On September 25, Asharqia Chamber, in cooperation with the Japan Cooperation Office for the Middle East, held a lecture on the principle of Kaizen and another on its applications in industrial management.
The lectures were presented by Professor Seishi Fujita, Professor at the Department of Management Systems, Sano College of Japan.
The lectures took place at the headquarters of the Chamber, and was attended by many business men and women in the Eastern Region.
In his first lecture, Fujita addressed the concept and application of the Kaizen principle.
He pointed out that it is a strategy or philosophy to allow people to manage their personal lives, as well as the management of industrial, financial, or commercial institutions based on the continuous analysis and improvement of production tools and operating systems, according to simple ideas based on the idea of continuous improvement by making a slow but continuous change, as it is know as "The philosophy of slow constant change."
He emphasized its role in improving business, quality and technology, growing culture of partnership, productivity, safety, leadership and other positive vocabulary in quality management, as well as its role in self-development people.
He pointed out that the purpose of the Kaizen principle is to let individuals and institutions to focus on continuous and constant improvement and development, thus reducing the waste of resources, time and effort and increasing production on a sound basis.
The goal of Kaizen is basically to eliminate waste by improving standard programs and implementing simple systems that accomplish business as little as possible and with the least possible error.
He pointed out that the adoption of Kaizen tools and objectives has a positive impact on the growth of companies and their development and sustainability, as it stems from improving the quality of business.
He stressed that the Kaizen principle was also used in non-industrial environments and proved to be a great success.
In the second lecture, Fujita reviewed the methodological practices embodied in the Kaizen principle to improve the productive and operational working environment. In addition to that, he presented its benefits to life and business by introducing examples of Japanese industries, such as Toyota, which has been following Kaizen's methods since its inception, with the participation of all its human elements from all levels, from the CEO to the owners and shareholders to the lowest employee within the company in applying their methods to continuous and constant improvement.
Fujita said, "The Kaizen principle usually focuses on Toyota on the culture of small ongoing improvements and the idea of unifying the application of standard laws in the industry, which has returned great results in the field of productivity improvement that we see now."
He noted that the Kaizen principle is different from other improvement programs in the business world, as it involves making continuous changes and monitoring the results, then making adjustments.
In Kaizen, pre-planning project, scheduling and replacement are replaced by smaller experiments that can be quickly modified to be more suitable for new improvements.
