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Both Jishuken , Kaizen originate from Japanese industry shop floor management practices which have become highly popular across the world. These are practiced across the manufacturing, industry, service sectors where mass/ shop-floor employees add value to the product / services. Among this Kaizen has become more of management practice, system and culture driving shop-floor engagement , involvement in industries , be it engineering sector, manufacturing sector or even service sector. Kaizen - By definition, it is any kind of “ Improvement” , be it be a big, medium, small. While small, medium improvements can be contributed any one in the organization, involvement of shop-floor employees gives significant impact. And it is easy and continually gives positive improvements when employees are constantly encouraged to give Kaizen ideas. By receiving Kaizen ideas, implementing them, rewarding and recognizing good Kaizen entries gives positive and perpetual culture en-grained in the company. High impact-full, radical change Kaizens are called Kaikaku. Kaikaku are few , would take more time, resources in implementation. Jishuken – is specific action/ activity , especially by managers / senior managers at shopfloor in trying to understand , learn from shopfloor practices. Jishuken derives from Japanese statement “kanban houshiki bukachou jishu kenkyuukai” .This translates as “kanban system department & section manager autonomous study groups”. This was shortened to “jishuken” which is “self study”. Jishuken is often called “autonomous study groups” in English. Jishuken is more like a “ Learning project activity “ undertaken by Managers/groups of managers with specific deliverables , outcomes. It has systematic approach like PDCA cycle below. Team member , Manager identification Team, group formation Defining each Manager role Objectives Schedule of shop-floor rounds Interaction of shop-floor people with specificity Capturing information in templates Presenting way forward actions While managers interacting with shop-floor employees, not only Managers would learn how actually things get done at shop-floor, but also would get Kaizen, suggestions from the employees which help in undertaking actions for improvements. Top management normally expect that Managers undertake “ Jishuken” before any ideas, problems – solutions are presented so that the solutions are effective and result oriented. For example, a group of Production Manager, Engineering Manager, EHS manager have been tasked to improve productivity of section where manual activities are involved. When this group works as team and undertakes this task – it is a Jishuken. When this group visits shop-floor, not only they would gain more knowledge of shop-floor practices, they would be able to come with their own ideas of improvement. However significant result come when they interact with shop-floor in understanding their operational issues. Eventually significant Kaizens would come from shop-floor employees in the form of various suggestions like any specific resource, mechanization requirements.