Comment concilier productivité et qualité dans le Kaizen ?

In My experience - Productivity improvement does not mean short cut if that is understood . Every quality improvement translate in to Productivity . _ without improving quality of product or process their is no productivity improvement - Ideally Productivity improvement will translate in either process improvement and or overall product quality improvement . - Any other way of productivity improvement will either will not be sustainable or long-term increase in cycle time , Like rework/Scrap and unreliable quality product or service to end customer.

Balancing productivity and quality in Kaizen involves fostering a culture of continuous improvement while maintaining a focus on delivering high-quality results. Kaizen, a Japanese term for "continuous improvement," encourages incremental changes for efficiency gains. To achieve this balance, start by clearly defining quality standards and productivity goals. Engage employees at all levels in the improvement process, encouraging them to identify and implement small, manageable changes. Prioritize improvements that enhance efficiency without compromising quality. Regularly review and analyze performance metrics to ensure that productivity gains align with maintained or improved quality levels.

During Kaizen considering FMEA/POKA YOKE results in improvement in quality as well as productivity. Once quality is improved then productivity increases automatically.

Without understanding the customer requirements we cannot achieve good quality. Kaizens improve the quality step by step. Small efforts leads to improvement. Productivity and Kaizens are parallel

During your daily operations, if you learn and face any challenges, by which either you may improve products quality or optimization of resource utilization, you may modify the working SOP and allow operators to do so consistently, Which is a Kaizen as well as a part of Continuous development?

In my aspect, at first we need to do continuous trial and error method to produce quality product which meets the customer specifications and then need to implement this procedure and follow the same in our routine manufacturing activities leads to more productivity in the industry

Para estandarizar tus operaciones, debes revisar tus mapeos de procesos, recomendación aplica VSM de todo tu proceso, el cual deberá estar alineado a tu demanda, allí encontraras por que no estas cumpliendo tu meta (ganar dinero), recuerda todos tus procesos deben estar alineadas a la meta de la compañía, debes establecer canales de información que se den en tiempo y forma, en todos tus procesos y mecanismos que tus colaboradores entiendan en que momento deben realizar primero contramedidas y después buscar las acciones correctivas definitivas que te ayuden a lograr la meta.

Periodic review of process and value stream mapping may help to reduce the time of the process that can be utilised in improvement in the quality of the product. Sometimes a slight change in process can help in reducing the time and improvement in efficiency of the process.

Definitely Standard work implementation with actual process defines the quality of output irrespective of any process. It will add to satisfy the organization requirements and customer expectations. By making SOPs and procedure of all the process shall improve the people's compentany. By referring these procedures and SOPs everyone work in the same way of expectations.

All improvement methods are derivatives of the PDCA or PDSA cycle. The Juran Trilogy is also a foundational method. When implemented with patience PDCA always gets you results. P - Plan D - Do C - Check the difference between Plan and Do A - Act on the difference. You do this and you have a quality product or process in place.

PDCA generally means Plan Do Check Act. It is one of the most important process to improve quality. It provides a simple and effective approach for solving problems and managing change. The model is useful for testing improvement measures on a small scale before updating procedures and working practices.

In my experience the PDCA cycle is quick yet effective and can easily be adopted. With minimal change to the actual work environment the PDCA cycle can be implemented without changing all the policies and procedures. The PDCA cycle is merely a tool that can be used on all levels, and can influence the approach of a team to manage their actions more effectively. The benefits such as structured planning, applying the idea and actively checking and monitoring the deliverables. This is great for quick results. If the PDCA cycle is used for improvement, the suggested route is to have everyone involved and collaborative. This will contribute to the success of the PDCA cycle.

O PDCA é uma ferramenta incrível para melhorias contínuas. Com suas fases simples - planejar, executar, verificar e agir - é um guia eficaz para identificar problemas, planejar soluções, implementar mudanças e avaliar resultados. É mais do que uma metodologia, é uma mentalidade que estimula a inovação e a busca constante por melhores resultados.

Para equilibrar produtividade e qualidade, é importante definir objetivos claros e mensuráveis que considerem ambos os indicadores. É necessário implementar ações eficazes para melhorar ambos os indicadores e coletar dados para verificar se os objetivos foram alcançados. Se os objetivos não foram alcançados, é necessário implementar ações corretivas. O Kaizen, aplicado através do ciclo PDCA, é uma ferramenta eficaz para alcançar esse objetivo.

Jedes betriebliche und administrative Team verfügt über einen Kaizen-Coach. Diese Rolle durchläuft eine Ausbildung von 4-8 Tagen. Alle Mitarbeitenden durchlaufen eine Kurzschulung und die Führungskräfte erhalten eine Leadership-Ausbildung. Dies ist das Fundament für eine Verbesserungskultur. Jedes Team bei uns wird jährlich einem Reifegrad-Audit unterzogen und muss dabei zahlreiche Meilensteine erreichen. Beim Kaizen-Board und auch in den Kaizen-Workshops arbeiten wir intensiv mit unseren Mitarbeitenden und holen so über 5000 Ideen pro Jahr mit einer Umsetzungsquote von 75%.

Empower employees to identify and suggest improvements. Encourage participation in Kaizen activities and provide opportunities for feedback. Engaged employees are more likely to buy into change and contribute to its success. Recognize and reward employees for their contributions. Acknowledge their efforts in improving productivity and quality. This motivates them to continue participating in the Kaizen process.

There are two types of Team Involvement: Cooperative and collaborative. For sure, the Collaborative type is more efficient and effective.

Everything is possible when we will be developing an effective team. Example, I have seen every customers are satisfied when i had very good team. Converting every small ideas from team definitely could see the enermous improvements towards kaizen. We should always welcome of all idea's for improvements and conducting brainstorming session between team which will come out of any critical situation.

Involve employees at all levels in the improvement process. Their insights and experiences can provide valuable perspectives on how to enhance productivity without compromising quality.

Establish feedback loops to capture insights from employees and customers. This information helps in making informed adjustments to processes to maintain a balance between productivity and quality.

Most companies respect more of the external feedback than the internal feedback. We have to respect both equally and treat all feedback as OFI (Opportunity For Improvement) and drive for CI (Continuous Improvement).

It is always to hear customer feedback will boost our current performance. We should not dissatisfied when the customer scoring low performance score and we should convert them into opportunities and make them satisfied is the biggest achievement. Once we achieved then it will be continued.

Seeking external feedback in Kaizen is crucial because it offers fresh perspectives and insights that might be overlooked internally. It allows for a more comprehensive understanding of how processes and products are perceived by customers and other stakeholders. This feedback is invaluable for identifying areas for improvement and ensuring that Kaizen efforts are aligned with customer needs and market demands, ultimately leading to enhanced quality and customer satisfaction.

In this economy, it is essential to seek for internal and external recommendations, suggestions and feedbacks as well. It does not really matter if it is positive or negative, since all these may help to improve in the long run. We should never forget that the customers are the ones whose interests should be always taken into consideration. The reason behind this is that if you are capable of focusing with that approach then you can provide them more value and costs you less in the long run.

In our fast-paced world, it is important to acknowledge what has been achieved. In many cases, it is taken as commonplace when employees have managed to correct mistakes (it's their job). Thus, this discipline is often omitted (see also 8D-Report). However, it is important to see what good work has been done, not only for the motivation of those involved, but for the whole organization. It can motivate all employees when you see these successes and it can trigger more improvements.

Reward and recognition play pivotal roles in sustaining employee engagement in improvement initiatives. Regularly review the progress achieved by employees and acknowledge their contributions to uplift morale.

Kaizen und die Verbesserungsaktivitäten gehören in jeden Stellenbeschrieb und ist Teil der Kultur. Deshalb verzichten wir strikte auf Anreizsysteme für einzelne Erfolge und Ideen. Wir zeichnen jedoch Teams aus, die einen gewissen Reifegrad erreicht haben. Wir feiern auch erfolgreiche Workshops. Niemals würden wir aber monetäre Anreize oder Belohnungen aussprechen. Verbesserung ist produktive Arbeit und gehört zu meinem Job!

In my aspect- review and celebrate the progress and achievements of ours to continuous balancing of both productivity and quality is more essential thing nowadays in competitive world. By doing this we will evaluate the results of our improvement efforts, identify the things learnt and can plan future actions easily and confidently. And by celebrating our success with team by rewards and recognitions, it inspires our team a good positive mindset and quality attitude against the team. For review and celebrate, we can fix organisational goals or key performance indicators every year.

Para subir una escalera, primero hay que subir un escalón. Es de suma importancia dar a conocer el progreso alcanzados con los diferentes proyectos. A veces, nos centramos tanto en el cumplimiento del objetivo final, que olvidamos celebrar y reconocer los pequeños logros que hacen que estemos más cerca de ese anhelado 100%. Un equipo motivado, siempre dará mejores resultados y que mejor que sepan en tiempo real, con KPIs compartidos y claros, como está su día a día; para que al cierre de mes (por tomar un ejemplo) todos llegue al objetivo y puedan celebrar juntos.

Kaizen, a Japanese term meaning "change for better" or "continuous improvement," focuses on making small, incremental changes to improve processes and increase efficiency. Here are some strategies to help you balance productivity and quality in a Kaizen environment: 1. Define Clear Objectives 2. Standardize Processes 3. Continuous Training 4. Employee Involvement 5. Data-Driven Decision Making 6. Kaizen Events 7. Error Prevention 8. Feedback Loops 9. Prioritize 10. Celebrate Successes 11. Flexibility and Adaptability 12. Leadership Support By incorporating these strategies into your Kaizen approach, you can create a culture of continuous improvement that not only boosts productivity but also enhances the quality of products and services.

Decide and communicate the Kaizen theme. Such themes can be for a month /quarter/year, based on the organizational need. This way, we can ensure people are focussed on a particular theme, whether it is quality or productivity improvements to ensure a certain aspect improves at a certain level and another aspect doesn't improve beyond need.

Identify and prioritize areas for improvement based on their impact on both productivity and quality. Focus on high-impact changes that contribute to overall efficiency and excellence. Establish metrics to monitor both productivity and quality. Regularly track and analyze these metrics to identify areas for further improvement and ensure that changes align with objectives.

It is important to understand that quality and productivity are not necessarily at odds, and that continuous improvement is capable of raising both simultaneously. Applying game theory, the zero-sum game model with quality, productivity, and delivery as players breaks down under continuous improvement, which provides win-win-win scenarios and more closely models a positive-sum game.

Quality vs. Productivity? In project management it is a question that is sometimes raised. But there should be no doubt: Quality is not negotiable! We always take into account the so-called triple constraint graph in the development of a product or service, which is a triangle: Time (duration of activities), cost and scope. In the middle is quality. So we ask ourselves: If I want less time, what happens to the cost and scope? If I change the scope, we must consider the costs and duration. In the new schemes, we incorporate risk and procurement. Even PDCA we must considered that