In this article, we will explore how the Kaizen philosophy and the PDCA methodology can transform your business through continuous improvement. Big changes with small steps over time.
Table of Contents:
1. What is the Kaizen philosophy?
2. What is a continuous improvement process?
3. What is the PDCA/PHRA methodology?
1. What is the Kaizen philosophy?
The Kaizen philosophy focuses on continuous and progressive improvement in all areas of life, including work, social, and family life.
Its fundamental premise is that “no day should pass without improvement,” implying that everyone, from managers to workers, should be involved in the constant improvement process. (Imai, Masaaki. Kaizen: The Key to Japan’s Competitive Success)
Kaizen promotes a systematic and collaborative approach to problem-solving, which has been crucial in the competitive advantage of Japanese management compared to Western management, where problems are often approached from a conflict perspective.
In Kaizen, the starting point for improvement is recognizing a problem, because “if no problem is recognized, there is no recognition of the need for improvement.” This recognition is essential, as complacency is seen as the main enemy of the Kaizen philosophy. (Imai, Masaaki. Kaizen: The Key to Japan’s Competitive Success)
Once the problem is identified, it must be addressed using various problem-solving tools. Each improvement achieved through problem-solving should be standardized to ensure the consolidation of this new performance level.
This approach not only seeks improvements in terms of quality, cost, and deadlines but also aims for greater customer satisfaction. Kaizen, as a consumer-oriented strategy, ensures that all activities eventually lead to this final goal.
As Imai points out, “there will be no progress if you continue doing things the same way all the time.” (Imai, Masaaki. Kaizen: The Key to Japan’s Competitive Success).
2. What is a continuous improvement process?
The continuous improvement process is an essential practice within organizations that involves constant process analysis, followed by reviews and adjustments to minimize errors.
A critical aspect of this process is avoiding that an organization stagnates in mere maintenance.
“The worst companies are those that can do nothing but maintenance,” meaning there is no internal drive for Kaizen (continuous improvement) or innovation. (Imai, Masaaki. Kaizen: The Key to Japan’s Competitive Success).
In these cases, changes are imposed on the organization due to market conditions and competition, and management has no clear vision of where to direct the company. This reactive approach can be detrimental to long-term competitiveness and growth.
3. What is the PDCA/PHRA methodology?
The Deming methodology, known as the “Deming Cycle” or “PHRA Cycle” (Plan-Do-Check-Act), is a fundamental tool in Quality Control (QC) that promotes continuous improvement.
Introduced in Japan by W. Edwards Deming, this methodology emphasizes the importance of constant interaction between research, design, production, and sales areas to improve product and service quality, ensuring customer satisfaction.
The PHRA cycle consists of four main phases:
- Plan: Identify a problem or area of improvement, followed by developing a plan to address it.
- Do: Implement the plan on a small scale to test its effectiveness.
- Check: Evaluate the results to verify if the plan’s objectives have been met.
- Act: If the results are satisfactory, implement the plan on a larger scale; if not, adjust and repeat the cycle.
Deming taught that this cycle should be a continuous process, allowing companies to constantly improve their products and processes. By turning the “Deming wheel” based on initial perceptions and primary responsibility for quality, companies can earn customer trust and acceptance, which is essential for their prosperity.
Conclusion
The implementation of work methodologies should be done regardless of the project outcome. It is necessary to keep pace with our business and be perfectly positioned in case of unexpected growth.
“The starting point for improvement is recognizing the need.” (Imai, Masaaki. Kaizen: The Key to Japan’s Competitive Success).
It is essential that all stakeholders involved in the commercialization process of our company are committed and open to improving performance by incorporating new tools and methods.