Kaizen is a systematic plan for continuous, slow and steady improvements that can practically be adopted by

any organization, however big or small, to refine and enhance the execution of daily activities, thus
contributing to overall improvement of the organization’s performance.

The word arises from Kai which means Change and Zen meaning Good. The word literally translates to change
for the better. It is the key to success for companies like Toyota, Nestlé and Ford Motors.

It comprises of 10 simple principles, all of which are to be followed simultaneously and continuously. It is a
lifestyle change for an organization that is promised to provide visible results:

1. Embrace new ideas and let go of rigidity:

It is basic human nature to get used to performing tasks a certain way, implementing the same ideas over
again, and following protocols that have been in place for ages. We tend to do this due to the fear that new
ideas may lead to potential errors. Let go of this fear and embrace new ideas. With new concepts and
progressive approaches, organizations are better equipped to deal with competition and keep themselves
ahead of the rest.

2. Be accountable, and avoid the blame-cycle:

Accountability eliminates the time and effort you spend on distracting activities and other unproductive
behavior. Rather than blaming your team members for something gone wrong, tutor them and hold them
accountable for specific tasks so that they do not repeat the same mistakes.

3. Stay positive, and never take, or give no for an answer:

You may not be able to satisfy all the needs and requirements that a specific task calls for, but try. Consult
those with expertise, take external help, and always say yes! It is better to have tried and failed rather than
not have tried at all.

4. Aim for small improvements rather than perfection:

Rome was not built in a day, neither was an excellent performance report. By improving the way small tasks
are regularly performed, you will yield greater results rather than attempting to perfect the workings of a
department altogether. Aim for small, continuous changes, and results will come slowly, but steadily.

5. Correct mistakes as soon as they are found:

Mistakes are human. It is natural and acceptable to make them. What is unacceptable is to attempt to finish a
task without rectifying the error. Own up to the mistake if you are held accountable, correct it, and attempt to
find a solution to avoid the same mistake later on.

6. Empower every team member to provide solutions to problems:

Not only does giving everyone a say provide them with a sense of belongingness but it also provides the
organization with fresh ideas and innovative concepts by which certain issues may be avoided altogether.

7. Delve deeper into problems in order to ascertain their root cause:

Due to the lack of time and the pressure to meet deadlines, employees often overlook the root cause of
errors, and solve them as and when they arrive, which leads to the repetition of the same mistakes. Always
encourage your staff to get to the root cause of problems and report possible solutions so that everyone in the
team can benefit from their findings.

8. Seek the wisdom of 10 rather than the expertise of 1:

The extensive knowledge that a single person would possess, no matter how well-equipped and trained they
may be, cannot be compared to the combined wisdom of multiple people. The opinions of many would consist
of less bias and preconceived judgement than that of one.

9. Trust data over opinions:

Data provides us with information that is backed with proof, while opinions reflect a person’s or group’s
beliefs. Companies that invest in, gather, collate and interpret data prior to decision-making will have an edge
over others who are solely experience or opinion-driven.

10. Kaizen has no destination:

Kaizen is a process, not a goal. It is a continuous effort by each and every employee to ensure improvement of
all processes and systems of a particular organization. It results in the overall improvement of the organization
in a slow and steady pace. It results in continuous improvements, and better overall performance of the
organization.

7 wastes of Kaizen

Professionals use the idea of the seven wastes, or muda, of Kaizen to eliminate
waste when embodying the Kaizen principles. Here are the seven areas of waste:

1. Delays: this refers to any time that customers spend waiting and not
receiving value. Focusing on delivering products and services to the market
faster can save a company time that it can otherwise use to generate
revenue.
2. Overproduction: creating too many units of a product can lead to numerous
issues, such as excess inventory and may result in more waste. These
problems mean that businesses spend more on storage space and
preservation, which doesn't benefit the business or the customer.
3. Over-processing: this describes the act of performing too much work on a
product, to the extent where time and money go to waste. If a customer has
certain expectations, going beyond these expectations may be wasteful.
4. Transportation: you can optimise various elements of the transportation
process to reduce waste in areas such as delays, damages and loss. Moving
products always risks damaging them, and delays are sometimes inevitable,
but studying your logistics can often reveal opportunities for improvement.
5. Unnecessary motion: this refers to the unnecessary movement of products
during the production phase, causing wear and tear, and to the unnecessary
motion of people and machines. Excessive movement can cause repetitive
strain injuries for staff, and the overuse of machines may cause damage, so
removing unnecessary motion is a good way to reduce waste.
6. Inventory: items in an inventory don't add value, whether they're raw
materials or finished goods. Looking at an inventory and devising ways to
generate value is an effective way to reduce the time it spends in storage
locations.
7. Product defects: defective products can have a significant negative impact
on profitability and may even double the cost of a single product if a
replacement is necessary. Using the 'five whys' can be a useful way to
uncover the cause of defects and find an appropriate solution.