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Kaizen (Continuous Improvement) is a strategy where TeamMates at the grassroots level of a company work together proactively to achieve regular, incremental improvements to the manufacturing process. In a sense, it combines the intellectual talents within a company to create a powerful engine for improvement.

Take a look at the video training (press the fullscreen button in the lower right corner if needed), and the detailed information below:

Good Idea Versus Kaizen Card

A good idea is a TeamMate improvement suggestion that could lead to some type of betterment anywhere in Whirley-DrinkWorks!, but one that is typically implemented by someone else. Some good ideas may lead to becoming a Kaizen Card; others will continue the standard GI workflow. Use the chart below to determine what path your suggestion should take:

Detailed Criteria for a Truly Successful Kaizen Card

Below is a list of criteria that are common to a truly successful Kaizen Card improvement:

1. A Kaizen Card improvement must result from a TeamMate’s own idea how to address an issue or opportunity for improvement that they discovered; typically these improvements will take place in the area the TeamMate works, or will have a positive impact on the way they work.
   1. Kaizen Cards (and TeamMate’s inclusion accordingly) should not result from any improvement that has been assigned from a Manager or Supervisor, or as a result of their routine job duties.
   2. TeamMates that contribute to the implementation of a Kaizen Card, especially when assigned to help another TeamMate, should not be listed on the card unless their input drastically changed the implementation or scope of the improvement. Such cases should meet the same criteria as the original card.

2. Accordingly, Kaizen Cards should not be something that a TeamMate would “normally” do as part of their regular job.
   1. True Kaizen Cards will require extra time, or time specifically designated for work on Kaizen Cards; this time should be outside of their normally structured duties.

3. Kaizen Cards should be new and unique solutions for issues or opportunities that haven’t been addressed before.
   1. If a solution has been proven in previous, similar situations, new instances should be followed up through the original effort.

4. Kaizen Card improvements should have a focus on a tangible, physical change with immediate results, as well as definable and measurable benefits that corresponds to one or more QCDM metrics.
   1. Abstract issues like policy changes or paper work should clearly present examples to support their impact on these metrics. “Speak with Data!”

5. The genesis of a Kaizen Card should be similar to that of a Good Idea, that “ah ha!” moment when a TeamMate identifies an issue and potential solution right away.

Other Links:

List of Monthly and Annual Winners