Quality Is Everybody's Concern and Project Management Is No Exception
Quality is everybody’s concern, and project management is no exception to such needs. The rising stakes in projects resulting from increased investments—combined with a shift from traditional to complex project management—has made quality an important pillar of the project management discipline.
As a result, a large number of quality management processes, tools, and systems have become an integral part of formal project management. These include, but are not limited to, Kaizen, Six-Sigma, Total Quality Management (TQM), Plan-Do-Check-Act (PDCA), Toyota Kata, and the ISO series of quality standards.
Kaizen, based on lean philosophy, is typically practiced as either Process Kaizen or Flow Kaizen (Rother & Shook, 2009). The Process Kaizen advocates incremental process improvements on a continuous basis to address chronic waste and other problems at the operational level. Due to its scope and origin, Process Kaizen activities are usually deployed, implemented, and followed up on at a department management level. The Flow Kaizen, (i.e., Breakthrough or Kakushin type of Kaizen) provides solutions to improve the value flow (information and material) at the organizational level. It is deployed through a top-down approach as an enactment of top management vision.
Kaizen is typically used in project management to improve project-specific
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