Thomas M

Innovation is the key to survival in business. Creativity and freedom to innovate ushers in enthusiasm and thereby, a better workplace. Creativity does not necessarily mean chaos, it can be a process that is systematic and challenge any roadblock and set patterns. It can be an organizational change, which creates a revolution. It can be a change in how people think and approach work. Here Lean six sigma plays a part. Lean thinking encourages exploration of problems, finding its root cause which in turn provides the foundation for the development of new ideas. It gives the employees powerful tools to create and innovate. Risk taking is considered as a learning opportunity. This flexibility gives a more committed workforce. By applying Six Sigma, the distinction between desirable and undesirable variation can be recognized resulting in fast and stable results. This leads to effective innovation. Thus, Lean Six Sigma techniques can take away unnecessary wasteful work out of a process and control its variations, which results in an increase in capacity, which is to be used for exploratory work leading to more innovation. In such circumstance, integration of innovation and Lean Six Sigma gives the best results.

Everything can and should be improved; improvement opportunities should be constantly explored. The three important concepts of Kaizen ,Kaikaku and Kakushin - all relate to process improvements, based on Toyota Production System. Kaizan promotes incremental continual improvement, resulting in delivery of products and services quicker, while reducing cost and without compromising quality. This is basically done by eliminating non value added work in the processes, thereby increasing efficiency, productivity or performance. Taking the example of glazing in construction industry, the actual improvement of work processes by reducing the non value added activities involved can improve the speed and efficiency of the work While Kaizan is evolutionary, focused on incremental improvements, Kaikaku is revolutionary and focused on radical improvements. Kaikaku is a breakthrough, rapid and radical improvement of any activity. Kaikaku can be applied to the above example of glazing works by changing the glazing material to light weight variants available. This will result in quicker execution along with the kaizan improvements applied. Thus Kaizan can bring about small incremental changes and Kaikaku can bring about big revolutionary changes to the existing production processes, but in certain circumstances, new and revolutionary ideas are needed. Kakushin comes into picture here; it deals with innovation, transformation, reform and renewal. The glazing material, by applying Kakushin, can be revolutionized by introducing photovoltaic glazing which help buildings generate their own electricity. Kakushin and Kaikaku is sought in addition to Kaizen, not in place of Kaizen and are sometimes used as a precursor to Kaizen activities. Kaizen is essential for a long-term. Effectively applying these three concepts can enable any organization to deliver a high quality product or service.