human resources. In short, Kaizen helps in recognizing waste and finding ways to reduce or completely eliminate them.
Example: An automotive manufacturing company realises their employees have to work back and forth to retrieve the right tools. To eliminate these wasteful movements, they reorganize the workplace so that all necessary tools are within reach without the employees having to leave their workstation.
3. The Implementation of the 5S
5S is a systematic approach of Lean Kaizen that leads to a well-organized workplace. This structure identifies, removes wastes, keeps the workstation clean, ensures employee safety and encourages employees to follow suit. These 5Ss are:
- Sort – remove all unnecessary items.
- Set in order – arrange tools and materials for quick and easy access.
- Shine – keep the workspace clean.
- Standardize – maintain organization consistently.
- Sustain – ensure long-term adherence to these practices.
4. Gemba Walks
The Japanese word Gemba means “actual place”. In Lean Kaizen, this would mean an actual place where work is being done or is under process. Therefore, Gemba walk will be referred to as top executives going to an actual work place in their organisation to observe and analyse work processes. This includes leaders asking questions to employees on how the work is being done and gaining insights. The leader or top management also seeks opportunities for improvement during this process and implements any necessary changes, if needed.
Example: A bakery owner/manager visits the kitchen where chefs prepare and bake cakes. They observe the challenges faced by chefs with assembling multi-tiered cakes while simultaneously working on new orders. The bakery owner/manager sees this as an opportunity for improvement and hires trained workers during rush hours. This frees the chefs to prepare new cakes while the extra workers assemble the cakes.
5. Focus on Process Optimization
Kaizen is a flexible and adaptive management system that helps to make micro and gradual changes and improvement everydays. It suggests shifting from a goal-based management to a process-based management. When work processes (in any field) are optimised, it delivers growth oriented and sustainable results.
Example: A hospital sees that their new or unregistered patients have to wait in line for actually seeing the doctor. They analyse their processes to find that these new patients have to manually fill forms. By using automation, the form-filling process is optimised, reducing waiting time to a significant level.
6. Educate & Train Staff in Kaizen
It is crucial for an organisation to train and educate their employees about Kaizen and its implication in the working environment. By regularly conducting workshops, seminars, and upskilling events, employees familiarise themselves with tools and methodologies of Kaizen.
This training and education empowers them to make better decisions and work efficiently towards larger organisational goals.
Example: A supply chain management company holds regular Kaizen events. Through such events, employees learn how to spot inefficiencies and suggest ways to improve.
7. Lead by Example
You cannot expect to see tangible results or change in an organisation, if the top leadership isn’t exhibiting desired behaviours. Leadership and top management should actively participate in Lean Kaizen initiatives. This sets the tone for the entire workplace and has a trickle down effect on every worker.
Example: A pharmaceutical manufacturer company wants workers to follow all the safety protocols. To achieve this, the production manager consistently wears protective gear and strictly follows all the procedures. Seeing this, workers naturally gravitate towards wearing protective gear all the time and ensuring their own safety at the workplace.
Start with implementing the above practices into your workplace with focus and consistency. After some time, analyse what small or big improvements are achieved using kaizen practices.
