When it comes to optimizing and maximizing the value of production in a company, no other system would beat Kaizen. Kaizen is a quality strategy or scheme adopted and implemented by companies that are adopting measures for lean manufacturing, which is known as a production cost minimization process to boost the overall valuation of a company. Kaizen was devised and introduced by the Japanese giant Toyota Production System and was shared with all major companies in operations around the world. Over the years, both small and large companies have adopted and implemented Kaizen in an effort to improve profitability and drive costs.

Kaizen is a Japanese word that literally means ‘continuous improvement’. Mainly, the idea behind the concept is that small and relatively insignificant improvements and changes in business operations would lead to major improvements to drive long-term productivity, efficiency and profitability. Because Kaizen is a systematic process, it stands to reason that its implementation is driven and driven by various practical and logical metrics. Therefore, all companies that want to adopt Kaizen must first familiarize themselves with several important and basic Kaizen metrics.

Basic Kaizen metrics are often based on the overall length of production or operational cycles. Therefore, a company that evaluates itself using Kaizen metrics as a guide determines the overall efficiency of operations. By looking at the length of time employees complete a product or process, management can easily tell if there is efficiency in production. Manufacturers and businesses know that productivity increases when obtrusive and wasteful objects and practices are removed from the workplace. Time factors also have to do with the duration of defect correction and processing.

Task flow is also included in the Kaizen metrics. In manufacturing operations and business organizations, it is important that all employees work as a team. Competition between them is important to boost productivity, but general synergies and cooperation to achieve good results and more efficient production are also important. All employees, from juniors to middlemen, managers and executives, must work hand in hand to drive production and smooth the flow of work tasks.

In terms of troubleshooting and interruptions during operations, it is important for companies to implement the ‘Five Whys’ system, which is again identified with Kaizen. Companies adopting Kaizen should answer the following questions when faced with operational problems:

– Why did the computer stop working?

– Why was an overload a problem?

– Why was the machine not sufficiently lubricated?

– Why was the equipment not working efficiently? Y

– Why did the machine part wear out?

Part of implementing and observing Kaizen metrics are follow-up sessions. The follow-ups serve as an assessment and evaluation of whether the improvements in operations are maintained. Part of the monitoring activities are routine performance measurements to determine whether employees and executives have contributed productively to operations.

Kaizen metrics are as simple as that. On top of everything, it is important for companies to keep in mind that lean manufacturing productivity measures come in cycles. Production would be continuously efficient if all personnel involved were disciplined to follow recommended efficient and productive processes.