Mejoramiento Toc

KAIZEN 4
(2 articulos)

Articulo 1
Transition from CRISIS DRIVEN TO KAIZEN…..
The Indian industry is growing at a very fast pace ,a phenomenon that has never happened
before in the Indian business history. Many changes /shifts are also taking place at a fast
pace. One of the major shifts underway in the Indian business is from an operating system
that fixes a product or process when afailure occurs to one that creates the product correctly
the first time. This is a very important shift ,which will give Indian business the competitive
edge that it requires .
Although this operating system is often called the “prevention” or “continuous improvement”
system, I prefer to think of it as the “kaizen system” because the Japanese word, kaizen,
embodies both the principle ofimproving and that of involving everyone in the organization.
This shift is being applied primarily in the shop-floor production of material, but is
appropriately pertains to every aspect of the work carried on in human organizations.
The usual crisis – driven system waits to check the outcomes of a process to see if the quality
is good. Inspectors do this checking inside a company and the customer isthe ultimate
inspector. When defects or failures are found, energy in the form of reports, complaints, reject
and return process, tagging, and so forth is expended to seek out the guilty and fix the
problem. Quite often the fix is not appropriate or lasting. Significant cost is always incurred
because of the amount of processing that has already gone into the product by the time
failure isdiscovered, and the number of people who must be involved to detect, report, and
correct the defect.
The highly sought for kaizen system is based on the idea that if you put all the correct factors
in place and control the creating process, you will always create quality. Inspectors are
unnecessary when you train people to understand how the production process works and
how to maintain it.Different ways of thinking underlie these two approaches. Crisis-driven thinking controls how
most of us behave. It leads to managerial systems based on the assumption that people and
processes will fail if left to themselves without control from the above.
MENTAL FRAME CRISIS-DRIVEN
KAIZEN-DRIVEN
Psychological
To be right and best.
To be improving continually.
Need
Method of
Looking atresults with desire to
Looking at process to increase
Perceiving
control outcomes.
comprehension and performance.
Object of
Fix blame, determine what / who is Get data on current performance to
Measures
wrong.
help improve and adjust.
Source of Mental Threats / fear, fire-fighting
Problem elimination, challenge to
Energy
excitement.
improve.

Psychological
Long-term system upgrade,indirect
Short-term fixes, immediate feedback
Reward
feedback.
Attitude toward Avoid major system change because Expectation of constant small and
Change
it implies wrongness.
large changes.
Guiding Principle
If it ain’t broke, don’t fix it.
It can always be done better.
re: Change
Learning
Quick analytical skill and remedial
Curious about large system: act to
Approach
action.create quality, prevent recurrence.
The table above contrasts crisis-driven and kaizen-driven thinking. Usually in the crisis-driven
system, large amounts of human and machine energy are consumed to keep the system
working but not improving. In contrast, the kaizen-driven system continually demands less
and less energy. Excess energy is now used to make even more improvements.
Necessary though,the shift from one system to the other may be, the transition must be
made carefully. The crisis-driven system requires ongoing attention, even while it is being
phased out, because it lies at the heart of all out current systemic structures and still maintain
order.
The crisis driven thinking underlies how we measure things ,develop people and information
systems, deal with customers....