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  • Will You Add? - Five Reasons to Implement Kaizen in Non-Manufacturing

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    Kaizen is a proven performance improvement tool. Adopted from modern Japanese manufacturers, like Toyota, Kaizen generates breakthrough improvements quickly, without huge capital investments and/or extensive commitments of employ time. Kaizen is an efficient, effective technique for producing change in manufacturing operations.

    Kaizen improves performance in non-manufacturing situations as well. Ideal for a wide variety of industries, it’s well suited for non-manufacturing situations like those found in professional services, corporate headquarters, and branch offices. Entities like finance departments, corporate headquarters, national banks, and hospital emergency rooms all benefit from it.

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    ts and/or extensive commitments of employ time. Kaizen is an efficient, effective technique for producing change in manufacturing operations.

    Kaizen improves performance in non-manufacturing situations as well. Ideal for a wide variety of industries, it’s well suited for non-manufacturing situations like those found in professional services, corporate headquarters, and branch offices. Entities like finance departments, corporate headquarters, national banks, and hospital emergency rooms all benefit from it.

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    Kaizen is appropriate for relatively straightforward, simple problems, problems that don’t involve numerous functions or complex processes. It is also appropriate for well-defined problems or when the dissatisfactory performanc

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    d branch offices. Entities like finance departments, corporate headquarters, national banks, and hospital emergency rooms all benefit from it.

    Kaizen is appropriate for relatively straightforward, simple problems, problems that don’t involve numerous functions or complex processes. It is also appropriate for well-defined problems or when the dissatisfactory performanc

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    Reasons why a non-manufacturer would implement Kaizen include the following:

    Lowers costs

    Services differ from manufacturing. More variety exists in services than production. With manufacturing, the ideal is to produce the same product at the rate of customer demand. Manufacturers abhor variety because it slows production and creates the potential for incurring costs.

    With services the ideal is to accommodate variety. A call center, for example, must handle as many different types of customer events as possible. Many events are the result of somet

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