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Kaizen's ultimate goal is to facilitate the completion of small changes and improvements generated through the ongoing efforts of all members of a business team. A chain of these small but important refinements can generate big results, surpassing the outcome of the typical single large project tactic. The goal is not to overhaul the basic functionality, but simply to increase the effectiveness of the current system. All levels of management should be involved with the process in order to properly harness the amount of learning available through this approach. The system, its processes and capabilities, can be greatly enhanced by exploiting improvement opportunities made available through constant oversight. By adhering to standard operating procedures (SOPs), system controls are maintained. Once the improvement process is concluded, these SOPs are malleable and can change quite often. The projects, however, do require drastic changes or innovations. Lean and Six Sigma are commonly perceived to not be substitutions for each other; yet, for effective preliminary streamlining and process improvements in a business, for addressing variations and issues regarding quality, and for eliminating waste, a combination of these two processes with Kaizen are ideal. Kaizen projects are performed as elements of the Lean manufacturing process. They both contain mission statements. The results should be accomplished with a set of time span and distinct objectives. Projects generally run for short period, but are not lengthy events. This is the reason they fit perfectly into the manufacturing process with PDCA (Plan-Do-Check-Act) model. The projects are scheduled and completed with goal in mind getting rid of waste and constant improvement. So, if projects are properly planned, it can assist in achieving great results. There is a drawback involved with projects like this, though they help to bring changes. To bring optimal changes in a business, the root of the problems needs to be analyzed properly. Due to the limitations on the time span, these projects does not produce the required results. This issue can be sorted out through the integration of processes. According to the information collected through the Six Sigma projects, the problem-causing areas can be addressed resulting in fast changes and improvements. For example, a project is usually undertaken by bank that desires to add to the volume of walk-in customers sales. By using the tools of both processes, an breakdown of a range of marketing techniques along with their results can determine the efficacy of a variety of customer demographics. For a set shorts periods of time, Kaizen projects can be embarked on in order to establish the better method in a given situation. Additional implementation may follow for the method that is most effective. And so, rather than limiting effectiveness by using only one tool, such as Kaizen, the utilization of all three processes is a more logical and efficient approach to solving problems within a business. This combination of all three processes can continuously bring about profitable improvements. Steve Wilheir is a project manager. If you like the 5 Total Quality Management Tips Learn more about TQM at total-quality-management.info and learn What is Kaizen?
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