改善 – Kaizen in Japanese: Defining the Japanese Concepts behind the Method

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Kaizen is a popular business model for the Japanese philosophy of continuous improvement. It has become so popular around the world that many businesses outside of Japan are implementing it. Even beyond that many businesses will use the word Kaizen in their name in a sense to show quality. But, what does this word and all the concepts in the model really mean? How can we define Kaizen? Let’s take a look.

How to Define Kaizen in Japanese

The original Japanese word Kaizen and continuous improvement are related but not exactly the same. The most basic way to define kaizen would be,

change something bad to be better.

This contrasts with the English word improvement which just means to become better. It does not necessarily mean something is already bad. The original Japanese word kaizen is focused on the negative aspects and how to improve them. Also, the word does not need to mean that you continue to improve something indefinitely, but more pushing something in the direction of improvement.

The Correct Kaizen Pronunciation

The kaizen pronunciation is easy. the kai is pronounced the same as the kai in the Netflix Drama Cobra Kai. Next, the zen part is pronounced exactly like the zen in Zen Buddhism.

Kaizen’s pronunciation though is not the same as the kaisen in the anime, jujutsu kaisen (呪術廻戦). It can be close when speaking in English since the English language will pronounce s like z. This is not the case in Japanese though.

Breaking Down the Kaizen Meaning

So now we have a simple way to define kaizen. Let’s break down the Japanese word in order to understand it better.

The word Kaizen originates from Japan and is written as 改善 in Japanese characters. When broken down, the term comprises two characters – kai (改) meaning change or to correct and zen (善) meaning good or beneficial.

改　ー　This Kanji character comes from the Japanese verb, 改める (aratameru). The meaning of this verb means to change, renew, or improve.

善　ー　The next Kanji character signifies something good, just, moral and so on. It is the antonym to another Japanese word 悪 (aku) which means something bad, or evil. And if you are curious the opposite of 改善 is 改悪.

The Kaizen Continuous Improvement Method

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The Kaizen model is a profound approach to continuous improvement, encompassing various principles and methodologies. In this overview, we’re delving into two key aspects: the Kaizen 5S method and the 3M model. While these elements provide a foundational understanding of Kaizen, it’s important to recognize that the model extends beyond these components. The richness of Kaizen lies in its comprehensive philosophy, addressing various facets of organizational improvement. Our focus on 5S (Sort, Set in Order, Shine, Standardize, Sustain) and 3M (Muda, Mura, Muri) serves as a starting point, offering insights into efficiency, waste reduction, and process optimization.

Kaizen 5S

The Kaizen 5S method is a powerful tool for workplace organization and continuous improvement. Originating from Japanese terms, each “S” represents a key step: Sort (整理) involves eliminating unnecessary items, Set in Order (整頓) focuses on efficient arrangement, Shine (清掃) emphasizes cleanliness and inspection, Standardize (清潔) establishes consistent practices, and Sustain (躾) ensures ongoing adherence to the improvements. Together, these steps foster a systematic and organized workplace, enhancing efficiency, reducing waste, and promoting a culture of continuous improvement.

整理　ー　Sort　

In everyday Japanese, 整理 (Seiri) means organization or arrangement. It refers to the act of sorting or organizing things in a systematic manner. This concept is commonly used in various contexts, such as tidying up a room, organizing files, structuring plans, or getting someone’s thoughts together. The idea is to bring order to a situation or space, facilitating smoother processes and a more organized, manageable environment.

Moving onto to the Kaizen Method, 整理 (Seiri) is Sort in English. This represents a foundational principle in the Kaizen 5S model. This step focuses organization and elimination of unnecessary items within the workplace for enhancing efficiency. Sorting involves distinguishing between essential and non-essential items, ensuring that only necessary tools, equipment, and materials are kept in the workspace. By eliminating clutter businesses can minimize the risk of errors, and create an environment that creates productivity. The Sort phase not only contributes to a visually organized workplace but also sets the stage for the next steps in the Kaizen 5S framework, laying the groundwork for sustained improvement and continuous excellence.

整頓　ー　Set in Order

整頓 (Seiton) is the next concept in the Kaizen 5S process. It means tidying up or arranging in order. The words 整理 (Seiri) and 整頓 (Seiton) are similar but different.

  • 整理 – Separate what you need from what you don’t need and get rid of what you don’t need.
  • 整頓 – Putting what you need in the right place, where it is easy to use.

So after separating things, 整理, you would arrange those elements in a neat and systematic way to promote effective use, 整頓. This concept applies to physical spaces, such as homes or workplaces, where items are systematically arranged to facilitate better accessibility and workflow.

In the Kaizen context, 整頓 (Seiton) is translated to Set in Order. This step involves organizing and structuring the workplace in a manner that optimizes efficiency and productivity. It goes beyond merely tidying up and emphasizes creating designated spaces for tools, equipment, and materials, ensuring that everything has its proper place. The goal is to eliminate wasted time searching for items, reduce the risk of errors, and create a visually organized environment that supports smooth operations.

清掃　ー　Shine

Number three is 清掃 (Seisou). This Japanese word means cleaning. That is in the sense of physical cleaning like getting rid of dirt, dust, or clutter to maintain cleanliness and order in a given space.

In Kaizen terminology, 清掃 (Seisou) was assigned the word shine. Shine goes beyond regular cleaning, and also includes conducting regular inspections and maintenance to ensure equipment and machinery are in optimal condition. This step aims to identify and address any issues that might lead to inefficiencies, malfunctions, or defects, contributing to the overall improvement of processes and the prevention of problems.

清潔　ー　Standardize

In the context of the Kaizen 5S model, 清潔 (Seiketsu) gets the word Standardize. Standardize is the fourth step in the Kaizen 5S methodology, following Sort (整理), Set in Order (整頓), and Shine (清掃). Seiketsu involves establishing standardized procedures and practices for maintaining cleanliness, order, and efficiency in the workplace. This step ensures that the improvements made during the earlier stages are consistently upheld and become an integral part of the organization’s daily operations.

On the other hand, in everyday Japanese, 清潔 (Seiketsu) means hygienic. So where in daily usage the word means keeping neat, tidy, and free from dirt or impurities, the Kaizen Process takes it further.

躾　　ー　Sustain

We have our final term in the Kaizen 5S model, shitsuke. In Japanese, the term 躾 (shitsuke) closest translates to having discipline or being trained. It shows up in contexts of behavior and manners, particularly in the upbringing and training of children. 躾 encompasses the teaching and instilling of proper conduct, etiquette, and social behavior. This term is associated with the guidance and education provided by parents, teachers, or authority figures to shape individuals into well-mannered and disciplined members of society.

In the context of Kaizen, the term 躾 (shitsuke) is the final Kaizen 5S element. In English it is called Sustain. This step focuses on the ongoing effort to maintain and reinforce the improvements made during the earlier stages of Sort (整理), Set in Order (整頓), Shine (清掃), and Standardize (清潔).

This step focuses on ensuring that the improvements are a permanent part of the organizational culture. It emphasizes the need to have a long-term commitment to efficiency, cleanliness, and continuous improvement.

Kaizen 3M

The 3M model takes the Ms from three Japanese terms. They are, Muda, Mura, and Muri, which collectively represent different types of waste or inefficiencies that organizations aim to eliminate or reduce.

  1. Muda (無駄):
  • Translation: Waste
  • Definition: Muda refers to a state in which the resources consumed do not justify the time spent, causing wasted time, or resources. Basically it is any activity or process that consumes resources without adding value to the product or service. It encompasses various forms of waste, such as unnecessary movement, overproduction, waiting time, defects, and excess inventory.
  1. Mura (斑):
  • Translation: Unevenness or Irregularity
  • Definition: Mura represents variations or inconsistencies in processes that lead to inefficiencies. Or, a state in which the quality of work and results varies depending on the person in charge. This can include uneven production, fluctuations in workload, or inconsistent work methods. Kaizen aims to identify and smooth out these irregularities to create a more stable and predictable workflow, reducing strain on resources.
  1. Muri (無理):
  • Translation: Overburden or Strain
  • Definition: A condition that requires employees and equipment in charge of work to perform beyond their capabilities. So, Muri refers to excessive or unreasonable strain placed on individuals, equipment, or processes. Kaizen focuses on identifying and eliminating sources of overburden to create a more balanced and sustainable work environment.

So that is how the Kaizen 3M work in the Kaizen process. Below let’s into more detail about the individual terms in everyday Japanese.

ムリ　ー　MURI

In english you will often see 無理 (muri) translated as impossible. But, it has a broader meaning. In every day Japanese, the term 無理 (muri) refers to situations that lack logic, involve impractical actions, or forceful behavior. It can describe the illogical or difficult, such as challenging tasks or unreasonable requests, and actions done under pressure or against one’s will. So it can mean also unreasonable, excessive, or even unattainable.

ムダ　ー　MUDA

The term 無駄 (muda) refers to things or actions that are pointless, wasteful, fruitless, futile, or without any practical benefit. It describes situations where efforts, resources, or time are used in a manner that does not contribute to any meaningful outcome. Examples include spending money aimlessly or wasting time.

ムラ　ー　MURA

The term ムラ (mura) refers to the lack of uniformity or consistency in various aspects, such as uneven color tones, thickness, or arrangements. It describes situations where things are not uniform or standardized, exhibiting variations or unevenness. Additionally, ムラ can signify inconsistency or unpredictability in different contexts, like variations in product quality or disruptions in plans due to unpredictable weather. It can also describe a changeable or fickle personality.

七つの無駄　ー　Kaizen 7 Wastes

In the Kaizen method, we can take MUDA from the Kaizen 3ms and break it down into the seven wastes, or 七つの無駄 (Nanatsu no Muda). These Muda or Waste represent inefficiencies or sources of non-value-added activities within a process. Each waste contributes to reduced productivity, increased costs, and overall inefficiency. Here’s an explanation of each of the seven wastes:

加工のムダ ( kakō no muda, Processing Waste):

Refers to unnecessary or excessive processing, such as overcomplicating tasks, using more complex methods than needed, or over-engineering products.

在庫のムダ (zaiko no muda, Inventory Waste):

Occurs when excess inventory is held without immediate demand. This ties up capital, occupies space, and may lead to obsolescence or deterioration.

造りすぎのムダ (tsukurisugi no muda, Overproduction Waste):

Involves producing more goods or services than customer demand requires. Overproduction can lead to excess inventory, increased lead times, and potential quality issues.

手待ちのムダ (temochi no muda, Waiting Waste):

    Refers to idle time spent waiting for the next step in a process. Waiting can result from inefficient workflow, uneven production, or delays in the supply chain.

    動作のムダ (dōsa no muda, Motion Waste):

    Involves unnecessary movement or motion during a process. This waste can lead to inefficiencies, increased fatigue, and potential safety concerns.

    運搬のムダ (unpan no muda, Transportation Waste):

      Occurs when goods or materials are moved more than necessary. Unnecessary transportation adds time, cost, and the risk of damage to products.

      不良・手直しのムダ (furyō / tenaoshi no muda, Defects and Rework Waste):

      Involves defects or errors that require rework or correction. This waste can lead to increased production costs, delays, and potential damage to the organization’s reputation.

        Identifying and eliminating these seven wastes is a fundamental principle in Kaizen, aiming to streamline processes, improve efficiency, and deliver greater value to customers.

        A deeper Ethos into Japanese Thought

        In conclusion, Kaizen stands as a dynamic philosophy that permeates through Japanese culture which has gone beyond Japan’s boarders. It emphasizing the relentless pursuit of continuous improvement. Rooted in the principles of efficiency, waste reduction, and a commitment to ongoing enhancement, Kaizen transcends mere methodologies—it becomes a way of life. As we delve deeper into the Japanese ethos, of Japan’s dedication to quality and improvement, another concept, Kodawari (こだわり), emerges. Kodawari encapsulates a meticulous attention to detail, a devotion to perfection, and an unwavering dedication to craftsmanship. Together, Kaizen and Kodawari form a harmonious duo, showcasing the Japanese commitment to excellence in both the incremental refinements of processes and the uncompromising pursuit of perfection in every detail. These principles not only shape industries but also reflect a profound cultural mindset that continuously strives for the better, embracing the beauty of refinement and the pursuit of excellence.

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        Published by Keith

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