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In an organization, Kaizen is a team concept that means

continuous and incremental improvement at all levels. Machine

operator, middle manager, even the CEO are part of the process.

The Kaizen umbrella covers the famous manufacturing

techniques such as just-in-time inventory, zero defects, quality

circles, and suggestion systems.Theyre all components of the

continuous improvement philosophy.

Basically, you take a look at your operations and you eliminate

everything thats wasteful. In Kaizen circles, we use the

Japanese word for waste, which is muda. Muda means all those

things you do that dont add value. Its the deadly enemy of

value creation.The eight deadly muda are waste of motion, time

delays, unnecessary transporting and material handling, making

defects, overprocessing, overproducing, storing inventory, and

missed opportunity. If you can drive that kind of waste out of

your process and stay vigilant about it, then youve reached the

heart of Kaizen. Heres where the art of standardization

becomes your friend.You have to rigorously standardize your

processes if you are going to rigorously improve them.

Maintaining your best processes and improving them involves

two key activities, what we call two cycle wheels.The first cycle

is for maintaining your best processes, which is the day-to-day

concern of operators and technicians.The other is the

improvement cycle, which is generally the responsibility of the

management and engineering staffs. Management and technical

staff have the lead responsibility for introducing improvements

to the standardization processes. But they dont act in a vacuum.

They spend the majority of their time on the factory floor,

measuring compliance with the Kaizen-driven plan, looking at

the manufacturing process from the individual perspective of

each employee.

We do it with fewer employees.Yet we have not laid off any

workers. Our head count has dropped from a high of about 1500

employees to our current status of just under 1000, all through

attrition. Kaizen improves the morale of our employees by

removing drudgery from work and developing pride in seeing

individual ideas implemented.

With the emphasis on automation, cycle time on the CD lines has

been drastically driven down in this process. Gone, for example,

are the batch process lines of the late 1980s.The Terre Haute

plant, which Sony purchased from CBS in 1983, makes discs

faster than anybody in the world. Automatic guided vehicles

carry supplies and discs from one station to another. Everything

is automated, from retrieving manufacturing supplies to the

manufacturing process itself; even the stacking of packed boxes

of discs on a pallet for shipping.

1-Make a list of the key ingredients of kaizen according to this case

2- Analyze the case study from TQM perspective