Essay about Continuous Improvement in Organizational Success

2295 Words Feb 26th, 2013 10 Pages
Continuous Improvement in Organizational Success
Continuous improvement is a process carried out in an organization to continually eradicate problems from their root causes (Marsh 1998). It is a paradigm that is deeply entrenched in the total quality management tenets. It is a step by step process rather than a onetime overhaul event. This, therefore, qualifies the term continuous since it is a bit by bit process, each involving continuous improvement. The history of continuous improvement has roots in the Japanese business fraternity. The philosophy of continuous improvement permeates the Japanese business culture in a great way. Kaizen is the Japanese word that represents continuous improvement. Kaizen was initially
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Continuous improvement policy is spearheaded by the urge to be better, no matter the current status quo or view from other parties. Kaizen is built on the principle that once a mistake or a loophole is identified in the organization and then management together with other stakeholders discuss on the way forward, it is less likely that the mistake will crop up again. This implies that for an organization to reap the fruits of continuous improvement, it is crucial that the acquired experience is adequately utilized to transform the future and hence attain continuous improvement (Stevenson 2012). Continuous improvement is a strategic or a long term initiative that should be spearheaded by top level management. However, for the successful implementation of the continuous improvement policy, all levels of the organization will be required to work in close coordination, active support and harmony. This implies that for the successful adoption of continuous improvement, proper structures and policies have to be in place governing various issues revolving around satisfaction. This is because an organization that has no regard to equitable resource allocation or fair incentive distribution cannot attain the policy of continuous improvement (Jorgensen, Boer & Gertsen 2004). Continuous improvement cannot be enacted by top level managers. The top level managers have to share the vision with their subordinates,
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