Strategic KAIZEN: Engage the Workforce in Striving for the Ideal Cost
Alin Posteuc?
Author of Strategic KAIZEN concept | Author | Performance Improvement Consultant | The ”Traian Vuia” Prize Laureate of the Romanian Academy
The increased concern of planning and developing Strategic Kaizen is to reduce and / or eliminate implementations of incomplete and / or incorrect improvements by engaging the workforce continuously to execute the cost improvement strategy based on continuous productivity growth.
1) Strategic Kaizen for Ideal Cost
Even if the decisions at the level of top managers regarding the choice of the most feasible Strategic Kaizen are made scientifically (using basic / advanced methods of Strategic Kaizen appraisal; methods for appraising Strategic Kaizen under uncertainty and a careful programming of the necessary resources for each Strategic Kaizen with the help of KaizenShiro Budgeting),
“interdepartmental organization and lifelong learning are decisive to continuously identify and implement cost-effective improvement projects amid the backdrop of a pro-cost and pro-productivity culture” (Posteuca, 2019).
The cardinal goal of Strategic Kaizen projects over time is the continuous direction towards the state of ideal cost or zero cost of losses and waste (CLW).
"Therefore, each kaizen (a / n: Strategic Kaizen) or Kaikaku project for Manufacturing Cost Improvement is approached in a structured way, following the seven steps of the MCPD (implicitly, the PDCA cycle) on a continuous basis." (Posteuca, 2019).
2) Engage the Workforce for Strategic Kaizen: 4 Basic Activities
The continuous involvement of all employees to ensure success of Manufacturing Cost Improvement targets is essential. For this, four major activities are needed:
- Departmental and interdepartmental organization for achieving the Manufacturing Cost Improvement targets;
- Establishing sources for determining training needs related to the fulfillment of Manufacturing Cost Improvement targets;
- Developing an initial and updated annual training plan for operators, supervisors and managers to achieve Manufacturing Cost Improvement targets;
- Running the activities and actions of the annual Manufacturing Cost Improvement means (a / n: Strategic Kaizen and Kaikaku) to meet annual Manufacturing Cost Improvement targets.
3) The concept Strategic KAIZEN was published in the 4 books
- Manufacturing Cost Policy Deployment (MCPD) (3 books; 2017, 2018, 2019);
- Speed-Based Target Profit (SBTP) (1 book; 2020).
The concept of Strategic KAIZEN has over 20 practical applications and over 230 explicit appearances in the texts of the 4 books.
Thank you,
Dr. Alin Posteuc? – CEO, Exegens; the author of the concept of Strategic KAIZEN, the MCPD system and the SBTP paradigm.
4 Books on Strategic KAIZEN: https://lnkd.in/gtGNWtJ
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