Someone once said, if you decide to learn only one Japanese word, let that be Kaizen.
We often talk about kaizen when we delve into the workings of manufacturing companies, but what we don’t look at quite so often is the use of this renowned Japanese philosophy at the top level of company groups.
As suppliers to the automotive industry, ADIS AUTOMOTIVE GROUP is a conglomerate of companies that each independently take on the challenge of competing to be the best in the global injection molding world, but who when working together as a group can bolster their approach and utilize incredible expertise to deliver something awe-inspiring.
In the field of management the two parts, “kai” which means change and “zen” which represents improvement are carriers for the ambition of continual improvement but in very small methodical steps. As opposed to senior group staff dictating orders and pushing pressure down to each company in the group, rather, they look to pull information upward. By taking the most positive steps from each part of the group, and opening lines of communication cross-functionally, the whole group can benefit simultaneously and remain aligned in the quest.
To fully orchestrate this, it’s critical to involve every team member and for management to be transparent, open, and willing to support new ideas. Taking the tiny step changes that any individual discovers to better their own station, testing them, enabling mid-managers to make decisions on utilizing them, and then, once proven, articulating them to peers across the group during sync meetings, is a great way for success to build upon success.
A common perception is that group companies run in silo to each other, and that may be true for some organizations, however, in AAG it’s quite the reverse. Benefiting from each other’s optimization, the approach creates some internal competition and rewards progression. A straightforward approach as per kaizen, but a perfect recipe for success.
