Kaizen: The Concept of ContinuousImprovementPhillip AdamsLean and Agile EngineeringSubmitted in partial fulfilment ofthe requirements of Leeds Beckett Universityfor the Degree ofMSc in Information and TechnologySchool of Computing, Creative Technology andEngineeringMay 2019Authorship DeclarationI, Phillip Adams, confirm that this dissertation/assignment and the work presentedin it are my own achievement.Where I have consulted the published work of others this is always clearlyattributed;Where I have quoted from the work of others the source is always given. With theexception of such quotations this dissertation is entirely my own work;I have acknowledged all main sources of help;If my research follows on from previous work or is part of a larger collaborativeresearch project, I have made clear exactly what was done by others and what Ihave contributed myself;I have read and understand the penalties associated with Academic Misconduct.Signed:Date: 5th May 2019Student ID No: C3375331AbstractManufacturing has embraced the many different methods of Lean and Agileengineering, and it has helped many of them to thrive as a business and to buildquality products.This report begins with an explanation of some of the lingo associated with Leanand then moves onto a review of some of the different methods available tomanufacturing, highlighting their potential advantages and disadvantages.The third section of this report is a case study that looks in detail at the method ofKaizen and the concept of continuous improvement, suggesting that manymanufacturers could benefit from embracing all that it has to offer. Especiallywith its flexible approach and alignment with other Lean methods.Contents1 INTRODUCTION .71.1 Report Aims and Objectives 71.1.1 Aims ..71.1.2 Research Objectives ..71.2 Rationale ..71.3 Chapters 81.4 Ethics ..82 LITERATURE REVIEW ..92.1 Introduction to Lean .92.2 Lean Lingo Explained .92.2.1 Kaizen ..92.2.2 Muda .92.2.3 Muri .102.2.4 Mura 102.2.5 Gemba 102.2.6 Jidoka .102.2.7 Hansei 102.2.8 Hoshin Kanri ..102.2.9 Poka Yoke 102.2.10 Kanban 112.2.11 Heijunka .112.3 Kaizen .112.4 Workspace Productivity 5S ..112.5 Dealing with the 7 Deadly Wastes .122.6 Practical Problem-Solving .132.7 Value Stream Mapping 142.8 Quick Changeover. The SMED System .163 THE KAIZEN WAY .183.1 Introduction to Kaizen .183.2 The History of Kaizen and the Toyota Motor Company 183.2.1 W. E. Deming 193.2.2 Toyota and the Toyota Production System .203.2.2.1 Heijunka (hi-JUNE-kuh) .223.2.2.2 The 5 Whys 223.3 The Concept of Kaizen .243.4 Kaizen vs Innovation .243.5 TQC (Total Quality Control) 253.5.1 PDCA .263.6 The Practice of Kaizen .273.6.1 Gemba 273.6.2 Gembutsu .273.6.3 Genjitsu .283.7 Kaizen Activity ..283.7.1 Kaizen Events 293.8 Documenting Kaizen .304 CONCLUSION AND RECOMMENDATIONS ..325 REFERENCES ..336 BIBLIOGRAPHY ..397 APPENDICES 407.1 Appendix 1 CIT Kaizen Report Form 407.2 Appendix 2 Consult 101 Kaizen Forms .41 List of FiguresFigure 1: Tool Shadow Board (Nair, 2018) ..13Figure 2: Value Stream Map (Waldo, n.d.) ..16Figure 3: SMED Transformation (LeanSixSigma, n.d.) .18Figure 4: Kai Zen Translation (Japan Products, 2017) ..19Figure 5: The Deming Wheel (Millard, 2015) ..20Figure 6: Demings 14 Points Total Quality Management (ASQ, n.d.) 21Figure 7: Toyota Production System House (TPS, n.d.) 22Figure 8: Heijunka Relationship for Levelling (Friddle, n.d.) 23Figure 9: The 5 Whys in Action (Kanbanize, 2019) .24Figure 10: The Differences between Kaizen and Innovation (Arashi, n.d.) .26Figure 11: The PDCA Cycle (Citoolkit, n.d.) 28Figure 12: Kaizen Events Rundown (Bradbury, n.d.) .311 IntroductionThis report will look at Lean Manufacturing and its many strategies, covering eachone in turn and critically evaluating their philosophies, use of resources and tools,and benefits to manufacturing companies. It will also look at how they can help acompany adapt to the markets that are continually changing.1.1 Report Aims and Objectives1.1.1 AimsThis report aims to research and present the findings from research gatheredconcerning Lean and Agile engineering methods. There will be a critical evaluationof the theories surrounding Lean Product Development and Manufacture, and also acase study for the Kaizen method, demonstrating its suitability in the workplace as amethod of increasing efficiency.1.1.2 Research Objectives? To gather research concerning Lean and Agile engineering methods andpresent findings in a critical manner.? Critically evaluate the theory behind Lean Product Development andManufacture.? Present a case study for the use of the Kaizen method of Lean Engineeringand how it is suitable for workplace efficiency.1.2 RationaleLean and Agile engineering plays a pivotal role in manufacturing across the globe.Understanding the different methods and approaches available are a crucial elementin succeeding in businesses associated with mass production. This report willtherefore critically analyse the various means of Lean engineering to assist itsintended audience in choosing an appropriate method for the way forward in theirorganisation.1.3 Chapters? Chapter one introduces the concept of Lean and Agile engineering and howthe report will assess the various methods of Lean, detailing the aims andobjectives.? Chapter two is a literature review of some of the widely used systems of Leanengineering.? Chapter three is a case study which presents the Kaizen method ofengineering, analysing its usefulness in a manufacturing environmentalongside the history of how it came to be in its current format.? Chapter four will conclude this report and offer recommendations based on theresearch obtained for this paper.1.4 EthicsLean engineering as a concept is ethical. Whichever method is chosen by amanufacturer, the ideals that that system purveys is to deal with the good points of aproduction system and the bad. The TPS (Toyota Production System) at Toyota wasdesigned to define what is good and bad or right and wrong in an environment whereproduction occurs (Carver, n.d.). Indeed, when a study was made around theworking conditions of Nike workers after switching from traditional to leanmanufacturing, it was found that adopting the new methods, made working conditionsbetter of varying degrees depending on how many lean initiatives were introduced(BizEd, 2017). This was however seen as a by-product of a decision that was madepurely for business and financial reasons as it there was no indication beforeapplying the new ways of working that workers would benefit in any way.Manufacturers, to remain or become ethical, need to fully understand that no matterwhat or how a product is made, the bigger picture is thinking the reasons for makingit and for whom.2 Literature ReviewIn this chapter, the concept of Lean will be introduced along with an evaluation ofdifferent Lean Engineering methods.2.1 Introduction to LeanWhen companies are looking to improve their productivity, there are many avenuesthat can be explored. Some will be dependent on the type of work involved but, as itapplies mostly to factory production, many are similar and come from different partsof the business and manufacturing world. Dr. W. Dekker, Chairman of theSupervisory Board at N. V. Philips Gloeilampenfabrieken, advises that there is noroom for what amounts to workplace snobbery when he states that companiesshouldnt let cultural differences get in the way of achieving good manufacturingpractices. No matter the country the methods originate, they deserve to be looked into and taken into consideration (Imai, 1986).2.2 Lean Lingo ExplainedThere are many different words associated with Lean engineering, and this sectionwill aim to define the more significant ones. All are Japanese in origin.2.2.1 KaizenThe practice of continuous improvement. Kaizen is made up of two words: Kaimeaning change and Zen meaning good. Mostly translated as Change for Good.2.2.2 MudaMuda, the Japanese word for waste, is one of the three types of waste in productionand is anything that does not add value to the product or the process. There areseven categories associated with Muda: Overproduction, Inventory, Repair/Rejects,Motion, Processing, Waiting, and Transport (Do, 2017).2.2.3 MuriIn Japanese, Muri, another of the three types of waste, translates as unreasonableor can also mean to overburden. Putting too much work on a team in too short aspace of time, for example (Do, 2017).2.2.4 MuraThe third type of waste, Mura stands for inconsistency or unevenness. This is whentoo much effort or resource is put into one area while starving another area of what itneeds (Do, 2017).2.2.5 GembaTranslates as the actual place that something takes place.2.2.6 JidokaA critical part of the Toyota Production System, Jidoka is when a production linestops due to a defect being found.2.2.7 HanseiTranslates as Self-reflection, meaning to learn from ones mistakes and pledge to bebetter in the future.2.2.8 Hoshin KanriAlso known as Policy Deployment, it is a way of making sure that the progress of acompany is on target to meet its strategic goals, helping to eliminate waste thatcomes from errors in communication and direction (LeanProduction, n.d.).2.2.9 Poka YokePoka Yoke means to error-proof a process so that defects are spotted and amendedduring the production process (Mulder, n.d.).2.2.10 KanbanA scheduling system that was developed by Toyota for its TPS to improve efficiency,especially when wanting to achieve JIT (Just-In-Time). Used today mostly insoftware development where an agile approach is utilised.2.2.11 HeijunkaTranslates as levelling so that production demands can be met without addingwaste in the form of time, reducing unevenness in the process.2.3 KaizenThe Kaizen method, which translates as Change (for) Good, is about continuousimprovement and is discussed in detail in chapter three below.2.4 Workspace Productivity 5SOf all the improvement methods, 5S is the key to having a workplace with order,efficiency, stability, safety, and profitability (Marshall, 2016). It consists of (Japaneseterms in brackets):1. Sort (Seiri): Going through all items and removing ones deemed unnecessary.2. Set In Order (Seiton): Allocating a place for everything.3. Shine (Seiso): Ensuring that the area worked in is clean.4. Standardise (Seiketsu): Once the best practice is identified, make it standardthroughout the workplace.5. Sustain (Shitsuke): Ensure that once new ways of working have beenstandardised, old methods dont resurface.Some businesses argue that there should be a 6th S and it should stand for safety.Others will assert that safety is already covered as having a place for everything in aparticular order and keeping things clean will ultimately lead to a safer workplace(Creative Safety Supply, n.d.).5S is an integral part of Lean manufacturing, and used in conjunction with othermethods, can help companies to improve on their record of safety, and also helpworkers improve their efficiency. People work differently and have their way, butstandardisation is a must to ensure that organisations are efficient, and knowledgecan be passed on habitually. This cannot happen without the implementation of thefirst three of the 5S.A simple example of 5S in action is displayed in figure 1 below:Figure 1: Tool Shadow Board (Nair, 2018)A tool shadow board allows anyone to see if any piece of the equipment is missingas there will be an empty space. It also will enable workers quick and easy access tothe tool they need at the desired time, improving efficiency and reducing timewastage (Muda).2.5 Dealing with the 7 Deadly WastesThe 7 deadly wastes are associated with Muda, as they are processes and activitiesproduction that do not add any value. In other words, they dont help, workers andthey take money away from the business unnecessarily (Bradbury, 2018).The Kaizenworld blog (Kaizenworld, 2016) argues that in todays society, thereshould be 9 wastes:1. Overproduction: making more than what the customer asked for.2. Rework: having to redo something because of errors made before.3. Waiting: having gaps in the workflow between processes and the customer.4. Inventory: making sure there is no remaining stock by making to order.5. Transport: not having unnecessary floorspace to reduce travel betweenprocesses.6. Motion: relates to number 5 but with only human movement.7. Process: ensuring that the process does not have any time or money wastes.8. Human being: having employees that do nothing, for example, someone whostands, and watches machines all day.9. Natural resources: using materials that are not harmful to the planet.The last two wastes are the opinion of the blog writer and, although saving the planetis becoming more and more at the forefront of manufacturers minds, it inevitablycomes second to the financial side in a lot of cases. Point 8 is a contentious point assome companys employee people to do just that. Stare at machines to monitor andintervene where needed a vital function of production.Identifying the wastes in a company, outside of the traditional sense of the word inscrap material, is essential to ensuring that no area of a company is bereft of valuewhere it needs it most.2.6 Practical Problem-Solvin
gSenior Manager at Toyota, Mark Davies (Lean Enterprise Academy, 2013), whenaddressing a workshop on problem-solving, identified an 8-step process:1. Make the problem clear2. Break the problem down3. Set targets for solving the problem4. Figure out what the root cause of the problem is5. Develop a way of ensuring that the problem doesnt occur again by insertingcountermeasures6. Ensure those countermeasures are delivered7. Keep an eye on the results of the process from this point8. If successful, normalise the processThe above steps are designed to seek out any problems, identify what went wrong,fix the problem, and make sure the issue doesnt occur again. Tools that could beeffective here are Pareto, to help breakdown the problem, and the 5 whys to grinddown to the root cause. The 5 whys is discussed in greater detail in the case studyin chapter 3.It is essential to get to the crux of a problem before that issue gets too big to fix. Asmall problem now could become a big problem in the future (Lean Masters, n.d.). Inrespect of the Kaizen approach to lean management, a problem is an opportunity toimprove and one that must not be passed up.2.7 Value Stream MappingA value stream refers to all of the processes in the workplace that flow goods fromthe company (supplier) to the customer. This is visualised as a value streammapping (VSM). Kanbanize (What Is VSM, n.d.) describe value stream mapping asdisplaying all of the important steps that are taken in a process to go from the start ofa product to the finish when it is in the customers hands. Lian and Van Landeghem(2007) argue that there are limitations to the approach with criticism such as VSMtaking up too much time, or the ability to fully show how complicated, certain parts ofa process can be. ASQ.org, a training company in the U.S.A., explains how it wasToyota that created the original template for VSM to remove activities that weredeemed unnecessary from the process of making a product. With the actual valuestream section focussing on making sure that value is added to a process to bettermeet the needs of the customer (ASQ VSM, n.d.).Figure 2 below is from the Lean Methods Group website (Waldo, n.d.) and shows asimple VSM:Figure 2: Value Stream Map (Waldo, n.d.)Waldo (n.d.) recommends that to achieve the above and create a meaningful VSMprocess; there should be eight questions that need answering during the creation of aVSM:1. Are there any steps that are no longer required?2. Are there any steps that are still required but are needed less than others?3. Can any steps be streamlined or put together?4. Is there any cycle time that is longer than takt time?5. Where there is promised time, is there lead time that is longer?6. Where is the accumulation of inventory, if any?7. Identify the changeover times that are longest.8. Of the First Pass Yield losses, where are the biggest ones?Following the steps above could help to get towards improving the value stream of aprocess quickly and precisely.2.8 Quick Changeover. The SMED SystemSMED stands for the Single-Minute Exchange of Dies and is a system that aims toreduce significantly the amount of time it takes for the complete changeover ofequipment (LeanProduction SMED, n.d.). It was the work of Shigeo Shingo, anengineer at Toyota that developed SMED into a system that can drastically reducechangeover times from, for example, 90 to 5 minutes.The key concept behind SMED is to move as much of the internal setup (tasks thatcan only be done when a machine is not operational) to the external setup (tasks thatcan only be completed when a machine is operating). Once this has been done, thetask is to then analyse the internal tasks to get the times needed to complete themreduced (LeanSixSigma, n.d.). Figure 3 below illustrates this transformation ofreduced times:Figure 3: SMED Transformation (LeanSixSigma, n.d.)The most obvious example of SMED in action is that of the Formula One pit stopmechanics who can change all four tyres of a race car in an amazingly quick time.This process has been honed down the years amidst changing regulations (likefuelling being allowed, banned, allowed, and then banned again) until in its currentformat where it can be done in under three seconds for the changing of all four tyres(Walthert, 2014). This illustrates where technology has played a part in helpingprocesses become quicker alongside the development of human techniques inperforming the procedure.3 The Kaizen Way3.1 Introduction to KaizenKaizen, within Western society, is better known as continuous improvement.However, its literal translation is Change (for) Good, as illustrated below:Figure 4: Kai Zen Translation (Japan Products, 2017)The term itself originated from the works of Masaaki Imai (Pandita, 2018). Hepublished two books on the subject, Kaizen: Japanese Spirit of Improvement, andGemba Kaizen: A Commonsense, Low-Cost Approach to Management, both ofwhich helped bring the idea of Kaizen to the West. It can be used for selfimprovement but was designed with manufacturing in mind. Defining Kaizensuccinctly, it is about changing the functions and processes of a company for thebetter but doing so continually, and it involves everyone in the organisation, fromCEO to employees on the shop floor.3.2 The History of Kaizen and the Toyota Motor CompanyJapan suffered immense damages during World War II and, with American forces stillin occupation after Japans surrender and consequent demilitarisation, they weregiven the task of helping the country rebuild (World War 2, n.d.). According toPandita (2018), in collaboration with Japanese business managers, they came upwith new ways to improve manufacturing production quality and the amount that theyproduced over a period.3.2.1 W. E. DemingIt was W. E. Deming, brought in to war-devastated Japan to teach in his area ofexpertise of statistical quality control, who helped Japan go from a country known forinferior quality products, to become the world leader in quality goods. This wasachieved through the introduction of a philosophy that saw organisations developtheir way of thinking to embrace change and continuous improvement (BritishLibrary, n.d.).Imai (1986) states that during his time in Japan, Deming introduced the DemingWheel (see figure 5 below). This was seen as vital to the success of continuousimprovement and is a predecessor of PDCA (Plan-Do-Check-Action) which will becovered later on. Deming declared that it was very important for all areas of thewheel to interact with other in order to ensure quality products are delivered togratified customers.Figure 5: The Deming Wheel (Millard, 2015)Deming also created 14 key principles to help businesses transform effectively and itis point 13 that encompasses Kaizen. It states that all companies must have someform of education program for everyone to be encouraged to participate in selfimprovement (ASQ, n.d.). Below, figure 6 depicts all 14 key principles:Figure 6: Demings 14 Points Total Quality Management (ASQ, n.d.)3.2.2 Toyota and the Toyota Production SystemWhile Deming is credited with being one of the founding fathers of Kaizen, it isToyota that is recognised as the first company to adopt the philosophy for theircompany and globalise it into their business plan (Graphic Products, n.d.).The Toyota Motor Company was founded in the 1930s by the Toyoda family, whohad already been successful with their Automation Loom Works company afterdeveloping a technique called Jidoka. Breaking Jidoka down, it essentially meansthat when a defect is found, stop everything and find a fix for that particular problem.Then, figure out and correct the root cause to ensure it doesnt happen again. Itinvolves automation with human interaction (Lean Manufacturing Tools, 2012).Toyota added a second concept to this, the just-in-time (JIT) method (a way ofensuring low stock levels by only requesting parts needed for current production),and together they form the two pillars of what is known as the Toyota ProductionSystem (TPS).Figure 7: Toyota Production System House (TPS, n.d.)It was Eiji Toyoda (a former chairman of Toyota) who, by using Just-In-Time andJidoka, increased the productivity of workers and came up with the TPS. In doing so,he ensured that Toyota could compete with European and U.S. companies (ToyotaTPS, n.d.).Within Toyota, having excellent communication between all staff at every level is keyto the success of TPS. Figure 4 above illustrates how Kaizen is crucial to the TPSfoundations alongside Standardised Work (covered in chapter 2.4), and Heijunka.It is these that allow Just-in-Time, and Jidoka to function appropriately and obtainthe ultimate goal of a high-quality product for the lowest cost in the shortest timepossible.3.2.2.1 Heijunka (hi-JUNE-kuh)When appropriately used, Heijunka assists a company in finding a way, quickly, tomeet customer demand while reducing production and process waste. This is knownas a levelling process and is illustrated in figure 8 below:Figure 8: Heijunka Relationship for Levelling (Friddle, n.d.)Heijunka, if used correctly, gives predictability for levelling the demand, flexibility todecrease the time of changeovers, and stability by ensuring that production volumeaverages out over time (Friddle, n.d.)In Toyota, it is the Just-in-Time production method that enables Heijunka to work andis paramount when ensuring smooth operations between departments andproduction sequencing, where it ensures that there is the right amount of inventory toproduct proportionality (Toyota Blog, 2013).3.2.2.2 The 5 WhysThe 5 Whys can be considered part of Jidoka as it is used when a problem occurs.In using the 5 Whys technique, the problem is made clearer as well as the solution tofix it (Kanbanize, 2019). Figure 9 below shows a simple illustration of the 5 Whys inaction:Figure 9: The 5 Whys in Action (Kanbanize, 2019)There are, however, downsides to using the 5 Whys method for root cause analysis.If the cause remains unknown to a person who is doing the problem solving, nosolution will be found. Also, there may be more than one cause for each symptom ofthe problem, and they may never all be found. If one of the answers given to anystage of the 5 Whys is weak, it can throw off the whole process. And finally, if morethan one person attacks the problem, they could all come up with different solutions(Anderson, 2009).A study in the Journal of STEM Education in 2016, which looked at students usingthe 5 Whys method for their assignments, presented some issues that would needrectifying in future development (Moaveni & Chou, 2016). The students werespending longer on their work and were concerned about time commitments.Transferring that to a factory shop floor would mean concern for lack of productiontime and loss of potential income. There was concern from the students also that ifthey didnt have the right person with the specified skills or interest to assist in theproblem solving, then the incorrect solution could be misidentified. This aligns withthe concerns made above by Anderson (2009).3.3 The Concept of KaizenAuthor and specialist in management development, Tony Barnes (1996), stressesthat there is always room for improvement within an organisation and as such, noprocess, product, or procedure is ever deemed perfect. There must still be a way to,for example, cut costs, reduce waste, or produce something quicker.And this is where Kaizen comes in. Employees are asked to continuously look forways in which to improve the way they work. Their mindset should be one that seesa problem as an opportunity. Covering up a small problem and not dealing with itcan lead to a bigger problem further down the line. Kaizen helps to reduce suchscenarios and, in this way, helps to maintain and increase the quality of the workproduced (Agadoni, n.d.).3.4 Kaizen vs InnovationKaizen is all about making small changes that can improve workflow or an area ofproduction in order to build towards saving or making a company money. Innovation,on the other hand, is coming up with a solution that would involve a big project. Thisis the difference between Japanese and Western companies, the latter preferring totake massive leaps of faith with new technologies or the latest big idea (Imai, 1986).Kaizen requires commitment from individuals to make improvements with small stepsover a long period whereas Innovation is more broken, with the implementation ofsignificant changes made at various points of time. This is seen as more of arebuilding process rather than improvements to a current way of working (Sutevski,2019).However, there comes a time when Innovation is the only way forward, as littleimprovements along the way, can only take a process so far before a completerethink is required as no more improvement can be done. Innovation and Kaizen canwork together in a continuous cycle (Arashi, n.d.). Figure 10 below shows thedifferences between Kaizen and Innovation:Figure 10: The Differences between Kaizen and Innovation (Arashi, n.d.)3.5 TQC (Total Quality Control)Quality control is perceived as being about ensuring the that product being producedis of top quality. Imai (1986) argues that it is people that should be infused with theelements of quality. Get this right and the company will be halfway to producingquality products. He also believes that business is made up of three building blocks:hardware, software, and humanware and it is the latter that is required to obtainTQC. Put this in place before even considering the business aspects of hardwareand software.TQC is different from TQM (Total Quality Management) in various ways. TQC:(2010)? places importance on the actual process and improving that processcontinuously? requires all employees to take part and come up with new ideas and see themthrough a realisation? is flexible in that any methods and processes that have been implemented canbe amended easily? there is no set target to assist in working with a continually evolving marketTQM:? sets targets and focusses on hitting that target as quickly as possible? systems are simple? the delivery of information is preciseWith TQC there is a tendency to have too much focus on the specific process andlose sight of the overall goal, sometimes ending up with a different result to the oneenvisaged. With TQM, employees are entirely focussed on the target because theydont want to miss any deadlines and as such, attempting to find improvements alongthe way is deemed unimportant. There needs to be a combination of both, forcompanies to be ultimately successful and to learn from each other.3.5.1 PDCAAs mentioned earlier in this report, W. E. Deming introduced the Deming Wheel inorder to assist organisations in creating quality products. As also stated previously,this was the forerunner to the PDCA Cycle. PDCA standing for:? Plan (look ahead to identify any possible future improvements, predictingfuture results)? Do (do whatever action is appropriate and pertinent)? Check (keep an eye on the changes made and the effects they are having (ornot), collecting data along the way)? Act (normalise the process if improvements are noticeable for future work)PDCA is a continuous cycle of improvement that each team in an organisation shouldbe looking to implement (Barnes, 1996). It is not a process that has an ending andwill benefit companies in their daily routines (for both individuals and teams), canhelp with problem-solving, and development in several areas including projectmanagement and new product development (Deming Cycle iSixSigma, n.d.).Figure 11: The PDCA Cycle (Citoolkit, n.d.)3.6 The Practice of KaizenIn its basic form, practising Kaizen entails three underlying concepts: gemba,gembutsu, and genjitsu. It involves seeing how products are currently beingmanufactured directly (Kaizen 3G, 2018) rather than relying on reports on how otherpeople interpret the process.3.6.1 GembaGemba roughly translates as the actual place and is an opportunity for managementto see a process being performed in the workplace. It lets them see how somethingis produced in front of them.3.6.2 GembutsuSeeing the process in which a product is made is one thing but looking deeply intothe product itself and how each stage was produced is the real driving force behindgembutsu. It enables management to see where value could be added to theproduct or help erase flaws in the process that are affecting the quality of the product.According to Imai (1997), when used in the perspective of gemba, gembutsu canmean anything from an irate customer to a broken tool. In this way, seeing how thisis dealt with should lead to improvements to make a better-quality product.3.6.3 GenjitsuGenjitsu simply means establishing the facts and not just looking for someone toblame for something going wrong. Once the actual facts of a situation aredetermined, it is then that full picture emerges and improvements can be put in placeto eradicate errors and poor quality in the future (Ferraro, 2016).3.7 Kaizen ActivityThe overall aim of Kaizen is to eradicate waste from the organisations processesand make better quality products. According to Choudhury (n.d.), there are 7 phasesof Kaizen activity that can help achieve this:1. Recognise where there may be an opportunity to change and improve aprocess2. Once an area has been identified, analyse it3. Design the best solution to the area of improvement identified4. Appl