简介

改善或持续改进是日本管理理念的重要组成部分，它鼓励所有员工不断寻求改进工作过程和业务操作的方式。这种理念认为，通过在日常工作中进行小规模的、持续的改进，可以实现长期的、大规模的变革和改进。改善强调的是"改变为了变得更好"，而这种变化应该是持续的，即持续的改进。这种强调全员参与、持续改进的管理方式，已在全球范围内的许多成功企业中得到实施和证明。

Introduction

Kaizen, a Japanese term meaning 'change for the better', is a philosophy that focuses on continuous improvement in all aspects of life. In a business context, Kaizen refers to activities that continually improve all functions of a business, from manufacturing to management and from the CEO to the assembly line workers.

Kaizen is important because it helps to foster a culture of continuous learning and improvement within an organization. It does this by encouraging employees at all levels of the organization to look for ways to improve their own work processes. This ongoing process of evaluation and improvement leads to more efficient work processes, higher quality products or services, increased productivity, and greater employee satisfaction. Moreover, by encouraging employees to take ownership of their work, Kaizen can also help to foster a sense of pride and personal investment in the organization.

常用的改善工具

实施改善和持续改进有许多流行的工具。这些包括：

1. PDCA（计划-执行-检查-行动）循环： 这是一个进行变更的四步模型。它涉及到计划变更、实施计划（执行）、检查变更是否导致改进，以及根据结果采取行动。
2. 5S（整理、整顿、清扫、标准化、自律）： 这是一种组织、清洁和标准化工作场所的方法。它可以提高效率和生产力，同时确保安全的环境。
3. Gemba Walks（现场走访）： 这涉及到管理层去到工作实际进行的'现场'。这使得他们可以亲眼观察流程，理解一线的实际情况。
4. 看板： 这些是描绘不同阶段工作过程的视觉工具。它们对于管理工作流程和识别瓶颈非常有用。
5. 价值流程图： 这是一种精益管理方法，用于分析当前状态，并为从特定过程开始到产品或服务到达客户的一系列事件设计未来状态。
6. 改善集中或改善活动： 这些是专注于改进业务中的特定流程或区域的短期、集中式的研讨会。
7. 根本原因分析： 这个工具用于识别问题或事件的根本原因，以防止它们再次发生。
8. 标准化工作： 这涉及到记录执行过程或过程的一部分的当前最佳实践，确保流程是可重复和可预测的。

当这些工具被有效地使用时，它们可以驱动持续改进的文化，并为组织带来显著的价值。

PDCA循环的应用案例

让我们以一家生产塑料玩具的公司为例，该公司决定优化其产品制造过程以减少浪费。

• 计划（Plan）: 公司确定目标是减少10%的塑料浪费，并制定一个详细的行动计划。这可能包括引入新的制造技术、培训员工关于资源管理的知识，或者更换到可以提供更环保材料的供应商。
• 执行（Do）: 公司开始实施其计划。这可能涉及购买和安装新的制造设备、进行员工关于新设备和新技术的培训，或者与新的供应商签订合同。
• 检查（Check）: 公司评估执行计划的结果，以确定是否达到了减少塑料浪费的目标。这可能涉及检查生产线的塑料浪费量，或者与员工讨论新过程的效果。
• 行动（Act）: 根据检查阶段的结果，公司做出决定。如果目标已经达到，那么新过程将成为标准操作程序。如果目标未达到，那么公司可能需要修改其计划，并再次执行PDCA循环。

这个过程会持续进行，以确保公司可以持续改进其操作，达到更高的效率和生产力。

Point Kaizen to System Kaizen

Point Kaizen refers to improvements made at a specific point or in a specific area within a process, often as a response to a problem or issue that has been identified. It's typically carried out by small groups or individuals and can be implemented quickly. The changes made through Point Kaizen are often small and incremental, but they can add up over time to create significant improvements.

System Kaizen, on the other hand, is a more comprehensive approach. It looks at the entire process or system to find opportunities for improvement. This involves a more strategic and holistic view of the organization, looking at how different parts of the system interconnect and affect each other. Implementing System Kaizen often requires a longer time and more resources than Point Kaizen, but it can lead to more substantial and transformative changes.

The transition from Point Kaizen to System Kaizen can be seen as a natural progression. As organizations gain experience with Kaizen and see the benefits of continual improvement, they often start to look beyond individual processes or areas and start to think about how they can improve the entire system. This shift from focusing on specific points to considering the whole system can lead to more sustainable and impactful improvements.

Consider a railway operation company that starts by implementing Point Kaizen. A railway engineer notices that delays frequently occur due to a specific signal malfunctioning. He suggests a small adjustment to the signal's operation routine that eliminates the problem. This is an example of Point Kaizen - a specific problem was identified and solved at a particular point in the operation.

Over time, as more employees engage in Point Kaizen, the company's leaders begin to see the benefits of continuous improvement. They decide to implement System Kaizen. They initiate a company-wide project to map out all of their operational processes, identify bottlenecks and inefficiencies in the entire railway system, and look for broader opportunities for improvement. They involve employees at all levels, encouraging everyone, from station masters to ticket sellers, to suggest improvements and participate in problem-solving. As a result, the company is able to significantly improve the overall efficiency and punctuality of the railway operations. This is an example of System Kaizen - a holistic approach to improvement that looks at the entire system, not just individual points within it.

从点改善到系统改善

点改善指的是在过程中的特定点或特定区域进行的改进，通常是对已经确定的问题或问题的响应。它通常由小组或个人进行，并可以快速实施。通过点改善进行的改变通常是小而增量的，但是随着时间的推移，它们可以累积起来，创造出显著的改进。

另一方面，系统改善是一种更全面的方法。它查看整个过程或系统，以寻找改进的机会。这涉及到对组织的更策略性和整体性的看法，考虑系统的不同部分是如何相互连接和影响对方的。实施系统改善通常需要比点改善更长的时间和更多的资源，但是它可以导致更实质性和变革性的变化。

从点改善到系统改善的过渡可以被看作是一种自然的进程。当组织对Kaizen有了经验，并看到持续改进的好处时，他们通常开始超越个别过程或区域，开始考虑如何改进整个系统。这种从关注特定点到考虑整个系统的转变，可以导致更可持续和有影响的改进。

考虑一家铁路运营公司，开始实施点改善。一名铁路工程师注意到，由于特定信号的故障，经常会出现延误。他提出了一个小的调整，消除了问题。这是点改善的一个例子 - 在操作中的一个特定点确定并解决了一个具体的问题。

随着时间的推移，随着更多的员工参与到点改善中，公司的领导们开始看到持续改进的好处。他们决定实施系统改善。他们启动了一个全公司的项目，图出他们所有的操作过程，确定整个铁路系统中的瓶颈和效率低下的地方，并寻找更广泛的改进机会。他们让所有层级的员工参与，鼓励所有人，从站长到售票员，提出改进建议和参与问题解决。结果，公司能够显著提高铁路运营的整体效率和准时率。这是系统改善的一个例子 - 一种从整体上寻找改进机会的方法，而不只是考虑其中的个别点。

Common Tools for Kaizen

There are various popular tools used for implementing Kaizen and continual improvement in an organization. These include:

1. PDCA (Plan-Do-Check-Act) Cycle: This is a four-step model for carrying out change. It involves planning the change, implementing the plan (do), checking if the change has led to improvement, and acting on the outcomes.
2. 5S (Sort, Set in Order, Shine, Standardize, Sustain): This is a method for organizing, cleaning, and standardizing a workplace. It enhances efficiency and productivity while ensuring a safe environment.
3. Gemba Walks: This involves management going to the 'real place' where work is done. It allows them to observe processes firsthand and understand the actual conditions on the ground.
4. Kanban Boards: These are visual tools that depict work at various stages of a process. They are useful for managing workflow and identifying bottlenecks.
5. Value Stream Mapping: This is a lean-management method for analyzing the current state and designing a future state for the series of events that take a product or service from the beginning of the specific process until it reaches the customer.
6. Kaizen Blitz or Kaizen Events: These are short-term, intensive workshops aimed at improving a specific process or area within the business.
7. Root Cause Analysis: This tool is used to identify the root causes of problems or incidents to prevent their recurrence.
8. Standard Work: This involves documenting the current best practice for performing a process or a part of a process, ensuring that the process is repeatable and predictable.

These tools, when used effectively, can drive a culture of continuous improvement and deliver significant value to an organization.