Courtesy of Curiosity.com:
“Let’s say you’re working on a greeting card assembly line. First, you stamp down the puppy cartoon on the outside, then you flip it over and stamp the punchline on the inside. Then you flip it over again, fold it, and call it done. But wait … you’re flipping the paper over twice. That’s a step you don’t have to take. When you cut it out, you make the whole process a tiny bit more efficient. This is kaizen: an incremental self-improvement philosophy that makes you better bit by bit.
In Japanese, kaizen just means “improvement,” spelled using the characters for “good” and “change.” In that sense, it’s not so much a philosophy as it is a goal. Additionally, in the traditional definition of the word, there is no connotation of ongoing transformation or continual improvement. That additional meaning to the concept of kaizen is more a product of Japanese manufacturing techniques being described by Westerners — what the Japanese saw as the basic duty of every worker to improve the process wherever possible was cast through American eyes as a secret guiding principle that kept the Japanese car industry on top.
There’s one story that’s often called upon to exemplify the work philosophy of kaizen. The Toyota Production System is the stuff of legends in certain circles — an ever-improving juggernaut that eliminates waste at every level. The story goes that a group of American executives went to visit the Toyota line and see exactly how they could keep up such a high production rate and low error rate. What they saw blew their minds.
At the Toyota plant, any worker could stop production at any time in order to correct an error or suggest an improvement. The American companies, by contrast, had stuck to a never-stop-the-line philosophy that had to correct all errors later or chalk the ruined cars up to waste. By nipping errors and inefficiency in the bud, every worker played a role in improving the entire company. It’s an inspiring story, and one that’s easy to apply to our day-to-day lives.