¿Cómo puede asegurarse de que las actividades Kaizen no se vean como una amenaza para la seguridad laboral en Lean Manufacturing?

En la Actualidad, el costo total de los artículos se ve afectado en un 80 % o mas por el costo de Materiales, ( incluido el exceso y falta de Inventario ). Es un error enfocar los Kaizen en Reducir el personal ( ya que este costo de personal es solo un 10 a 15 % del Costo total de Manufactura ). Se debe enfocar los Kaizen en evitar desperdicios de consumo de Materiales, reducción de Scrap, Acelerar el flujo de los materiales, etc.

The main idea from KAIZEN implementation is to have a daily improvments in all processes fields which will accumulated to make great gains impact in all pillars Safety, Quality, Delivery, Cost and Morale.

Relate Lean implementation to employee WIIFM-which stands for What's in It For Me? What's in it for employees is: 1. Less Stress 2. Making work easier and more predictable 3. Smoother flow and less unevenness, non-uniformity, or irregularity. If you can "sell" your employees on the benefits of Lean instead of "lean and Mean," or laying people-off or cutting jobs, then you will have allies in Continuous Improvement!

ATTENTION Business Executives: there ARE some investments in Lean where you WON'T see an immediate ROI, like having nice offices, or break room, or bathrooms... BUT investing in these increases MORALE and EMOLOYEE ENGAGEMENT.. .If employees know you care, they will share. If you‘re cheap, all you‘ll get is a peep!“

Kaizen does not goal to reduce the job work but to reduce the waste in the job work by small incremental improvements to have an effective and efficient process cycle. Briefly, the employee will do his job in a simple way by avoiding the waste types.

Open Communication Kaizen Training Recognition and Rewards Team Collaboration Frontline Empowerment Kaizen Events Clear Objectives Feedback Mechanism Continuous Improvement Culture Success Stories Leadership by Example

The simple method to implement kaizen culture is employee involvement even other then job security. I m practicing the kaizen celebration, in which for each kaizen % of rewards is given to kaizen team. They will start taking it as part of JD rather then considering it as job threat Give them ownership of kaizen

When the team is involved in the daily management system and improvement opportunities, they see it as ownership to improve the processes that they are responsible for. When communication is focused on reducing WASTE in the PROCESS and not reducing the PEOPLE managing the process, this sense of ownership and understanding reduces the anxiety and negative perceptions that can accompany Lean kaizen improvements.

Permita que as pessoas façam sugestões, o melhor lugar para essas é durante uma retrospectiva realizada ao menos 1 vez por mês

Key experts with years of experience and trible knowledge of the process or issues being addressed are vital components to a productive Kaizen event.

Totally agree. There will always be naysayers and a Mr. NoNo (who rejects all new ideas). Therefore, reinforcing positive behaviors, and totally disregarding naysayers is a good approach in the initial phase. Positive behavior is contagious, but takes time, so patience is key. Celebrating small wins is important. Celebrating team effort is crucial (even if not everyone in the team participated). Non-monetary recognition is my recommendation for a good start. Linking kaizens with existing performance appraisals systems is the second step. Monetary rewards is to be kept at a later stage.

To solidify Kaizen support, acknowledging and rewarding employee efforts is pivotal. Recognize contributions, celebrate achievements, and offer constructive feedback. Tangible and intangible incentives like recognition, best practice sharing, community recognition, bonuses, promotions, awards, or career development amplify motivation and satisfaction. This recognition fosters employee loyalty and reinforces the positive behaviors and outcomes associated with Kaizen. By investing in acknowledging and rewarding Kaizen efforts, organizations not only cultivate a culture of continuous improvement but also nurture a workforce that is motivated, engaged, and aligned with the organization's goals.

I do think this is important. Some places I have been at makes sure that all Kaizen participants were fed during the week of kaizen and then there was enough food ordered that others in the plant would get food as well. This helped foster a positive view of when Kaizens took place. Having shirts promoting the Kaizen activities is also another way to do this.

Talvez a melhor maneira de recompensar seja através de algum programa de pontos onde o funcionario possa usar esses pontos para obter algo (1 dia de folga, ingresso, etc)

É muito importante que os avanços referentes a melhoria sejam sempre repassados aos envolvidos de modo que o feedback estimule a manutenção do foco por parte de todos. Programas que valorizem a sugestão de ideias com prêmios também contribuem de forma significativa.

Walk the talk! Make sure to stand for your organizational promises and deliver exactly what has been agreed with your employees. Success cases built naturally a virtuous cycle that will reinforce the benefits of the kaizen strategy and remove any potential fear of job threatening.

One thing I found useful in this context is by positioning the innovation as an incremental achievement actually by rewarding and celebrating the Kaizen. A part of the savings are to be reinvested in the marketing effort to increase the volumes / retrain manpower.

In my opinion it's crucial to recognize Kaizen efforts as opportunities for improvement and talent recognition rather than as potential threats to employees.

Never have layoffs due to improved efficiency. Use those newly gained team members for new business capacity, more kaizen activities, attrition replacements, career growth, etc.

Follow the standard Kaizen process, start with education, ensure the team understands the lean principles and the impact on customers and the connection to job security!!!

Cuando un empleado se llega a sentir amenazado por la implementacion de Kaizen, algo se está haciendo mal, ya que el Kaizen bien implantando busca el desarrollo de los empleados (Hitozukuri) a través de su participación e involucramiento activo. El Kaizen faculta a las personas a ser autónomas mediante un ambiente de transparencia.

Uma das empresas que trabalhei incentivava a sugestão de melhoria e reconhecia o funcionário que tinha sucesso com a ideia sugerida. O reconhecimento pela conquista era divulgado nos canais de comunicação internos de empresa, além de contribuir para o plano de desenvolvimento interno do profissional.