KAIZEN Glossary

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Non-judgmental, Non-Blaming

One of three KAIZEN Principles. Contrasted to the traditional tendency to find who is to blame for problems and mistakes, this approach looks at the problem with others to seek a solution. Also implicit in this principle is an approach of childlike curiosity about how things work and how they can be improved, instead of judging whether things already done are good or bad, right or wrong. The principle does not imply that managers must never exercise judgment, since good judgment is always required in decision-making.

Non-Statistical Quality Control

Much of quality control is non-statistical, particularly that portion which has to do with human resources. Elements are Self-discipline, Morale, Communications, 1-fuman Relations, and Standardization. Statistics are only one tool in Quality Control and are of limited use with regard to human beings and methods.

One Piece Flow

One-piece flow production is when parts are made one at a time and passed on to the next process. Among the benefits of one-piece flow are 1) the quick detection of defects to prevent a large batch of defects, 2) short lead-times of production, 3) reduced material and inventory costs, and 4) design of equipment and workstations of minimal size.


A term made much use of in Joel Barker's Paradigms videotapes. It is a mental structure or framework for making sense out of, and solving problems, using data relevant to that structure. Major paradigm shifts occur about twice a century.

Pareto Chart

A graphic tool for ranking causes of problems from the most significant to the least. It is based on the Pareto Principle that most effects come from twenty percent of the possible causes. The Pareto Chart is one of the seven basic tools of quality.


Credited by Edward Deming to Walter Steward of Western Electric (who may have gotten it from John Dewey), the cycle is a concept of how thinking must proceed to create continuous improvement. The most common form of the cycle consists of four elements ? Plan, Do, Check, and Act. Dr. Deming has recently re-termed them ? Plan, Do, Investigate, and Adjust.


In Japan, this term is used to describe long - and medium-range - management priorities, as well as annual goals or targets. Policy is composed of both goals and measures (ends and means). Goals (Control Points) are usually quantitative figures established by top management, such as sales, profit, and market share. Measures (Check Points) are the specific action programs designed to achieve these goals.

Policy Deployment

The process of implementing the policies of an organization's leadership directly through line managers and indirectly through cross-functional integration and cooperation. Along with Cross-Functional Management, one of the Seven KAIZEN Systems.

Principles of KAIZEN

The three bedrock principles upon which KAIZEN thinking and organizational culture are based. Process and Results, Systemic Thinking, and Non- Judgmental, Non-Blaming.

Process and Results

One of the three foundation principles of KAIZEN thinking. It is contrasted with Results Only, the common old paradigm approach which ignores the way in which things are done, and so misses any opportunity for systematic improvement. Process and Results can also be stated as Process Creates Results.


Understood in contrast to the KAIZEN concept, Market-In. Assumes that whatever a company knows how to make and when, is good enough to satisfy customer requirements.


The three super-ordinate goals of Quality, Cost, and Delivery at the heart of KAIZEN Strategy.


Although there are many definitions offered for this term, two are of key importance. The first has to do with customer satisfaction and can be stated, "Any product or service that continually delights the customer." The second definition refers to the internal processes of an organization that serve customers. Quality is "the continual elimination of waste in, and improvement of, every process." It is only when Quality is understood in this latter sense that companies can deliver higher quality, lower cost, and on-time delivery simultaneously.

Quality Control

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.

Quality Control Circles

A small group that voluntarily performs process improvement activities within the workplace.

Quality First

One of the seven KAIZEN Concepts. The concept states that if either delivery or cost leads quality in efforts to improve, no improvement will take place in the long run.

Quality Function Deployment

A system whereby customer requirements, known as "true quality characteristics" are translated into designing characteristics, known as "counterpart characteristics", and then deployed into such sub-systems as components, parts and production processes to develop new products precisely designed to meet customer needs. QFD is one of the Seven KAIZEN Systems.

Radar Chart

A circular chart with ten rays and spokes, one for each of the three principles and seven concepts of KAIZEN. It is used as a diagnostic tool to measure on a scale of zero (at the hub) to ten (at the rim) the degree of consistency with KAIZEN principles and concepts exhibited by an organization.

Results-Oriented Management

A style of management usually associated with controls, performance, product or "bottom line" considerations, rewards and/or punishments.

SDCA Cycle (Standardize, Do, Check, Act)

A refinement of the PDCA cycle aimed at stabilization of production processes prior to making attempts to improve.


  • 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"
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  • 2 октября 2015 г. В Москве прошел открытый сертификационный семинар Кайдзен-Практик
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