Continuous Improvement and Kaizen
1.0 Executive 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
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