Some firms don’t want their employees to submit ideas to rationalize production process. Others encourage them to be part of that kind of activity. What is the difference? The second one might use Kaizen – a work improving methodology from Japan.
It may sound exotic, but the rules are very simple – everybody who works in the company tries to improve its work.
This is how the Toyota Motor Manufacturing Poland factory in Wałbrzych operates. Employees provide remarks and repair suggestions to their superiors. At last the accepted amendments are implemented.
It’s effective, but the whole process based on Microsoft Excel. It’s mean many files and long acceptance procedure.
Kaizen would be friendly and efficient. Every employee could check who and when reported an improvement, how the company values it and if the proposed solution works properly. That’s was our idea for e-Kaizen.
Vialutions put Kaizen process to Toyota’s intranet. Thanks to that reported problems and solutions go directly to superiors electronically and automatically; employees can monitor every phase of their Kaizen.
Sometimes a photo describes a problem better. That’s why in electronic Kaizen solution users can add a image before and after improvement. One look and you understand what has changed.
… and effective Kaizen
Here are some numbers: within one and a half year the average processing time was reduced from six to one week only! Employees reported ideas 18% more often.
Having proven solutions is good but sometimes you can add new tools, just like Toyota did: “Excel Kaizen” solution was working, now “Vialutions’ Kaizen” solution is much friendlier and effective.
Are there any processes in your company that could be modernized?