Vadim Kotelnikov    

Continuous Improvement (Kaizen) Culture

The 3 Pillars


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"If you're not getting better, you're getting worse." ~  Pat Riley  >>>


Kaizen Culture 7 Conditions for Success Implementation of Kaizen Strategy Kaizen Mindset Employee Motivation Kaizen Culture (Continuous Improvement Culture)



Involve Everyone

A Kaizen culture is set by example, is enabled using a common method and is nurtured by recognizing achievements, and building upon the resulting learning. Kaizen is something that everyone in your organization can and should take part in, from the head of the organization and the shareholders all the way down to the janitors.

Kaizen and Corporate Culture

Kaizen is an integral part of a corporate culture of a Continuous Improvement Firm (CIF).

5 Principles of Kaizen

Kaizen Culture: 8 Key Elements

Nurturing and effectively integrating Kaizen into corporate culture is not easy.

Top management commitment and leadership by example is absolutely necessary. If managers donít have time for Kaizen then neither will their employees.

Building a Kaizen culture has to be central to the way your organization works, not something to do if or when you have the time. It requires a sustained effort.

But, as Toyota has demonstrated, Kaizen offers a more sustained competitive advantage. It also fosters a culture of learning and experimentation without judgment and blame, with all workers understanding that their opinions are important and useful to the overall system.

Toyota Production System

Areas Targeted by TQM in Japan

Success Stories Best Business Practices Unipart

The Unipart Group of companies in the UK makes and distributes automotive components. Unipart created and branded their Kaizen program, which encourages and facilitates continuous improvement across the group, using a common reporting methodology. They also found and developed lean experts from within the group who could teach and support all aspects of continuous improvement.

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Example of a Lean Value Chain

The initiative aimed at establishing a Kaizen culture in the group has been led by the Chief Executive from the very beginning. He taught Kaizen in the company university, reviewed progress on the shop floor and attended all recognition ceremonies.

Every improvement activity is entered into a group wide easily searchable intranet information system. Every employee can learn whether someone had already found a solution to this or a similar problem, how the problem was solved, who was involve in it, and what tools were used.