Kaizen Philosophy

1.0 INTRODUCTION

Kaizen is usually originated in a couple of unique phrases; “Kai” and “Zen” which in turn interpreted as “to separate in and investigate” and “to enhance upon the present circumstance.” (Thessaloniki, 2006). Toni, Van Aken, Farris, Worley, & Huwe, (2008) cited words from the study of Minton (1998) that another meaning of Kaizen will be “to acquire apart” along with “put back together within a greater way”. The Kaizen Institute defined the philosophy as the Japanese term for continuous improvement. The philosophy applies to everyone in the organization from the management to the employees. The philosophy is partitioned into 8 various constituents which is cross-functional teams, 5S, productivity improvement, process focus,

The Toyota Production System (TPS) is an example of the implementation ( Suárez-Barraza, & Ramis-Pujol, 2012). The history of 5S started out when Eiji Toyoda, the creator of Toyota who desired a simplified system to produce cars more proficiently, whilst developing on concepts invented by the Ford and Taylor models of the 1920’s. In the 1950s, Toyoda along with their organization associate Taiichi Ohno broadened most of these models after a trip to the Ford production facilities in Detroit along with the production of the actual Toyota. They develop more proficiently, with an increment of income, along with improved employee interactions while using the Toyota Production System of Lean Production simply because Ford’s massive size output could not operate in smaller, densely inhabited metropolitans in Japan. This particular school of thought and system is designed to possibly being cleaner, less hazardous, much organised, high quality and more profitable compared to previous Toyoda’s perspective. (Bridges & Dualan, 2008). Manuel F. Suárez-Barraza et.al, (2012) cited words from (Sawada, (1995) and Ohno (1988)) that 5S is first known as 3S (seiri, seiton,seiso) then it is known as today’s 5S (Seiri , Seiton, Seiso, Seiketsu, Shitsuke) and the Toyota Production System (TPS) is the best example that represents the philosophy and it is still known until

In his article, he mentioned several citations through a number of scientific studies proclaiming the adverse aspects of 5S enactment. First, in the citation of Parncharoen, Girardi & Entrekin (2004) which states that two third of quality programs don't indicate enhancement in organizational functionality. Then, in the citations of Zairi, 1994; Evans, 1995; Dale et. al , 2000; Nwabueze, (2001) proclaim that a few of the researhers blame in TQM poor implementation. Third is in the citation of Parncharoen, Girardi & Entrekin, 2004; Shaari & Nariai, (2005; 2006; Shaari, 2007a; 2007b), which states that cultural differences is the reason of failed implementation, and as well in the citations of Shaari & Nariai, 2005; 2006; Shaari, (2007a; 2007b) that others argue over the real purpose and understanding of TQM implementation itself (Shaari,