As Dr. Balle said, “Toyota didn’t become number one by having lower manufacturing costs, they became number one by making cars people bought.”
Excerpt from the Transcription of the Business901 Podcast, Outside the Walls of a Lean Enterprise:
Joe: Before you start can you define Kaizen? Are you defining Kaizen as just continuous improvement?
Michael: Kaizen has two aspects. One aspect is problem solving, which means every production cell should work at a certain level of standard. Everything should work at a certain level. Then, because the environment changes all the time, the machinery runs down, the customer changes their mind. You know, something happens. So, we’re not at that level. We have to do is to fight very hard every day to stay at that level although the environment has changed.
The second part of Kaizen is, once you are at that level, how do you push the limit? How do you move beyond? How do you have the number of quality problems you have? How do you do the same volume work with one person less on the team in the process, but not with working harder? How do you work safer? That would be the second element of Kaizen. So one is just holding to the standards no matter what the world throws at you. The second time is once you hold your standard, how do you push yourself to actually improve the standard? That would be Kaizen, and Kaizen in terms of small, practical steps.
This is not a revolution, this is solve one thing and prove one thing. This is not turning everything around.
Audio Version: Gold Mine: A Novel of Lean Turnaround
The audiobook features performances by multiple readers who bring its realistic business story and characters to life. You’ll hear from:
Lean is not a revolution, Lean is solve one thing and prove one thing!