21.Kaizen-Teian Improvement Systems

(Kaizen): improvement

(Teian): proposal

Characteristics of Kaizen-Teian:
􀂾 Gradual and continuous accumulation of small improvements
􀂾 Focus on team of collaborators (vs. team of experts/consultants),
engage the entire workforce
􀂾 Promote a maintained progress (vs. lack of continuity)
􀂾 Implement incremental improvements in small steps (vs. big leaps)
􀂾 Is a building block of a typical lean organization. (The other building
block is identifying waste in operations.)
􀂾 Typical setting: a small team of 8-20 people from all levels and
functions/departments of the organization identifying, analyzing, and
implementing a project in a matter of 4-5 day

















4-Stage Implementation of Kaizen at Algonquin Automotive

Stage 1: Kaizen Kick-off
􀂾 Highly visible, formal, structured implementation 1 year -18 months
􀂾 Kaizen events inspired by Toyota: 1-3 days when the lines are stopped
􀂾 Each meeting was carefully documented, and follow-up meetings were held.
􀂾 Full of energy: all improvements were encouraged by management.

Stage 2: Kaizen Attenuated
􀂾 Effort “collapsed under its own weight”, causing kaizen to receive lower
priority
􀂾 Workers focused on getting production out of the door. Taking an hour out of
work was viewed as infeasible.

Stage 3: Quiet Resurrection
􀂾 Individuals in various departments started kaizen efforts on an ad-hoc basis
􀂾 Non-coordinated, scattered efforts across the organization

Stage 4: Kaizen Returns
􀂾 Both the organization and depts recognize individuals’ kaizen efforts
􀂾 Standardized kaizen documentation and performance measurements
􀂾 More focused on direct groups; little inter-departmental communication