![]() ![]() ![]() It’s a framework that is already older than a century, and it was a pivotal part for Henry Ford’s Model T’s success. While Kaizen is a very general approach to improvement, Lean is a methodology with a background in manufacturing that focuses on a very specific type of metrics. This leads to more employee engagement and involvement in the process. However, when applied over a long period of time, it creates a mentality where problems are fixed without a committee or leadership approval for every little change. It doesn’t usually produce rapid results (unless you conduct a kaizen burst event). This means that Kaizen can be applied to absolutely anything, and it doesn’t really have a specific type of metric that it favors. Small gradual changes can lead to significant overall and long term improvements.The two core beliefs that inform how Kaizen operates are: Broadly speaking, it’s not just a management and business process optimization methodology, but a general philosophy that could be applied to both one’s personal life and a business organization. Its name comes from Japanese, and loosely translates to change for the better. The first of the three approaches to examine is Kaizen. It should come as no surprise that even the slightest changes to the particular metric that importance is placed upon would certainly lead to decisively divergent outcomes and results.īecause of these facts, comparing Kaizen, Lean and Six Sigma can be of great value to a business and its management team, and is an integral part of selecting the best methodology to implement in any given situation. To put this in practical terms, the most influential differences between these three methodologies lie in the exact type of metrics each one values the most, and devotes effort to improving. While many methods might sound analogous in theory, Kaizen, Lean and Six Sigma have some significant differences that stem from their core values and assumptions about business and improvement in general. On top of this, many of the professionals implementing each methodology might also draw additional inspiration for refinements from other frameworks, which blurs the lines another step further. This means that even if you have a previous familiarity with each methodology, it’s easy to spot a lot of similarities and apparent overlaps, especially as one gets buried under an avalanche of buzzwords. Additionally, all of the three methods employ cycles of gathering data, evaluating it, making practical and quantifiable optimization, and tracking the results. After all, these frameworks aim to make a business as competitive as possible, while striving for top-notch performance, efficiency, effectiveness and reliability. When looking at business process improvement methodologies like Kaizen, Lean and Six Sigma, it’s very easy to see a lot of similarities. What is the difference between Kaizen, Lean and Six Sigma ![]()
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