Kaizen: /watch?v 0dZYC2XBF2U

Kaizen
1. “Kaizen” refers to a Japanese word which means “improvement” or “change

for the better”. Kaizen is defined as a continuous effort by each and every
employee (from the CEO to field staff) to ensure improvement of all
processes and systems of a particular organization.
2. Kaizen means “continuous improvement of processes and functions of an

organization through change”.
3. Kaizen process aims at continuous improvement of processes not only in

manufacturing sector but all other departments as well.
Video:
. Kaizen
https://www.youtube.com
/watch?v=0dZYC2XBF2U
Kaizen
1. “Kaizen” refers to a Japanese word which means “improvement” or “change

for the better”. Kaizen is defined as a continuous effort by each and every
employee (from the CEO to field staff) to ensure improvement of all
processes and systems of a particular organization.
2. Kaizen means “continuous improvement of processes and functions of an

organization through change”.
3. Kaizen process aims at continuous improvement of processes not only in

manufacturing sector but all other departments as well.
Video:
. Kaizen
https://www.youtube.com
/watch?v=0dZYC2XBF2U
Comparison of Six Sigma and TQM
Role of Manager in TQM
1. Managers play an important role in Total Quality Management.
2. The role of a manager is to act as a facilitator at the workplace. It is your duty to assist
employees in implementing TQM.
3. A manager must communicate the benefits of total quality management to all other
members of the organization.
Role of Customers in TQM
1. Customers play an important role in total quality management.
2. Customer feedbacks should be regularly and carefully monitored before formulating any major business
strategy.
Total quality management ensures that employees

understand their target customers well before making
any changes in the processes and systems to deliver
superior quality products for better customer
satisfaction.
Similarities and Difference in Implementation of Quality
Frameworks in Manufacturing and Service Sector
First, managers in the service sector must realize that unlike in the manufacturing sector, there are a number of processes in the
banking and financial services companies (service sector) that are of varying complexity and different levels of customization.
For instance, an assembly line in a manufacturing industry is an example of a highly standard process that can adopt a quality
framework.
However, in the banking sector, there are some processes that are highly complex and do not lend themselves to
standardization in the same way that a process in the manufacturing sector does. Hence, the challenge for the service sector is
to consider which process can be mass-customized meaning that the process is the same for all customers and in all conditions
and then apply the quality frameworks to achieve process excellence.
An example of a mass customized process in the banking industry or for that matter any service sector company would be the
payroll and the credit card accounting processes that lend themselves to standardization. Similarly, in a fast food chain, the
processes lend themselves to a high degree of standardization and hence these can selected for application of the quality
frameworks.
The second point to be considered is one of the cardinal principles of quality control: To define what is a defect and how is
one going to measure it? In manufacturing industries it is often easier to spot defects as visual inspection or even advanced
quality control processes can often spot defects as they relate to the quality of the product manufactured.
However, in service companies, defining a defect is a challenge as the conflict between quality as demanded by the customer
and the quality of the service as offered by the service provider are two different things. Owing to the perceptual nature of
arriving at an understanding of what a defect is, it is often helpful to define the defects in terms of customers lost, customer
satisfaction ratings and service turnaround times.
What these three parameters mean is that the concept of quality in the service sector is often dictated by the customer.
Hence, efforts must be made to understand the customer point of view by using skilled researchers and service
representatives to implement a “feedback loop” that feeds into the system prevalent in the service industry and self corrects
(in the ideal case) or is prodded to do so.
The third point relates to the way in which quality slippages are analyzed within the service sector company.
Continuing the same point made in the preceding paragraph, it is important to find out the “root cause” behind the
defect or the deficiency in service and then act accordingly. It might be the case that complex processes with
numerous rules governing each step of the process (that is the hallmark of banking and financial service
companies) might need to be analyzed minutely for possible root causes for the defect.
The PDCA (Plan-Do-Check-Act) Technique for Quality
Improvement
The PDSA or the Plan-Do-Check-Act

technique is a famous QI or Quality
Improvement Tool or Initiative that helps
organizations enhance the quality of their
products and services.
The PDCA Cycle is a systematic series of steps for

gaining valuable learning and knowledge for the
continual improvement of a product or process.
Also known as the Deming Wheel, or Deming
Cycle, the concept and application was first
introduced to Dr. Deming by his mentor, Walter
Shewhart of the famous Bell Laboratories in New
York” (Deming.org).
The PDCA (Plan-Do-Check-Act) Technique for Quality
Improvement
Conclusion: How Implementing the PDCA Technique can help Organizations
In this way, the PDSA technique is an iterative or cyclical process that repeats itself until the
desired results are actualized. Since each iteration improves upon the previous cycle, the end
result of successive iterations is that the Quality of the Product or Service is significantly
enhanced to the point where more enhancements are not needed and the process for making
the product or service is deemed to be of the highest quality.
In this way, the PDCA technique offers a good way to put in place quality improvement
initiatives that yield the desired results and ensure that the process is free from defects.
Reference: https://www.managementstudyguide.com/total-quality-management.htm
Thank you.
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Kaizen

1. “Kaizen” refers to a Japanese word which means “improvement” or “change

2. Kaizen means “continuous improvement of processes and functions of an

3. Kaizen process aims at continuous improvement of processes not only in

1. “Kaizen” refers to a Japanese word which means “improvement” or “change

2. Kaizen means “continuous improvement of processes and functions of an

3. Kaizen process aims at continuous improvement of processes not only in

1. Managers play an important role in Total Quality Management.

1. Customers play an important role in total quality management.

Total quality management ensures that employees

The PDSA or the Plan-Do-Check-Act

The PDCA Cycle is a systematic series of steps for

Conclusion: How Implementing the PDCA Technique can help Organizations

Find out more at the PowerPoint Getting Started Center

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