Kizen

Kizen:-continuous improvement
kizen, according to its founder masaaki imai
it is as much as a philosophy as it is a
method for the development of
organizations.
It applied to private life among familly and
friends.
It composed of two “Japanese”signs
KAI:means change and ‘ZEN’ means good as
well as wisdom.
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The term can be roughly translated as

changes for better . It indicates the
continuous improvement that helps to
achieve long term success and does not
require investment. It is very important for
management and co- workers to participate
in the work of improvement. According to
imai kizen changes the way people think
and work and also have a close relation
with total quality management.
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•According to imai kaizen can be regarded

as a collective term for a number of
contemporary trends among these are:-
• TPM (Total productive maintainance)
• TQM ( total quality control)
suggestion schemes quality circles
customer orientation
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Robotization automation JIT(JUST

in time production) zero defects
small group schemes quality
improvement employees as a
partners of management work
discipline improvement in
productivity
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• Product development kanban
planning system involving two
control cards for JIT systems
some criticisms on kaizen
• small ,continuous improvement are
not enough in today's business
climate and changing world.
 some criticisms on kizen

kizen was product of the Japanese

manufacturing industry and could be difficult
to apply to service companies
kizen is vague and woolly minded, it
apparently applies to every thing but in so
doing becomes meaningless
the concept was developed to explain japan
,superior business achievements, if things go
badly for japan it will lose its attraction.
 Knowledge management
km is a term that has become
popular since the middle of
the1990,s
what is knowledge? Km:- is
information that has value.
GARDNER(1995) has proved an
nexus of conditions on the them
of km as applied in the business:-
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• know what information required know how

information is to be used.
• know why certain information is required.
• know where information for aparticular
purpose can be found.
• The diffrence b/n data, information and
knowledge
data:- symbols that have not bee
interpreted or put into meaning full
contexts.
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• INFORMATION:-is data has been given a
meaning.
KNOWELDGE:-is what makes it possible
for human binges to create meaning
from data and there by generate new
information.
Classification of knowledge
explicit and tacit knowledge
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Explicit(codified )knowledge:- it can
be expressed and communicated
whether it is in the form of
documented experience of a
project or success factors relating to
past improvement work.
Tacit knowledge :- it comprises what
can not be codified and
communicated between individuals
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•according to michael polani ‘’we know

more than we can express ‘’ what we
are able to express is codified
knowledge and what we know but
can not express is tacit knowledge.
•The transformation of tacit knowledge
to tacit knowledge generates new
knowledge trough
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•Dialogue, reflection and learning is
called socialization. this kind of
transfer of tacit knowledge can take
place with out the use of knowledge.
•The transformation from tacit to
codified (explicit) knowledge implies
expression this is called externalization.
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The transformation of codified
knowledge to tacit knowledge implies
that some one interprets and
assimilates codified knowledge by for
example reading a book and reflecting
on what has been read this is called
internalization. The transformation of
knowledge from codified to codified is
called combination.
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This can be transformed in this way without

the need for human intervention but it could
be argued that this kind of transformation
occurs when two databases are combined.
The difference between knowledge
management and information management
1. information management focus on how
codified knowledge is handled, transferred and
made available through systems and
databases.
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2. km focus instead on the creation of the right conditions
for the interpretation and development of both tacit
and explicit knowledge.
In this respect knowledge management has much in
common with learning organization. Bench learning is
another concept the aims of which are closely related
to knowledge management.
Bench learning is a method for the structure transfer
of knowledge and learning between groups and
individuals.
here the right conditions are created for transfer of
knowledge both in its codified form and face to face,
thus facilitating the transfer of tacit knowledge.
 McKINSEY, S 7s MODEL

mckinsey,s 7s model can not really be

considered as a pure strategy model,
but rather as away of thinking about
development or remodeling of
organizations. Its name comes from the
seven factors that mckinsey found
essential in the context of organization
development :these are the following
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Strategy, skills, shared values, structure, systems ,staff and style
normally, when a company sets out to change its organization the seven S,s are dealt with in a
given sequence . In the first phase the strategy is usually determined. The next step is to define
what the organization must be especially good at in order to be able to
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Implement its strategy, in other words,
what skills it must develop or otherwise
acquire.
The final step is to determine what
changes are needed in other five factors to
make the change a successful one. strategy
tells a company how it must adapt it self to
its environment and use its organizational
potential,
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Whereas the analysis of skill
answers the question of how the
strategy ought to be implemented.
These skills represent the link
between the strategy and the new
era, while at the same time they
define the changes that need to be
made in the other five S,s
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STRUCTURE:-is perhaps the best known of

the concepts relating to organizational
change .It refers to the way business areas,
divisions and units are grouped in relation
to each other. This is too ,is perhaps the
most visible factor in the organization, and
that is why it is often tempting to begin by
changing the structure.
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SYSTEMS:-It refers to the procedures or
processes which exist in a company and which
involve many people for the purpose of
identifying important issues, getting things done
or making decisions. systems have a very strong
influence on what happens in most
organizations, and provide management with
powerful tool for making changes in the
organizations.
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STAFF:- the staff factor is concerned with

the question of what kind of people the
company needs. This is not so much a
question of single individuals as of the total
know-how possessed by the people in the
organization.
STYLE:- is one of the lesser known
implements in the management tool box. It
can be said to consist of two elements:-
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Personal style and symbolic actions. Thus

management style is not a matter of
personal style but of what the executives in
the organization do how they use their
personal signaling system. SHARD VALUE:-It
refers to one or more guiding themes of the
organization ,things that every body is aware
of as being specially important and crucial to
survival and success of the organization.
 MERGERS AND ACQUISITIONS
 the acquisition, merging and sales of
companies often come under the umbrella of
structural business.
 They have sometimes been monumental and
sometimes disastrous.no value is created
through mergers and acquisitions.
Comparisons of share prices and other
relevant values before and after mergers
showed that both parties
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• Come out losers, but the buyer was the loser
much more often than the seller.
• It should remembered that these results are of a
general character and in no way definitive. Five
motives for acquisitions.
1. to fill a gap in portfolio
2. to invest a surplus
3. To strengthen the business unit
4. to build an empire
5. growth and change