VizLab and the Process of Continuous Improvement (Kaizen)
The primary role of the VizLab specialist is to maximize existing use-cases as well as develop new user-groups for the Price Science Commons VizLab. This process involves finding ways to continuously improve the lab for existing users as well as potential new users. Based on my previous experience with Toyota Production System (TPS) and the process of continuous improvement called “Kaizen” I will use this blog to document the implementation of the TPS Process of Continuous Improvement (Kaizen). Below is a short video that provides more detailed information on the process of Kaizen and developing a culture of continuous improvement.
The philosophy of kaizen is one of Toyota’s core values. It means ‘continuous improvement’. No process can ever be declared perfect but it can always be improved. Kaizen also requires the setting of clear objectives and targets. It is very much a matter of positive attitude, with the focus on what should be done rather than what can be done. Continuous improvement is supported by three key principles; TPS – Thinking People System, ‘5 whys?’, ‘5S’
The Vizlab is obviously not a vehicle production enviorment, but many of the principles of Kaizen are applicable outside of a factory production enviroment. In a blog series entitle “VizLab kaizen” I will document how the TPS Kaizen process wil be tailored to the VizLab enviorment to facilitate a culture of continous improvment.