The kaizen cycle

The implementation of a Kaizen management model requires a high process engineering, at the design stage together with the maximum control over them, along the lines of the Deming Cycle.

The reason for this model lies in minimizing the controls "downstream" (destructive testing and non-empirical measurements and inspections directly to products) in favor of "concurrent controls" control "upstream" and an attitude proactive general aims for excellence.

In the broadest outline, the cycle Kaizen can be define as:

• Finding the maximum standardization of operations, processes and activities;


• Measurement of processes(not of the outputs of the process), the operations and activities with respect to the consumption of resources and time cycles to execute (which leads to a progressive rationalization of processes and an increase in outputs if not in terms of reduction of the cycles);


• Evaluation of measurements and the requirements of the processes and progressive adjustment and improvement;


• Innovation(ie, known to Kuhn, paradigm shift) only when it has exhausted the possibilities of further development or loses its efficiency and legitimacy as a result of;


• Standardization of innovation; minimizing the time between conception and application;


• Repeat the cycle ad infinitude.

When a trainer sees an error, immediate correction is require. Follow-up through with kaizen, however, will eliminate the error from ever happening again. Often a 'moment of clarity' is when the trainee truly understands the reason for why they made an error. Again, this is the opportunity to correct and reinforce their learning - strike while the iron is hot! - but follow-up on their ideas to make the process better will take their learning to new heights.