A Description of the Process of Kaizen or Continuous Improvement
Continuous improvement is a process of the seeking of small improvements in processes and products, with the objective of increasing quality and reducing waste.Continuous improvement is one of the tools that underpin the philosophies of total quality management and lean production.Through constant study and revision of processes, a better product can result at reduced cost.
Kaizen (the translation of kai (“change”) zen (“good”) is “improvement” or “change for the better”) has become a foundation for many continuous improvement strategies, and for many employees it is synonymous with continuous improvement.In continuous improvement involved all employees of Corus. Continuous improvement starts with management and under their leadership works down through the organization.
Everyone is responsible and has a part to play in making improvements. All employees must work together to identify the steps needed to improve working practices. Visual management techniques such as flow chars and wall charts make clear what resources are necessary and who is responsible for each part in the process. 2. . Corus is developing the team work environment – it means that all parts of company are working together “in a team”.Every employee should think about the way he work, and to be able to be resistant to old ways of working.
The key was getting the teams and individuals and promote new ways of working. Every employee empowered to take responsibility and make their own decisions. Corus established 5 year plan for the programme of introducing change. They expected that: In 2007 workers will be resistant to changes and CI coaches will be responsible for the changes (CI coaches). In 2008 workers will be adoptive to new ideas (Champions and change managers).In 2009 employees will accept to apply new methods (Manufacturing and process managers). In 2010 they will recognise the benefits of change (Team leaders).
In 2011 all ideas will be fully adopted by workmen (The Team). This plan is followed by CI managers and coaches, they have a “small” goals to achieve, and the kind of tasks and work must be performed to achieve the “global” objectives. 3. . An important part of the Continuous improvement was the creation of Key Performance Indicators. Corus set new KPIs which focus on meeting ustomer deadlines, such as: -A zero backlog of customer orders – this means customers always get their deliveries on time -Meeting targets for rolling steel plate in its allowed week. KPIs show that the Scunthrope mill is achieving its targets for rolling steel in planned weeks and is delivering almost 100% of customers orders complete and of time.
Scunthrope Plate Mill aims to have all orders complete and on time by March 2009, while at the same time reducing lead time. ASSIGNMENT Subject: Operations and Administration Management