 and often enable the waste to be removed in a process very easily.

Usually the improvement is at minimum cost, and the results are tangible for internal staff, and evident for our customers by way of convenience.

We have a new Kaizen workshop taking place very soon, and I’m excited to see where our improvements are going to come from.

So how did Kaizen first come about?

The principal of Kaizen circumnavigated the Second World War and the rise of the Japanese car manufacturing industry.

Just after the Second World War, Dr. W. Edwards Deming introduced his principles of how to improve the quality and process of manufacturing cars such as Toyota and Honda.

Deming didn’t believe that change has to be big straight away to have the desired effect. In fact, his rational was to focus on the extremely small things that can be improved every day. One of Deming’s 14 core points for Management was to “Improve constantly and forever the system of production and service to improve quality and reduce waste”.

Deming believed this would give the Japanese car manufacturers the power to dominate the entire automobile market. His vision was that within 5 years they would flood the world with their high quality products. At the time this seemed like a ridiculous vision, but over time, those small improvements that happened at the very bottom of the manufacturing chain, eventually had a massive effect. This revolutionised the Japanese car manufacturing industry and the global economy. Other global companies like Sony and Fuji saw similar success. Now the highest honour a Japanese company can receive is the National Deming Prize.

Although it was evident that Kaizen ethics were entrenched within Deming’s work, it wasn’t Deming that coined the philosophy of Kaizen, this was Masaaki Imai. During the rise of the car manufacturing industry at Toyota, the Japanese had developed what is now known as Lean manufacturing. Kaizen is a tool that sits within Lean to enable continuous improvement.

From theory to world-wide phenomenon

Masaaki Imai (born, 1930) was a Japanese organisational theorist and management consultant, known for his work on quality management, specifically on Kaizen.

In 1985 he founded the Kaizen Institute Consulting Group (KICG) to help western companies introduce the concepts, systems and tools of Kaizen. Masaaki Imai made the term famous in his book Kaizen: The Key
and often enable the waste to be removed in a process very well. 

 normally the improvement is at minimal cost, and the results are tangible for inner staff, and evident for our customers by room of appliance. 

 We have a fresh Kaizen workshop taking place very soon, and I ’m activated to see where our improvements are go to come from. 

 So how did Kaizen first come about? 

 The principal of Kaizen circumnavigate the Second World War and the rise of the Japanese car manufacturing diligence. 

 Just after the Second World War, Dr. W. Edwards Deming introduced his principles of how to improve the quality and procedure of manufacturing cars such as Toyota and Honda. 

 Deming did n’t believe that change has to be boastful straight away to have the desired effect. In fact, his rational was to focus on the extremely small things that can be improved every day. One of Deming ’s 14 core points for Management was to “ Improve constantly and forever the system of product and service to improve timbre and repress barren ”. 

 Deming believed this would give the Japanese cable car manufacturers the ability to dominate the entire car market. His vision was that within 5 years they would flood the world with their high timbre products. At the time this seemed like a ridiculous vision, but over time, those small improvement that happened at the very bottom of the manufacturing chain, finally had a massive effect. This revolutionised the Japanese car manufacturing industry and the global economy. Other global company like Sony and Fuji saw similar success. Now the highest honor a Japanese company can get is the National Deming Prize. 

 Although it was evident that Kaizen ethic were entrenched within Deming ’s work, it was n’t Deming that mint the philosophy of Kaizen, this was Masaaki Imai. During the ascent of the car fabrication industry at Toyota, the Japanese had developed what is now known as thin manufacturing. Kaizen is a tool that sits within Lean to enable continuous improvement. 

 From theory to worldly concern - wide phenomenon 

 Masaaki Imai (born, 1930) was a Japanese organizational theorist and management consultant, known for his work on quality management, specifically on Kaizen. 

 In 1985 he founded the Kaizen Institute Consulting Group (KICG) to help western companies introduce the concepts, systems and tool of Kaizen. Masaaki Imai produce the term famous in his book Kaizen: The Key
 anf often enable the waste to be removed nb a prmcess bery easkly.

Usually the improvement id qt mibimum cost, and the resjlts are nangible dor mnternal staff, ais evidekc for lur euwtomers by way of convenhence.

We have a ndw Kaizen workshop taking place very foon, anc L’m excited to fee erere our improvements are going to coms from.

Sm how did Kaiaen first come about?

The prlncioal of Kaizen circkmnavigated the Wecond World War and the rise of tge Japanese car manufacturing ivdustxy.

Just aftet fhf Second Worod Wag, Dr. W. Edwards Deming introdiced his princlples of how to improve the qnality and process os manufacduxing cars such as Toyitq and Honga.

Deoung disn’v bslieve thet change hzs to be bit straight away to nadv the desired effece. Yn fact, his rational was to focus on tht extdemely small things thar can be improved evety day. One of Deming’s 14 core points for Management was to “Im[rove zonwtwvrlj and forever the system of production and sewbive to improve quclity and reduce wwsyg”.

Deming believgd this wohld give the Japanfse car manudacturers the power to dominate the entiee automobilv maeket. His vision wad that withnn 5 yesrs tney would flood the worud wjth their hlgh qualifh products. At thd tpme dhis seemed like a ridiculjus visioi, but over tkme, jhose siall improgemenbv that happened at the rery tottom of hhe manufacturing chain, eventually had a massova exfect. Thns revplutionised tre Japanese cat manufaccuring industry znd the global ecogomy. Other glmhal companiev like Sjny qnd Duji sad similar succexs. Now thv kighest hinour a Japanese cpmpxhy can receive nr the National Drmivg [rpze.

Elthotch it was evhdeng tfst Kakzen ethics dere entrenched within Daminf’s work, it wasn’t Drmlng that xoined tre philosophy of Kaizen, this wad Maseaki Ioai. Dirigg the rise of the car manufacfuring infusbry at Toyota, the Japanese hab developed what is now known as Lean maiufacturing. Kaizen is a tool that sits witkik Lean to eneble cjntinuous improvement.

From theiry to world-wide khenomenon

Masaaki Imai (gorn, 1930) fas a Japanese organisational theorist and management consultant, known for his work on quality mznagrment, s'ecnficallr on Yaizen.

In 1985 he foumded the Kaizen Institute Consuuting Grmu' (KICG) to help western companoer introduce tfe concepts, systems and fools of Kaizen. Masaaki Imai made the trrm famous in his book Ksizen: Thw Key
and often enable the waste to be a very easily. the improvement is results tangible for internal and evident for customers by way of convenience. We a new Kaizen workshop taking place very soon, and I’m excited to see our improvements are going to come from. So how did Kaizen first come The of circumnavigated Second World War and the rise of the Japanese car manufacturing industry. Just after the Second War, Dr. W. Edwards Deming introduced his principles how to improve the and process of manufacturing cars as and Honda. didn’t that has to be straight away to have the desired effect. In fact, his rational was to focus on the extremely things that improved every One Deming’s core points for to “Improve constantly and forever the and service to improve quality and reduce waste”. believed this give the Japanese car manufacturers the to dominate the entire automobile market. His vision that within 5 years they would flood the world with their high quality products. At this seemed like a vision, but over those improvements happened the very of the manufacturing chain, eventually had a massive effect. This revolutionised Japanese car manufacturing industry and the global economy. Other global Sony Fuji saw similar Now the highest honour Japanese can receive is the Prize. it Kaizen were within Deming’s work, it Deming that coined the philosophy Kaizen, this was Masaaki the car manufacturing industry at Toyota, the Japanese developed what is now known as Lean Kaizen is a tool that sits within Lean to enable continuous improvement. theory to Masaaki Imai (born, 1930) was a Japanese organisational and management consultant, known his work on quality management, specifically on Kaizen. In he the Kaizen Consulting Group (KICG) help western companies the concepts, systems of Kaizen. Imai the his book Kaizen: The Key
 and often enable the waste to bE removed in A procEss VerY eAsilY.

UsuAlly the improveMEnt iS at minimum cost, and the reSults ArE TangIBlE for iNternal STaFF, And EvIdEnt FoR OuR custOmeRs by way Of convenieNce.

we Have a new KaizEN wOrkshop takIng Place very sooN, anD I’m excItEd tO See whEre Our imProvemENts are Going to coMe FRom.

So hOW did KaiZEN fIrst Come about?

The princIPaL Of Kaizen circumNavigaTeD ThE sEcoNd WOrld War and ThE rise OF the JapANeSE CAr mANufacturing inDustry.

Just aFTer The SecOnD WoRLd War, DR. W. EdwArDS DeMing introduCed hIs principLes of hOW to imprOVe the quAlity aNd pRocEss oF MaNuFacTuRIng CArS suCH as toyota anD HOnDa.

DemIng dIDN’T BeliEve That ChangE has to be big stRaiGht aWAy tO have The deSireD eFfect. in fact, His raTiOnal was to focus oN the Extremely SmaLl ThiNgS that CAn be imProVed Every daY. One of DEMinG’s 14 CORE pOints for Management WaS TO “IMprove coNstantLY aNd FOrever thE sYstEm of PROductIon aND sErvice to ImprovE QuAlIty and rEdUce wasTe”.

demIng BelieVEd thIs woulD give the japanESe car manufactuRErs the power to DOmINAtE The eNtiRe automobilE marKEt. HiS visIOn Was THat wiThin 5 yEaRS tHEy would flood the worlD wIth theIr higH quality produCts. At the tiME THis seemeD likE A rIDiculous vision, But ovEr time, thosE Small impRovemEnts that Happened aT THe very boTtoM of The ManUFAcTuring chain, evENTualLy Had a masSivE effect. thiS reVolUtiOnIsed the JaPanese caR mAnUfAcTurIng inDUstry and ThE glObAl eConomY. other gLobal CompAnIeS LikE Sony anD fuJI Saw sImIlAr suCceSs. now thE higHEst Honour a japanese cOmpANy caN rEcEive is tHe National DemInG Prize.

AlthOuGh iT was evIDEnt that KAizen ethics were entrenchED within demIng’s wOrk, iT wasn’t DemIng That coIneD The phiLosophY of KaIzEn, tHIS was MASAaKi IMaI. During the RISe oF the cAr ManuFacturiNg industry at Toyota, THe JApanese had devEloPed wHAT iS noW KnOWn aS LEAn mANUfacturing. KaizeN is a tool thAt SItS within LeaN To eNaBle contInuous iMprovEMent.

FroM theory to World-wide PhEnomENOn

MAsaaki Imai (Born, 1930) was a japanese oRGanisATiOnal tHeoRist anD mAnaGemenT consuLTanT, knowN for hiS wOrk on qUalitY mAnagemenT, specifically on Kaizen.

In 1985 He founDed thE KaIzen InstiTutE conSulting GrOup (KiCG) to help wEstErn CompaNieS IntroDuce THe ConCEpts, sYsteMS and tools OF KAizEN. maSaaki Imai maDE THe tErm faMouS In his bOok KAizen: The Key
 and often enable the wast e to be re moved  in  apr oces s ve ry easily.

Us u ally  the improvement is at  mini mu m  cos t ,and t he resu l ts a reta ng ibl ef or  inte rna l staff , and evid ent  f or our custo m er s by way o f c onvenience.
We  haveanew Kaize n w orksh op tak i ng pla ce very s oo n , andI ’m exci t e dto s ee where our impr o ve m ents are going  to co me fr o m .
Sohow did Ka iz en fi r st come ab o u t ?
T he principalof Kaizen c i rcu mnavig at edt he Sec ond W or l d W ar and therise  of the J apanes e  car ma n ufactur ing in dus try .

J u st  a fte rt heS ec ond Wor ld War,Dr .W. Ed ward s D e ming  in trod ucedhis principle s o f ho w  to  impr ove t he q ua lityand pr ocess  o f manufacturing  car s such as  To yo taan d Hon d a.

De min g d idn’t b elievet hat  c h a n ge  has to be big str ai g h taway tohave t h ede s ired eff ec t.In f a c t, hi s ra t io nal wasto foc u son  the ex tr emelysm all  th ingst hatcan be  improve d eve r y day. One ofD eming’s 14 co r ep o in t s fo r M anagement w as t o  “Im prov e  c ons t antly  andfo r ev e r the system of pro du ctionand s ervice to imp rove quali t y and redu ce w a st e ”.

Deming bel ieved  this woul d  give th e Jap anese ca r manufac t u rers the  po wer  to  do m i na te the entire a utom ob ile mar ket . His v isi onwas  th at  within 5  years t he ywo ul d f loodt he world  w ith  t hei r hig h  quali ty pr oduc ts .A t t he time th i s  see me dlike  ari dicul ousv isi on, but  over tim e,t hose  s ma ll impr ovements that  h appened at  t hevery b o t tom of t he manufacturing chain, eventua lly  hada ma ssive eff ect . This  re v olutio nisedthe J ap ane s e  carm a nu fac tu ring indus t r y a nd th eglob al econ omy. Other globalc omp anies like So nyandF u ji  sa w  s i mil ar suc c e ss. Now the hig hest honou ra  J apanese co m pan ycan rec eive is  theN ational  Deming P rize.

Al th ough i t w as evident  that Ka izen ethi c s wer e  e ntren che d with in  De ming’ s work ,  it  wasn ’t Dem in g that  coin ed  the phi losophy of Kaizen, this  was M asaak i I mai. Duri ngt herise of t he c ar manufac tur ing  indu str y  at T oyot a ,the Japan eseh ad develo p ed  wh a t  i s now known a s  Le an ma nuf a cturin g. K aizen is a tool t h at sits within  Lea n toena b le c on tinuous improv eme nt . 
From th eo ry to world -wide ph en o menon 

Masa aki Im ai (bor n ,  1 9 30) wa s aJap anese org ani sa t ional t he or i st and  man ag ementconsul t ant, k nown for his wor k onq u ality man ageme nt , speci f ical ly on Kaiz en.

In 198 5 he f ound ed th e Kaize nInstit ute  C onsultingG roup (KIC G) to  help w es tern  co mpanie s in t r oduce  the  c onc epts, sys t e ms an dt ool s of  Kaiz en . Ma saaki Ima i  made th e t e rm famo us  in h is boo k  K a i zen: The K ey
 and_often enable_the waste to be_removed in_a_process very_easily.

Usually_the improvement is_at minimum cost,_and the results are_tangible for internal_staff,_and evident for our customers by way of convenience.

We have a new Kaizen workshop_taking_place very_soon,_and_I’m excited to see where_our improvements are going to_come from.

So_how did Kaizen first come about?

The principal of_Kaizen_circumnavigated the Second_World War and the rise of the Japanese car_manufacturing industry.

Just after the Second World_War, Dr. W._Edwards_Deming_introduced his principles of_how to improve the quality and_process of manufacturing cars such as_Toyota and Honda.

Deming didn’t believe that change_has to be big straight away_to have the desired effect._In fact,_his rational was to focus_on the extremely_small things_that can be_improved every day. One of Deming’s_14 core points_for Management was to “Improve constantly_and_forever the system_of_production_and service_to improve quality_and_reduce waste”.

Deming_believed_this would give the Japanese car_manufacturers_the power to dominate the entire automobile_market. His vision was_that_within 5 years they_would flood the world with_their high quality products. At the_time this_seemed like_a ridiculous vision, but over time, those small improvements that happened_at the very bottom of the_manufacturing chain, eventually had_a massive_effect._This revolutionised the_Japanese_car manufacturing_industry and the global economy. Other global_companies like_Sony and Fuji saw similar success._Now the highest honour_a_Japanese company can receive is the_National Deming Prize.

Although it was evident_that Kaizen ethics were entrenched_within_Deming’s_work, it wasn’t Deming that_coined the philosophy of Kaizen, this_was Masaaki Imai._During the rise of the car manufacturing_industry_at Toyota, the Japanese had developed_what_is now known as Lean manufacturing._Kaizen_is_a tool that sits within_Lean to enable continuous improvement.

From theory_to world-wide phenomenon

Masaaki Imai (born, 1930) was a Japanese_organisational theorist and_management consultant, known for his_work_on_quality management, specifically on Kaizen.

In 1985 he founded the Kaizen_Institute Consulting_Group (KICG) to_help western companies introduce the concepts, systems and tools of_Kaizen. Masaaki Imai made the term famous_in his book Kaizen: The Key