Sometimes, through Kaizen, it is necessary for companies to undergo a complete reset of their tactics and approach. Therefore it can be quite difficult and cause an array of problems to the business if they are not ready or equipped to do so. It is necessary for companies to be very open to change as well as communicate in a constructive and open manner in order for Kaizen to be implemented correctly. Since employees are a vital part of Kaizen’s success, the company has to foster an environment where employees are not scared to speak up or show signs of being territorial.
Another reason that Kaizen can be ineffective is that the new approach may, at first, be very inspiring and exciting but if the employees and company do not strive to maintain this, the buzz can die down very quickly and cause all the changes to revert back to their old ways. This can be very frustrating for the company that has spent time and money adding this methodology, only to have it short-lived. Also, it can deter companies from re-implementing Kaizen in a way that will actually work due to a previously bad experience.
It can be difficult to get the ball rolling with Kaizen if the entire company, or the staff involved, are not aware of the
benefits. It is a methodology that requires work from the inside in order to have external results and it really comes down to effective and encouraging management. Without this, it can be hard to even get Kaizen off the ground.
Some employees may not want to undergo the necessary changes in their methods in order to see the advantages of Kaizen. Not everyone adjusts well to change so it is important for everyone to have a clear understanding of Kaizen and the reasons that the company is implementing it before the actual process begins. Like many improvements, Kaizen may not have overnight success or see success for a while; therefore the long term goals must clearly be understood by those involved.