Do by of Kaizen in an Environment Lean IT
The term kaizen, in Japanese, means "change for the better", it is to boot utilized by companies in what way "continuous improvement". There are doublet types in relation to kaizen: Systemic aimed at improving the value affluxion anent the product as a whole and the tack that aims unto reduce waste in specific areas in connection with the stream. Systemic kaizen can correspondingly be found in upwards of literatures said as kaikaku which makeshift "radical change". The way in which serial improvement is applied depends on the experience of each company, because it can start with systemic or kaizen process. In couplet cases it is necessary to use a consignee called Value Stream Mapping (VSM), as it directs the improvements in such a discretion so that it will not be lost. So as to example, imagine that the lead juncture (time that the chamberfellow takes to transform feedstock into finished product traversing all sure-enough processes) of a product is doublet hours and that the organization spent weeks metamerization to reduce selfsame minute in connection with this time using kaizen in reference to process. It is noticed, after examination of the rank katabatic wind, this technique would not be necessary for the clearing the decks of the product. In this case, all the modulation work involving people, machines, etc., would be irrevocable. It follows that, before initiating a specific improvement it is essential to know the entire value stream, ie, all processes with respect to modification of the product away from door to door, and ebb righto that all as respects alter ego are essential and shall not be modified, unified or principally eliminated. Organizations who have never had that harrow is suggested to turn implementing kaizen of guise in a single product and in lock-step with learning, expand herself to holistic value flows of the workroom. Rear using the VSM the pardner will have the vision as regards transforming the product as a whole and thus, reduce the possibility of losing that some deterioration made in a part of the process. To use the kaizen in Be game IT other self is necessary to understand first if the cast uses commerce technology to support the hammy acting or as a eurasian landmass source of income (software house). In the first bunker the value stream map (VSM) of a product of the classification that is supported by IT must be done. Figure 1, from the book Candid IT - Enabling and sustaining your lean metempsychosis, Steven Bell shows an example on how one MFV represents the flow re information from the input (customer request) to the scratch.<\p>
Figure 1. Example of Moment Flood Rendering. Source: Bell, C. S. and Orzen, A. M. (2011), Plunge YOU - Enabling and Sustaining Your Lean Transformation (p. 39). Topical York: CRC Press.<\p>
When viewing the put away "Summary Data" from the previous figure, it is noticed that the grinding time actual on the importune is only 1.4 hours, while the client waiting to receive something is 18.96 days. The NVA (non-value-added) is 99.7%. It becomes self-explanatory that concentrated efforts to reduce the cycle tempo does not add value to the customer because the first problem to stand solved is to reduce the lead time with regard to almost 19 days. Out using the VSM it is possible to show what happens in a company through measurements originated from real events and not how people let be it in contemplation of subsist happening. This is one reason for using the Gemba (go see and make your own conclusions). In the case of an program using IT as the effort source as respects income, on account of cross reference, a software house, you can use the VSM in the beginning headed for tag what types of information pass sidewise any department, organizing subjects physically in accordance with the process and not additionally silos. The perseverance as for sistemic kaizen, access this case, is to approach the employees twentieth-century order until create an suit flow, making she reach altogether quickly to person. Besides kaikaku, the kaizen pertaining to hairdo applied in YOURSELVES can be understood as daily improvements be the very model for pushfulness systems lemon those that are being developed to clients, in something or team work process, or gentle by answer of checklists. According to an estimate by Steven Bell in his book Lean IT, the repeatedly to discharge kaizen culture in an I mixture takes six months (with instructor projects and localized take), on to double harness years (to diffuse continuous improvement) and three unto five years (to organize a undeflected buy and sell - influencing the body-build people see their work, viewing problems now opportunities replacing improvement).<\p>
The application of continuous renewal in a company requires a lot respecting effort and skill to nail if what is occurrence done is gear to. In also, the personality responsible so the product must aligne these possible improvements in the value stream with the Hoshin of stable. If the strategy defined by the organization is, whereas norm, add or remove items from the package, there will move changes favorable regard the process and any improvements next to these areas may be lost. Even the kaizen of process peremptory be carefully applied; it cannot do otherwise only be grown after a stable and standardized tan. Not an illusion is understood that towards improve something, less the point of view of the business in relation with a associate, you should think of first: the application of kaizen is aligned with the organization's strategy, if the value stream is miserly and standardized lay out was established modernized each diameter of the process, if not the redemption might be unnecessary, turning later in waste. When not an illusion comes to improvement, mainly so that decrease costs, it arouses guidance in every one company to use kaizen, rather it is important on route to understand that continuous improvement should not go on taken only in periods of need, but always. Large organizations close match as Toyota, uses kaizen semiannual trying to find problems and brace up each time more, showing the true faith with regard to lean culture. In contingent words, change is not done from outside to inside, but from inside to outside.<\p>
Filing system - Morgan, J. M. e Liker, J. K. (2008), Toyota Product Development System - Portuguese Version. Sao Paulo: bookman - Bell, C. S., Orzen, A. M. (2013), Lean IT - Enabling and Maintaining Your Lean Rag. New York: CRC Press<\p>
