Kaizen is an approach to productivity improvement. The word is Japanese for change for the better or improvement, and the English translation is continuous improvement, or continual improvement. It is a process that, when done correctly, humanizes the workplace, eliminates hard work (both mental and physical), and teaches people how to do rapid experiments using the scientific method and how to learn to see and eliminate waste in business processes.
The goals of Kaizen include the elimination of waste (defined as activities that add cost but do not add value), just-in-time delivery, production load leveling of amount and types, standardized work, paced moving lines, right-sized equipment, etc. A closer definition of the Japanese usage of Kaizen is to take it apart and put back together in a better way. What is taken apart is usually a process, system, product, or service. The development of Kaizen goes hand-in-hand with that of quality control circles, but it is not limited to quality assurance.
Kaizen operates with three principles in place: process and results (not results-only), systemic thinking (i.e. big picture, not solely the narrow view), and non-judgmental, non-blaming (because blaming is wasteful). The cycle of Kaizen activity can be defined as: standardize an operation, then measure the standardized operation (find cycle time and amount of in-process inventory), gauge the measurements against requirements, develop processes to meet requirements and increase productivity, and standardize the new, improved operations. The cycle is continually repeated.
Thomas Group best practices reveal the only way to truly understand the intent, meaning, and power of Kaizen is through direct participation, many, many times. And, everyone participates in Kaizen; people of all levels in an organization, from the CEO on down, as well as external suppliers and customers if needed. The format for Kaizen can be individual, suggestion system, small group, or large group.