Impact of Kaizen implementation on performance of manufacturing companies’ staff

Abstract

Astonishing progress of Japan has made ​​everyone think over policy, theme of work culture and management systems of these hard-working people. In the last analysis, improvement creation in field of cost quality and planning (rate of productivity and delivery time) is converted to a key and major factor. Kaizen is strategy of improvement based on needs and demands of the customers. Kaizen believes that employees of an organization should uninterruptedly think over improving and maintaining improvement achievements in their own organization but how much is their share in this movement? There are two different approaches to achieve progress: a gradual improvement (Kaizen) and improvement based on the great leap (innovation). Overall, Japanese companies prefer gradual improvement and the western companies believe in innovation. Now, in this article, we seek to answer this question: which of this view is implementable in Iran? Improvement means Kaizen and innovation; each company or organization use both Kaizen and innovation for its survival, growth and progress. Continuous improvement refers to the operation, process of achieving better productions and cost reduction in production and sales operation and as a strategic goal, it contains certain categories of total quality control, efficiency increase, effectiveness surplus, improvement promotion, cost reduction and elimination of defective items (wastes) from the productive process. Similarly, the managers will get involved in the base of the job and they will truly develop partnerships’ level and solve problems using accurate view.