Kaizen Transformation on Gemba

There are two types of Kaizen: “point Kaizen” and “line Kaizen.”
Point Kaizen refers to localized improvements made within each workplace—something every employee can take part in.
This includes 5S activities, eliminating even one second of waste, reducing unnecessary motions, improving work processes, and minimizing work-in-progress inventory.
We also promote initiatives such as multi-skilled cell production, the one-person cart system, and one-piece flow production.

Line Kaizen focuses on creating a smooth flow from the arrival of raw materials to the shipment of finished products.
The improvement process begins at the final stage of production, where we capture customer needs and then work backward through upstream processes.
By synchronizing each step along the production line, we reduce work-in-progress inventory, shorten lead times, and minimize stock levels.
Furthermore, teams across different stages and departments support one another, practicing a people-centered approach to bring out the best in every individual.

To achieve meaningful Kaizen results, visualization is essential.
We focus on visualizing production management so that the workplace can take ownership of it.
By upgrading from simple scheduling to time-based management, we enable better synchronization between processes, which leads to shorter lead times, reduced work-in-progress, and lower inventory levels.

To truly improve productivity, we evaluate not by daily output alone, but by labor-hour productivity—output per person-hour.
When frontline teams manage their time on their own, they gain visibility into process loads and equipment utilization.
This, in turn, promotes mutual support through multi-skilled workers, encourages people-focused improvement (Katsujin), and helps enhance overall productivity.

We also extend Kaizen effects by addressing bottlenecks, solving labor shortages, and promoting in-house production where possible.

MQ Accounting uses visual tools to help even those without a background in bookkeeping or accounting intuitively understand how profit is generated.

The idea that “increasing sales leads to higher profits” is not always correct—it’s possible for sales to grow while still operating at a loss.
By understanding the four key elements of MQ Accounting, known as the “business equation,” one can clearly see what is truly needed to increase profit.

Through value-added analysis by customer and by product, it becomes easy to identify which customers and products contribute to profit—and which do not.

In addition, improvements in productivity can be linked to strategic decisions such as developing new customers, launching new products, or bringing production in-house—making it easier to create effective business strategies.

By thoroughly practicing 5S, we create a workplace where waste, problems, and abnormalities are easier to notice.

Sort (Seiri): Discard and Return
Separate what is necessary from what is unnecessary, and discard the unnecessary items.
Even if something is not needed at that particular site, return it to its proper storage location if it must be kept.

Set in Order (Seiton): Make it Visible
Display necessary items so they are easy to access and use.
This eliminates the waste of searching.
Visual management should follow the “Three-Fixed Rule”: fixed items, fixed locations, and fixed quantities.

Shine (Seiso): Sweep and Wipe
By thoroughly cleaning—sweeping and wiping—we help both people and equipment perform at their best.
Regular cleaning also makes it easier to notice equipment abnormalities, leading to effective preventive maintenance.

Standardize (Seiketsu): Create Systems
Seiketsu means maintaining the results of the first three S’s—Sort, Set in Order, and Shine.
While those actions can be done on the spot, if the condition falls apart the next day, cleanliness is not truly achieved.
To sustain improvements, we build systems.
We clearly define who does what, when, where, and how—and ensure it is done consistently.

Discipline (Shitsuke): Build Good Habits
Shitsuke means developing the habit of following established rules.
When good practices are carried out consistently over time, they become part of daily routine.
Following rules also means that safety procedures and work standards are upheld—leading to fewer injuries and defects, and ultimately improving both safety and quality.

Change your words and actions, and your mindset will follow.
It is often said, “When the mind changes, actions change; when actions change, habits change.”
But in reality, a person’s mindset does not change easily.
To truly improve ourselves, we must first reject yesterday’s ways—and take action to create something better.

Changing your words means choosing language that leads to action and expresses a positive attitude.
For example, instead of saying “I think it might be good to try…,” say “Why don’t we give it a try?”
Rather than simply saying “I understand,” say “I’ll do it!”

Changing your actions means doing things immediately—like picking up trash when you see it, cleaning without being asked, or trying out a good idea as soon as it comes to mind.

Rather than trying to change the invisible “mind,” Kaizen begins by changing the visible—our words and actions.
Through this process, the mind will naturally begin to change as well.

If you focus only on achieving big results through Kaizen, it can be difficult to sustain improvement over time.
Think of it like a pyramid—big results are just the small triangle near the top.

The real power of Kaizen comes when everyone is involved, not just a few.
By encouraging even the smallest steps—like a one-second improvement or a single action anyone can take—we begin to build the solid foundation of the pyramid.
That’s where true, lasting change begins.

By starting Kaizen from the final process and improving management practices, we can create a greater impact—not only within one’s own workplace, but also across upstream and downstream processes, and ultimately for the customer.

The more people who develop the ability to notice and the courage to take action through small Kaizen steps—just one second, one step at a time—the greater the capacity for large-scale improvements becomes.
A strong foundation built on many small improvements leads to more significant Kaizen achievements at the top of the pyramid.

Kaizen is not something reserved for a select few “experts.”
It is a practice carried out by the people who know the worksite best—those who create value on the front lines.
Through their actions, they improve their own workplaces and contribute to transforming the company for the better.