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The Problem Addressed
One
of the most difficult aspects of introducing and implementing Kaizen
strategy is assuring its continuity.
 When a company introduces something new,
such as
quality circles,
or
total quality management (TQM), it experiences some initial success,
but soon such success disappear like fireworks on summer night and after
a while nothing is left, and management keeps looking for a new flavor
of the month.
This if because the company lacks the first
three most important conditions for the successful introduction and
implementation of Kaizen strategy.
Seven Conditions for Successful
Implementation of Kaizen Strategy
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Top
management commitment
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Top management commitment
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Top management commitment
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Setting up an
an organization dedicated to
promote Kaizen
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Appointing the best available personnel to
manage the Kaizen process
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Conducting training and education
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Establishing a step-by-step process for
Kaizen introduction.
All conditions are
important. Without
top management supporting every move, however, the trial will be
short-lived regardless of other preconditions.
Top management may
express commitment in many different ways, and it must take every
opportunity to preach the message, become personally involved in
following up the progress of Kaizen,
and allocate resources for successful implementation.
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