KAIZEN Glossary

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Foundation of KAIZEN

The Three Principles and Seven Concepts of KAIZEN, which serve as a foundation for the systems and tools required for implementation of continual improvement and Total Quality Management, and which shape the culture and thinking of an organization's leadership.


A type of bar chart used in process planning and control to display planned work and finished work in relation to time and sequence.


A Japanese word that literally means "the Real Place". Used in the context of KAIZEN, Gemba usually refers to the shop floor or to the place where the Core Process is going on. In a broader sense, Gemba refers to any place in a company where work is being performed; thus one may have an engineering gemba, a sales gemba, an accounting gemba, etc.

Goals, Super ordinate

The three goals of Quality, Cost and Delivery that are key to customer satisfaction. Customers require all three - high quality, low cost, and on-time delivery. All three go to make up the customer's appraisal of value.

Group-Wide Quality Control (GWQC)

A system of continuing interaction among all elements, including suppliers, responsible for achieving the continuously improving quality of products and services that satisfies customer demand.


Automatic parts ejection. Parts may be manually inserted into a machine, but when the cycle is complete the processed part is automatically ejected so the operator can simply insert the new work and move the ejected part on to the next process, thus reducing his/her cycle time.


A graphic summary of variation in a set of data. The pictoral nature of the histogram reveals patterns that are difficult to see in a table of numbers. The histogram is one of the Basic Seven Tools of Quality.


"As part of KAIZEN strategic thinking, improvement is a mind-set inextricably linked to maintaining and improving standards. In a broader sense, improvement can be defined as KAIZEN and innovation" where a KAIZEN strategy maintains and improves standards through small, gradual improvements, and innovation makes radical improvements through large investments in technology and/or plant equipment.

ISO 9000 Series Standards

A set of five individual, but related, international standards on quality management and quality assurance developed to help companies effectively document required quality system elements. The standards are not specific to any particular industry, product, or service. They were developed by the International Standardization Organization (ISO), an agency composed of the national standards bodies of ninety-one countries.


(See Autonomation).

Just-in-Time (JIT)

A system of managing production processes that results in line- balancing, one-piece flow, little or no excess material inventory on hand at the plant site and little or no incoming inspection. This system was developed at Toyota under the leadership of Taiichi Ohno and is sometimes called "The Toyota Production System"


A Japanese term meaning "change for the better". Applied to business organizations, it implies continuing improvement involving everyone that does not cost much, if any money. See: http://en.wikipedia.org/wiki/Kaizen

KAIZEN Culture

An organizational culture based on the three super ordinate principles - Process and Results, Systemic Thinking, and Non-judgmental, Non-Blaming.

KAIZEN Strategy

A business strategy that begins with the customers' needs concerning Quality, Cost, and Delivery, is founded on a people-oriented culture, is supported by an involved leadership, and consists of three integrated core elements — Principles and Concepts; Systems; and Tools.


A communication tool in the Just-in-Time production and inventory control system developed at Toyota. A KANBAN, or signboard - they may also be parts bins - accompanies specific parts in the production line signifying delivery of a given quantity. When the parts have all been used, the sign - or bin - is returned to its origin, where it becomes an order for more. KANBANS are essential parts of the "Pull System" of production.


An essential part of the quality improvement effort. Organizational leaders must shape the culture and establish a vision, communicate that vision to the people and provide the systems, tools, and skills necessary to accomplish it.


Refers to activities directed to maintaining current technological, managerial, and operational standards. Maintenance in this sense constitutes a "floor" upon which improvement efforts are based. Maintenance, thus, is distinguished from KAIZEN and Innovation, which move the "floor" upward by means of the PDCA cycle.


Contrasted to Product-Out, this concept concerns a factual understanding of customer needs and wants, and figures in how to satisfy them, rather than assuming that the company knows what those needs and wants are. It also implies that those companies do best who can anticipate the latent customer needs and wants before customers are even aware that such products and services might be possible.


Japanese word for "Waste". One of the "3 Ms" (Muda, Mura [Irregularity or Unevenness] and Muri [Strain].) There are seven types of Muda ? Overproduction, Inventory, Transportation, Waiting, Motion, Overprocessing, and Correction.

Muda Walk

A half-hour walk through the Gemba to observe evidence of what may be various types of Muda. The object of this walk is to show that the Gemba is full of data and opportunities for improvement for those whose eyes are trained to see them. Muda walks are not intended to provide opportunities for blaming and finding fault.


  • 17 февраля 2016 г. В http://en.wikipedia.org/wiki/Kaizen " lang="en" xml:lang="en">KAIZEN Institute прошел вебинар "Индустрия 4.0: четвертая промышленная революция и методики Кайдзен"
  • 1 декабря 2015 г. В Учебном центре Кайдзен Институт в Москве прошел открытый сертификационный семинар Кайдзен-Тренер
  • 2 октября 2015 г. В Москве прошел открытый сертификационный семинар Кайдзен-Практик
  • 25 сентября 2015 г. Визит немецкого эксперта http://en.wikipedia.org/wiki/Kaizen " lang="en" xml:lang="en">Kaizen Institute Карстена Отто на заводы Корпорации ВСМПО-АВИСМА

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