Continuous Improvement and Kaizen

Topics: Kaizen, Business process improvement, Management Pages: 9 (2562 words) Published: January 12, 2013
1.0Executive Summary
The major topic for this paper is to apply knowledge concept and idea of Berger (1997) “Continuous improvement and kaizen” to Master Cooling Sdn. Bhd. There is no improvement on work process and getting more complaints by customer on long process method support from this company. Berger (1997) implemented 3 principles on continuous improvement by process-oriented, improving and maintaining standards and people oriented. The major components for Master Cooling Sdn. Bhd. apply to its business are to maintenance functions where management should come out a standard operation procedure and everyone have to follow the SOP.

2.0 Introduction / Preamble
Continuous improvement and Kaizen model is an integral element in Kaizen strategy which received much attention and application around the operation management practise. ‘Kaizen’ is Japanese terms on continuous improvement especially with respect to product, process, standardization, visual control, setup reduction, total productive maintenance and work design. Jha et al. (1996) state that increasing competitive challenge facing in all kind of businesses and rising expectations set by governments and public sector organizations forcing organization to improve their effectiveness and efficiency by all means possible. However continuous improvement on organizations is not an individual work task. It was a system that every employee from upper management to the cleaning crew. The improvement on changes or result is not a month or a year activity. It is continuous improving productivity, safety and effectiveness while reducing unnecessary waste. According Imai (1986), "The Kaizen philosophy is to "do it better, make it better, and improve it even if it isn't broken, because if we don't, we can't compete with those who do."

3.0 State Of Knowledge

3.1 Process Orientation
As mentioned by Davenport (1993), process is a structured that measured a set of activities designed to produce a specified outcomes for a particular customer or market. According to Imai (1986), before results can be improved, processes must be improved. However a good results lacking control of the process is insufficient as there are unknown factors. Berger (1997) suggested that there is at least two practical consequences for improvement in processes.

First, fully support by management and effort of organization is a main responsibility to improve processes. To improve, a process must be fully understand in detail which means activities and methods used to combine people, machines, materials and information have to be known and controlled. All parties related to this process required to actively involve in order to improving the coming process. Simple process oriented methods like “seven quality tools” (see Figure 1) is a designation suitable for people with little training used to solve variety of quality related issues. Others tools and techniques such as flowcharting and brainstorming are commonly used.

Figure 1: The Seven Basic Quality Control Tools

Second, evaluating criteria which can monitor and not only can bring attention to improvement process itself however it also can acknowledge the direction of the improvement result. Total number of feedback, implementation, and participant’s rates for evaluating the improvement process which indicates that kaizen is a management system to measure employee motivation to improve their daily work processes.

3.2 Improving and Maintaining Standards
To achieve competiveness advantage in an industry, we must seek to improve and maintain self profession in a standard performance level. Berger (1997) state that ‘there are three general characteristics to maintain the standard performance level’:- •Individual authorization and responsibility.

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