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Kaizen is broad concept under which many other concepts, tools and techniques fit in.
Tools such as 5S, Quality circles, the PDCA Cycle, 5Ws and 1H, 3Ms, Poka-Yoke,
SMED, Kanban (Just – in –Time), 7QC Tools, etc. came under the umbrella of Kaizen.
Kaizen Innovation
1. Effect Long Term But Un dramatic Short term but dramatic
2. Pace Small steps Big steps
3. Time frame Continuous and incremental Intermittent and non-incremental
4. Change Gradual and constant Abrupt and volatile
5. Involvement Every one Few select Champions
6. Investment Limited Large
7. Orientation People Technology
Table –1
Table –1 summarizes the differences between Kaizen and Innovation. The focus of
improvement in the Western world focused more on Innovation upto the 1980s. The
result of this is the high number of Noble Prizes and Patents obtained by scientists from
these countries. On the other hand Japanese and other Asian countries focused their
efforts on Kaizen. This way they were able to compete with the Western countries and
also beat them in the performance of their industries. However, both Kaizen and
Innovation complement each other. Once a new innovation is made and introduced, it
takes some time to stabilize and give benefit to the organization. However without
Kaizen, there would be stagnation and even deterioration in the performance as the
product or process grows old. Hence, to sustain the competitive advantage obtained by
innovation, it is necessary to perform Kaizen. Kaizen on the other hand can lead to
excellent performance from old products, processes and machines sometimes even
beyond that of new ones. In some cases, the need to go in for new products, processes
and machines can be eliminated or delayed if such performance is not required by the
market. It was with such an approach that Japanese companies were able to withstand the
Oil Shock of the 1970s. In today’s world, most companies adopt a combination of both
Kaizen and Innovation depending on the requirements of the market.
Some of the key focus areas for Kaizen in today’s organizations are cost, safety, energy
conservation, customer service, waste, Quality, Maintenance, Environmental concerns,
etc. The key to successful Kaizen is management support and employees’ involvement
with a firm belief that there is always a scope for improvement in every thing that we do.