Kaizen in an organisation has two basic concepts, these are: process improvement and process control, however before the implementation of the basic concepts of Kaizen, standard operation procedures, regulations, directives and policies are established and followed by all the individuals of the company. Process improvement is what Kaizen is all about, it involves experiments to determine if a process can be done in a different way in order to achieve better results. If the experiments are successful the improvement is identified and the process is modified. This modification would change the standard operation procedures. By improving the process, Kaizen aims to be more efficient by eliminating unnecessary procedures.
Whether an organization is seeking to improve patient wait times, telephone service, diabetes care, or other goals it deems important, a team effort helps an organization to achieve significant and lasting improvements. It is the responsibility of each individual to be an active and contributing member of the team. Each person on a team brings a distinctive perspective to the process; i.e., how things work; what happens when changes are made, and how to carry on improvements during daily work. Contributions are made from each individual 's skill set and the team 's synthesis of ideas. Focus on Use of the Data Data is the cornerstone of quality improvement.
Quality Management System is described as: a management system to control, monitor, and direct an organization with respect to quality that focuses on the organizational processes, customers and continuous improvement. In other words, a Quality Management System is “a set of interrelated or interacting processes used to guide and lead an organization so that its products or services meet the established requirements”. Quality management uses strategy, data, and effective communications to integrate the quality discipline into the culture and activities of the organization The Eight Principles of Quality Management: The eight principles of quality management are used as a guide for organizations toward improving their performance. The principles are derived from the collective knowledge and experience of international experts who participate in ISO Technical Committee. To improve organization’s performance, managers typically take in applying the quality management principles, because it provides examples of the benefits derived from their use and actions.
Encourage quality output from the employees and try to incorporate them in the daily work of the firm. The leader should set examples and lead the firm In the case of quality management the leader will have to take the interest in setting the example and make other follow him. He should be a proactive reactor , and also should try to identify what is happening in the market and try to apply them in the firms strategy. Formulate a flexible strategy This is very important as the leader should formulate the strategy that is flexible and try to make the employees work towards achieving these goals in the long
Employee commitment can be achieved if after fear has been driven out of the workplace and when empowerment has occurred. Process: An important part of TQM (total quality management) is a focus on process thinking. The strategy that would be put in place to achieved desired result. Strategic and systematic approach: A critical part of the management of quality is the strategic and systematic approach to achieving an organization’s vision, mission, and goals. This process, called strategic planning or strategic management, includes the formulation of a strategic plan that integrates quality as a core component.
In a total quality management, stress, all members of an organization participate in improving processes, products, services, and the attitude and behavior in which they work ' '. The methods for applying this path come from the education for the quality leaders. Total quality management is a management approach focused on quality, based on the sharing of an institution 's employees and aiming at continuity success ISO 8402: (1994). This is achieved through customer gratefully and benefits all members of the institute and community others, total quality management is an approaches for directing an organization in a way which enables it to meet stakeholder needs and expectations efficiently and
They are still relevant for this methodology, regardless of the industry where we use it. The first principle of Kanban is consideration of the customers’ demands. It means that an enterprise that uses Kanban cannot start its work on a certain task before learning the customer demands. That allows such companies to avoid unnecessary market risks. The customers know what they need – this is the main principle of Kanban project management system.
(Demeter, & Matyusz, 2011), That is, doing what may be done in the company, with the current resources exist at hand , Use properly all of the team‘s knowledge. The experts are frequently can be found on the factory floors, disregard rank of them. All team members are equal to each other and everyone has something to contribute within the process. Kaizen fundamentally contrasts from traditional models of continuous improvement processes because it is almost entirely action-based procedure. Teams are supported and charging with both developing and implementing their solutions; they create processes or change existing processes for the better one, and placing new process in to the system.
This philosophy is based on assumption that people want to do their best and it is management’s job to let them do the best by improving the system in which they work at constant rate. Teamwork, training, extensive collection of data and analysis of data are basic requirements of total quality management (TQM). One of the most important use of total quality management is that it brings the students, faculty, teachers and management into a decision process (Lee & Lazarus,
The philosophy that seeks to improve all factors related to the process of converting inputs into outputs on an ongoing basis is called continuous improvement. It covers equipment, methods, materials, and people. Under continuous improvement, the old adage “If it isn’t broke, don’t fix it” gets transformed into “Just because it isn’t broke doesn’t mean it can’t be improved.” The concept of continuous improvement was not new, but it did not receive much interest in the United States for a while, even though it originated here. However, many Japanese companies used it for years, and it became a cornerstone of the Japanese approach to production. The Japanese use the term kaizen to refer to continuous improvement.