Terminology “Continuous Improvement” or “Kaizen” (popularized through books with titles written by Masaaki Kaizen: The Key to Japan’s Competitive Success) which is applied consistently, especially by Japanese companies or are based on this philosophy.Continuous improvement (CI) of context of course is a process and is part of total quality management (TQM), which is very popular in the era of the 90s in order to quality excellence (QE). Ever continuous improvement (CI) is required to maintain and grow the company.
What we think of the day is not necessarily considered to be the best forever, so what we think is best is the best internally externally. We should not be quite satisfied with the condition of “good” or “better” but it should be “the best” because consumers will always choose the best (the best). There are two aspects that require CI.
First, the product or service (stronger, lighter, better, faster, or slower or more ranged between more effective and / or more efficient and more flexible) which is the output of the circuit conversion process from raw materials into products finished or ready to use. Second, the process.
Process at the level of production as well as on the supply-chain (logistics) thoroughly. Output as a result of CI is not only quantitative, measurable, but also a qualitative one that can be felt. What is the basis of CI? First, referring to the demands of consumers or users.
Secondly, referring to competitors that if a company become the market leader we are in a place or position of the second, third, and so on, or vice versa if our product is the market leader, we can refer to ourselves by looking at factors internal capabilities and changes or developments in market, and make improvements.The process is called benchmarking. Some of the techniques commonly applied include brainstorming and problem solving (among others fishb one diagram), which is standard equipment in quality management. Many companies are reluctant to do the CI, with a variety of reasons and motives.