Ganess Sockalingam

I think the four targets, if reorganized in this priority: 1. Better 2. Easier 3. Faster 4. Cheaper, shall make more sense and may yield expected benefit to the organization. 1. Better: When a Kaizen idea is proposed for a process, the improvement idea should make the performance of current process ‘better’ than existing one. Else, there is no business case for making the organization/floor accept such a change. So, the change should be first of all ‘Better’. 2. Easier: Kaizen should enable the business owners and workforce to accept the change. To be able to convince them, the change should be easier for them to adhere to. Transition should be seamless. 3. Faster: The idea or change which was proposed to the floor should be implementable in a faster turnaround time. This means the organization should be in fast track to implement the process change to see the results in short term. 4. Cheaper: The cost of such change is of least importance because a normal or moderate cost for implementing such a change will not impact the business in long run, especially when the volume of transactions/process is high. The cost divided by total transactions will tell us that such cost are miniscule when compared to the benefit it yields to the business. A better kaizen which is easier to use, fast enough to implement at a moderate cost will yield much greater benefits to the business in the long run.