Poka-yoke is a Japanese term that means "mistake-proofing" or "inadvertent error prevention".
Japanese Methodology
Genchi Genbutsu (現地現物) literally translates "real location, real thing”(meaning "the situation onsite") and it is a key principle of the Toyota Production System. The principle is sometimes referred to as "go and see." It suggests that in order to truly understand a situation one needs to observe what is happening at the site where work actually takes place: the gemba (現場). One definition is that it is "collecting facts and data at the actual site of the work or problem.
Kaizen is focused on small improvements as a result of ongoing efforts of the company's staff members. On the other hand, innovation is focused on large, dramatic improvements as a result of big changes in technology and equipment.
Jidoka is the principle of detecting errors as soon as possible, to avoid unnecessary waste in the processes that use the wrong data. In the software development governance, one of the pillars is the definition of the budget, avoiding errors in this calculation becomes a vital task for the software development life cycle that needs the funds are in accordance with the effort that we will need.
In the world of Lean, there are three terminologies used in the domain of improvement. Kaizen, Kaikaku and Kakushin.
Five whys (or 5 whys) is an iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem.
The elemental difference between kaizen and innovation is in the way they are implemented and the results they are bringing to the company, even though both bring improvements in the company.
Create a culture of continuous improvement where all employees are actively engaged in improving the company. Nurture this culture by organizing events focused on improving specific areas of the company.
Hansei is a central idea in Japanese culture, meaning to acknowledge one's own mistake and to pledge improvement. This is similar to the German proverb Selbsterkenntnis ist der erste Schritt zur Besserung, where the closest translation to English would be "Insight into oneself is the first step to improvement".
Traditionally used for manufacturing in a hierarchical organization, the Japanese method to ensure upward communication can be adapted to the realities of today’s knowledge based, flat hierarchical firms to ensure effective 360-degree communication in which everyone stays in the loop.
Heijunka is a Lean method for reducing the unevenness in a production process and minimizing the chance of overburden. The term Heijunka comes from Japanese and literally means leveling. It can help you react to demand changes and utilize your capacity in the best possible way.
Total Quality Management (TQM) is a management technique based on the idea that all “employees continuously improve their ability to provide on-demand products and services that customers will find of particular value.”
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