The term "Kaizen" has its origins in Japan, and refers to the idea of continuous improvement. This term is used in the field of business, aiming for the constant renovation of the organization's dynamics.
To infuse the idea of "Kaizen" into an organization one must begin from the ground up. The top leadership can only introduce the lower levels to Kaizen but they also have to take on the responsibility to bring every single bracket that makes up the organization in tandem with the idea.
The accepted tenets of Kaizen include:
- Personal discipline
- Improved morale
- Quality circles
- Suggestions for improvement
Therefore, the organization must keep in mind that everybody involved in the process of Kaizen is a valuable part of the institution, that everybody is working for the same purpose, that everybody needs to work together and that all need motivation and rewards for their personal and social efforts.
The best way to start is through education and training: The people who help keep the organization healthy and balanced should feel the need for Kaizen within themselves. For this reason, the leaders should train, educate, promote, and motivate the workers with incentives that come as a result of their improvements. Sometimes something as simple as a badge or a change in working conditions is enough to inspire change in people.
However, leaders often fail to plan and they also prefer to begin changes from the top down. That may work in some businesses, but the reality is that those who need the motivation and the rewards most are the people at the bottom of the chain. They are also the key components that keep an organization working. Hence, the best way to instill Kaizen is to take the organization from the bottom and up, educate and train all of the components of the organization, motivate them, and reward them for their demonstrated want for better changes.