SKEDSOFT

Changes required for the introduction of continuous improvement:

Changes required for the introduction of continuous improvement do not necessarily mean more expenses to the companies concerned. As has been argued by Butlin the introduction of continuous improvement has the following attractions:

• Continuous improvement can be implemented in a short period of time and functions on an ongoing basis;
• Implementation of continuous improvement can be carried out in a structured manner;
• The continuous improvement scheme is shop floor based and uses minimal internal and external resources;
• It is an inexpensive approach to improving business overall performance.

The necessary changes required for the implementation of continuous improvement are more in terms of attitudes and beliefs rather than financial commitments. As Suzaki suggests

We may grasp an idea intellectually, but our hearts may not be in it enough to put it into practice.

Suzaki strongly argues that the following seven points determine the successful criteria of continuous improvement programmes:

1 Challenging conventional beliefs;

2 Bias towards experimentation: This is the best means by which problems can be

3 Tolerance for failure: Continuous improvement comes from a learning cycle;

4 Trust

5Teamwork: Total as opposed to local optimization;

6 Flexibility: Rigid structures will inhibit progress;

7 Discipline: Stick to set standards and conduct measurement wherever possible.

The above seven points reflect change in attitudes where commitment is reflected by what is in the heart rather than the magnitude of financial investment programmes. However changing people’s attitudes for the introduction of continuous improvement may be a daunting task.

The best description of continuous improvement is perhaps the one given by Kehrl who argues that:

’Continuous improvement comes only when individuals are motivated to achieve regular improvements in all areas of their work. It is acceptance of the reality that people and their brain children - like their own children - require years of patient nurturing before they reach the potential that was there at birth. Technology is important, but equally important is what we do in the years after we get the new machine or process or system in place. With a continuous improvement approach, the benefit of a major step in technology is multiplied by the many small steps that follow. And that holds true whether you are dealing with improvement in quality, marketing, design, productivity, financial systems, or human development.’