Kaizen
Na Galipedia, a wikipedia en galego.
Este artigo está sendo traducido ao Galego por un usuario desta Wikipedia, por favor non o edite. Se o usuario non publica a tradución no prazo de trinta días, pasará á lista de páxinas para borrar.
Kaizen (改善, palabra xaponesa que significa "cambiar para mellor" ou "melloría", tradúcese habitualmente por "melloría continua") é unha aproximación á melloría da productividade que ten a súa orixe no traballo de expertos americanos tales como Frederick Winslow Taylor, Frank Bunker Gilbreth, Walter Shewhart, e o Departamento de Defensa dos EEUU, e o programa xaponés de progreso na industría trala segunda guerra mundial. O desenvolvemento de Kaizen viu da man dos circulos de control da calidade, pero Kaizen non está limitado ao aseguramente da calidade
Os obxetivos de Kaizen inclúen a eliminación de lixo (definido como as actividades que engaden custo pero non engaden valor), entregas Just In Time, reparto da cantidade e tipo da carga de producción, traballo estandarizado, equipamento ben dimensionado, etc. Unha definición máis cercana do uso de Kaizen é "apartalo, e devolvelo mellor do que estaba". O que se aparta pode ser un proceso, sistema, producto ou servizo.
Kaizen é unha actividade diaria cun propósito que vai máis alá da melloría. Tamén é un proceso que, cando se fai correctamente, humaniza o posto de traballo, elimina o traballo duro (tanto mental como físico), e ensina á xente como pode usar o método científico para para aprender a ver i eliminar o "lixo" no proceso de negocio.
Moitas veces non se entende Kaizen e aplícase incorrectamente, resultando en malos resultados incluindo, por exemplo, despidos. Esto recibe o nome de "kaiaku" - literalmente, "cambio para peor". Os despidos non son a intención de kaizen. Pola contra, kaizen debe ser practicado en tandem co principio de respecto polos empregados. Sin respeto polos empregados, non pode haber melloría continua. En lugar diso, o resultado habitual son ganancias puntuais que rápidamente desaparecen.
Importantly, kaizen must operate with three principles in place: process and results (not results-only); systemic thinking (i.e. big picture, not solely the narrow view); and non-judgmental, non-blaming (because blaming is wasteful).
Everyone participates in kaizen; people of all levels in an organization, from the CEO on down, as well as external stakeholders if needed. The format for kaizen can be individual, suggestion system, small group, or large group.
The only way to truly understand the intent, meaning, and power of kaizen is through direct participation, many, many times.
Lean accounting and just in time production are related concepts.
Índice |
[editar] Translation
The original kanji characters for this word are:
In Japanese this is pronounced 'kaizen'.
改 ('kai') means 'change' and
善 ('zen') means 'good'.
In Chinese this is pronounced 'gai shan':
改善 ('gai shan') means 'change for the better' or 'improve'.
改 ('gai') means 'change' or 'the action to correct'.
善 ('shan') means 'good' or 'benefit'. 'Benefit' is more related to the Taoist or Buddhist philosophy, which gives the definition as the action that 'benefits' the society but not one particular individual (i.e. multilateral improvement). In other words, one cannot benefit at another's expense. The quality of benefit that is involved here should be sustained forever, in other words the 'shan' is an act that truly benefits others.
[editar] History
After World War II, the occupational forces brought in American experts who were familiar with statistical control methods and with the War Department's Training Within Industry (TWI) training programs to restore a war-torn nation. TWI programs included Job Instruction (standard work) and Job Methods (process improvement). In conjunction with the Shewhart cycle taught by W. Edwards Deming, and other statistics-based methods taught by Joseph M. Juran, these became the basis of the kaizen revolution in Japan that took place in the 1950s.
[editar] Applications
The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in the case of any abnormality, and suggestions for improvement are rewarded.
Kaizen often takes place one small step at a time, hence the English translation: "continuous improvement", or "continual improvement." Yet radical changes for the sake of goals, such as just in time and moving lines, also gain the full support of upper level management. Goals for kaizen workshops are intentionally set very high because there are countless examples of drastic reductions in process lead time to serve as proof of their practicality.
The cycle of kaizen activity can be defined as: standardize an operation -> measure the standardized operation (find cycle time and amount of in-process inventory) -> gauge measurements against requirements -> innovate to meet requirements and increase productivity -> standardize the new, improved operations -> continue cycle ad infinitum. This is also known as the Shewhart cycle, Deming cycle, or PDCA.
The "zen" in Kaizen emphasizes the learn-by-doing aspect of improving production. This philosophy is focused in a different direction from the "command-and-control" improvement programs of the mid-20th century. Kaizen methodology includes making changes and looking at the results, then adjusting. Large-scale preplanning and extensive project scheduling are replaced by smaller experiments in improvement, which can be rapidly adapted as new improvements are suggested.
Masaaki Imai made the term famous in his book, Kaizen: The Key to Japan's Competitive Success. An appendix to that book includes a reference to the 5S strategy of disciplined cleanup.
[editar] See also
- CANI
- 5S
- Business Process Reengineering
- Extreme Programming
- Kanban
- Lean manufacturing
- Poka-yoke
- Theory of Constraints
- TPM or Total Productive Maintenance
- Toyota Production System
- Training Within Industry
[editar] References
- Dinero, Donald (2005), Training Within Industry: The Foundation of Lean", Productivity Press, ISBN 1-56327-307-1
- Emiliani, M.L., with Stec, D., Grasso, L. and Stodder, J. (2003), Better Thinking, Better Results: Using the Power of Lean as a Total Business Solution, The CLBM, Kensington, Conn., ISBN 0-9722591-0-4
- Imai, Masaaki (1986), Kaizen: The Key to Japan's Competitive Success, McGraw-Hill/Irwin, ISBN 0-07-554332-X
- Imai, Masaaki, Gemba Kaizen: A Commonsense, Low-Cost Approach to Management McGraw-Hill; 1 edition (March 1, 1997) ISBN 0-07-031446-2
[editar] External links
- "Taubman Enterprise Consulting" Linking People And Technology To Results.
- “http://www.kaizen.com.br/” - The Brazilian company strong in your work method.
- “NWLEAN: http://www.nwlean.net/” - The Northwest Lean Networks - A free knowledge-sharing website, with over 10,000 professionals discussing the various aspects of lean implementation.
- “The Zen of Improvement” - The Manufacturer Magazine - An article discussing the benefits of the Kaizen approach to productivity.
- “Succeeding with Kaizen” - The Manufacturer Magazine - An article detailing some of the critical factors in running successful Kaizen workshops.
- Roots of Lean by Jim Huntzinger
- Kaizen in simple terms by Manufacturing Efficiency Resources
- Lean Blog, News and Commentary on Lean and the Toyota Production System
- Book Summary: The Toyota Way
- “The Lean Library” The Lean Library - find books and other information on lean