Below are some of the most popular continuous improvement techniques and tools employed by organisations to increase the performance and safety of the production process, improve quality control, optimise value and efficiency across the supply chain, and respond to the increasing complexity of customer needs in real time.
Kaizen is a Japanese term meaning ‘change for the better’ or ‘continuous improvement’. It aims to improve processes, productivity and profit by eliminating waste. It can apply to almost any process or activity in business or be used by individuals to improve certain aspects of their lives.
Within the workplace, a kaizen strategy instils an organisational culture of ongoing, small-scale incremental improvements where everyone gets involved in improving products, processes and themselves for better results over time. This culture is key for manufacturers adopting digital technologies so that employees buy into the digital transformation.
Gemba is a Japanese term directly translated as ‘the real place’. In improvement circles, the gemba is a place where the actual value is created. In manufacturing, the gemba is the factory floor where a product is manufactured.
A ‘gemba approach’ is a highly effective management and problem-solving technique that has the actual workplace as the focus for data-gathering. A ‘gemba walk’ involves management walking around and observing what is happening, engaging with front-line workers and seeking improvement opportunities. Gemba walks follow a clear process and protocol to ensure their effectiveness so that any problems are solved timeously.
Many companies have adapted their gemba walks to the virtual space. Read more in this blog post.
Standard work is a fundamental principle of lean manufacturing. It’s a formally defined and documented process to produce exactly as designed. It involves the sequencing and rate of production to meet demands, standardises the in-process materials and parts, and minimises holding inventories to optimise operations.
The predictability of standard work reduces variations and allows for routine fulfilment. It enables workers to understand their deliverables, track progress and work safely, and can help eliminate waste and inefficient activities. But standard work applies to all levels of workers and leaders. Ideally, only lower-level workflow is standardised to allow for higher-level flexibility and creativity. This ensures the process of standardisation is liberating rather than confining.
Standards should be reviewed and redefined regularly to match the agility and innovation required of a modern production system.
5S is a workplace organisation method that aims to establish the principles of discipline, orderliness, cleanliness, ownership, responsibility and pride. It maximises efficiency while ensuring a safe working environment. It creates an essential foundation on which all other best practices can prosper, and it can have a positive effect on an organisation’s bottom line.
The following five Japanese concepts make up 5S: