Kaizen
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Kaizen (Japanese, literally "change for the better" or "improvement") is an approach to
productivity improvement originating in applications of the work of American experts such as Frederick Winslow Taylor, Frank Bunker Gilbreth, Walter Shewhart, and of the War Department's Training Within Industry program by post-WWII Japanese manufacturers. The development of Kaizen went hand-in-hand with that of Quality control circles, but it was not limited to quality assurance. The goals of kaizen include the elimination of waste (defined as "activities that add cost but do not add value"), just-in-time delivery, production load leveling of amount and types, standardized work, paced moving lines, right-sized equipment, and others. A closer definition of the Japanese usage of Kaizen is "to take it apart and put back together in a better way." What is taken apart is usually a process, system, product, or service.
TQM As defined by the Deming Prize Committee of the Union of Japanese Scientists and Engineers (JUSE): "TQM is a set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objectives so as to provide products and services with a level of quality that satisfies customers, at the appropriate time and price." [1] In Japanese, TQM comprises four process steps, namely: Kaizen – Focuses on Continuous Process Improvement, to make processes visible, repeatable and measureable.
(1)Atarimae
Hinshitsu – Focuses on intangible effects on processes and ways to optimize and reduce their effects.
(2)Kansei
– Examining the way the user applies the product leads to improvement in the product itself.
(3)Miryokuteki Hinshisu – Broadens management concern beyond the immediate product.
TQM requires that the company maintains this quality standard in all aspects of its business. This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations.
productivity improvement originating in applications of the work of American experts such as Frederick Winslow Taylor, Frank Bunker Gilbreth, Walter Shewhart, and of the War Department's Training Within Industry program by post-WWII Japanese manufacturers. The development of Kaizen went hand-in-hand with that of Quality control circles, but it was not limited to quality assurance. The goals of kaizen include the elimination of waste (defined as "activities that add cost but do not add value"), just-in-time delivery, production load leveling of amount and types, standardized work, paced moving lines, right-sized equipment, and others. A closer definition of the Japanese usage of Kaizen is "to take it apart and put back together in a better way." What is taken apart is usually a process, system, product, or service.
TQM As defined by the Deming Prize Committee of the Union of Japanese Scientists and Engineers (JUSE): "TQM is a set of systematic activities carried out by the entire organization to effectively and efficiently achieve company objectives so as to provide products and services with a level of quality that satisfies customers, at the appropriate time and price." [1] In Japanese, TQM comprises four process steps, namely: Kaizen – Focuses on Continuous Process Improvement, to make processes visible, repeatable and measureable.
(1)Atarimae
Hinshitsu – Focuses on intangible effects on processes and ways to optimize and reduce their effects.
(2)Kansei
– Examining the way the user applies the product leads to improvement in the product itself.
(3)Miryokuteki Hinshisu – Broadens management concern beyond the immediate product.
TQM requires that the company maintains this quality standard in all aspects of its business. This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations.
