Explanation about the KAIZEN SYSTEM
Explanation about the KAIZEN SYSTEM
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WHY
WHY
Better to use ideas from 10 people instead of waiting for a brilliant idea from one person.
Better to use ideas from 10 people instead of waiting for a brilliant idea from one person.
WHAT
WHAT
An improvement idea is an idea proposed by any employee or team and is it to improve the way we work. The improvement may relate to quality, productivity, safety, work organization or environment, etc. The idea is to generate a continuous improvement of work-instructions through the active participation of all employees.
The objective is to promote simple and relevant ideas, small improvements step by step, both easy and inexpensive to implement and are the result of a daily teamwork. The objective is not to propose the invention of the world. The ideas for improvement are a natural indicator of staff involvement. A lot of ideas demonstrates a high degree of team involvement, from a participatory work mode to listen to employees.
BENEFITS
BENEFITS
Amplifies the problem solving process
Important factor of motivation and adherence
Everyday improvement
HOW
HOW
Each leader has the responsibility to generate improvement ideas from his team.
The procedure for collecting ideas of improvements can be defined with the team. Define a system to collect, evaluate and realize ideas from teams.
An employee submits an improvement idea if he finds that his manager is interested, ie when it quickly gets an answer to his suggestion and when improvement is achieved. Consequently, the implementation should be made possible through the allocation of specific resources: time.
The ideas must be formalized in order to facilitate monitoring by the manager. Management basic rules are applicable to the golden ideas system: they must be simple, immediate, close to the team. It is important to use the right kpi to follow up the process (eg. Qty, rate implement ideas/total ideas...)
Individual contributions and teams should be recognized and rewarded to demonstrate the importance attached to the spirit of continuous improvement practices. Thus the recognition system must be constructed.
By example:
The recognition system must be determined at the level of the factory so that it has a sense locally for employees. A good system for recognition must include a formal plan of communication. For example: letters, displays, internal publications, ceremonies.
Define a committee to support & promote your golden ideas system. They will give the sense & animate the follow-up in your factory.
A good practice is to regularly remove an operator from his post for a few hours and ask him to see how his work is done when another operator takes his place. The operator will have the opportunity to see a differently his work, be an observer to identify the possibilities of improving its own workstation.
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