Page 53 - The Handbook for Quality Management a Complete Guide to Operational Excellence

40 B u s i n e s s - I n t e g r a t e d Q u a l i t y S y s t e m s A p p r o a c h e s t o Q u a l i t y 41

Top management • Be determined to introduce KAIZEN as a corporate strategy
• Provide support and direction for KAIZEN by allocating
resources
• Establish policy for KAIZEN and cross-functional goals
• Realize KAIZEN goals through policy deployment and audits
• Build systems, procedures, and structures conducive to KAIZEN
Middle management and • Deploy and implement KAIZEN goals as directed by top
staff management through policy deployment and cross-functional
management
• Use KAIZEN in functional capabilities
• Establish, maintain, and upgrade standards
• Make employees KAIZEN-conscious through intensive training
programs
• Help employees develop skills and tools for problem solving
Supervisors • Use KAIZEN in functional roles
• Formulate plans for KAIZEN and provide guidance to workers
• Improve communication with workers and sustain high morale
• Support small group activities (such as quality circles) and the
individual suggestion system
• Introduce discipline in the workshop
• Provide KAIZEN suggestions
Workers • Engage in KAIZEN through the suggestion system and small
group activities
• Practice discipline in the workshop
• Engage in continuous self-development to become better
problem solvers
• Enhance skills and job performance expertise with cross-
education

From Imai (1986).
Table 3.1 Hierarchy of Kaizen Involvement

Value is the opposite of waste, and may be identified by considering:

1. Is this something the customer is willing to pay for?
2. Does the step change form, fit, or function of the product? Stated
differently, does it convert input to output?

If the answer to both questions is “No,” then it’s likely the activity
does not create value in the customer’s eyes, even if it is necessary to
ensure quality in the current process. Inspection and review activities,
such as monitoring of sales calls or management sign-offs on exceptions,
are examples of a non–value added waste. They do nothing to change the
product (or service), and are only necessary to address the poor quality

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