In Gemba Kaizen, when an error occurs, it is necessary to deal with the issue right away. For example, if a machine is not working, then the machine must be fixed immediately. If a customer is upset, then the situation has to be fixed as soon as possible. However, these methods may only be temporary solutions and do not get down to the root of the problem. Gemba Kaizen encourages the asking of “why” for these situations in order to bring about successful and long-lasting results.
After the cause of the problem is identified and a solution is addressed, the solution must be shared in order to share the same ideas on how to handle and how to stop the error from reoccurring. Gemba Kaizen typically uses two main methods of solving problems. The first approach used in Gemba Kaizen implicates innovation by using the best technology to solve problems, which is the most expensive option. The second approach involves common tools, such as a variety blend of techniques, that don’t require a large amount of money.
Standardization is the definition of the most effective way of handling a job or issue. The standard is continuously maintained in a particular fashion in order to bring about consistent quality. This helps eliminate problems from happening again.
Housekeeping is a necessary factor when it comes to effective management. It requires workers to be aware of their environment and to practice desired methods of housekeeping. It is necessary to teach employees how to have self-discipline in order to provide adequate customer satisfaction.
Muda is the Japanese word for waste and applies to activities that add no value to the process. Muda elimination focuses on getting rid of resources, such as time, systems, procedures, facilities, employees, materials or machinery, business verticals etc. which do not provide any value to the organization. It is an effective way of reducing costs and is also beneficial to the overall productivity in an organization. The most common types of waste found in organization involve transportation, inventory, supply chain logistics, production of rejects, over production, waiting, machine idle times during processing.
Shruti Bhat PhD MBA Certified Lean Six Sigma Black Belt is Pharmaceutical R&D and Continuous Improvement Director, Innoworks Canada
Shruti leads path-breaking product development programs such as Complex Generics, Nanotechnology and Targeted delivery systems for pharmaceuticals and natural products. Her mantra is to "Shorten development timelines, build quality-by-design, lean processes and bring products fast- to- market". Shruti integrates her proficiency in Design Thinking, Lean, Kaizen and other Continuous Improvement methodologies to improve R&D processes, productivity and profitability.
Shruti is Product Development & Continuous Improvement Advisor to several start ups, mid-size and growing firms in Canada, USA, India, Africa and other Emerging markets. Shruti has authored six books and is an invited speaker at several conferences and workshops.
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