Kaizen in manufacturing delivers the best results when it does not end with submitting a good idea. Real change begins only when an improvement is implemented, tested in practice, and adopted as a new working standard. At Mikrostyk, this is exactly what our continuous improvement system is based on: we reward not only creativity, but above all effective action, collaboration, and consistency.
A good idea has value. But only an implemented idea can truly change a company.What is Kaizen and why does it work in a manufacturing company?
Kaizen is a management approach based on the systematic introduction of small, practical improvements. Instead of waiting for one major and costly revolution, the organisation looks every day for ways to improve quality, safety, ergonomics, efficiency, and work organisation.
The people who usually have the greatest knowledge of how a process functions on a daily basis are those directly involved in it. Our metal stamping operators know which activities are repeated unnecessarily. Process engineers can assess the technical feasibility of a change. Team leaders and production supervisors observe the workflow, while maintenance employees know the sources of breakdowns and downtime.
That is why an effective Kaizen system should involve not only the people who submit ideas, but also everyone who helps turn them into practical solutions.
An improvement may involve, among other things:
reducing operation time, improving workstation ergonomics, reducing the risk of errors, eliminating unnecessary transport or movement, improving product quality, reducing material consumption, increasing workplace safety, simplifying inspection or reporting, reducing downtime and breakdowns, improving the organisation of tools and equipment.
Kaizen does not therefore have to involve a major investment. Sometimes a small change in the position of a container, the way parts are placed, or the sequence of operations can lead to lasting improvement.Kaizen in manufacturing – why is submitting ideas alone not enough?
For many years, Mikrostyk employees were rewarded for submitting good ideas, mainly related to manufacturing processes. Bonuses for suggestions usually ranged from PLN 100 to PLN 300.
The system worked, but over time we noticed that submitting a proposal alone did not yet constitute full success.
After all, there is an entire process between an idea and a lasting change. Someone has to analyse whether the improvement can be implemented, prepare a technical solution, carry out a trial, supervise the change at the workstation, train employees, and ensure that the new way of working is maintained.
In many cases, this is the work of an entire team.
Therefore, in 2021, we changed the rules of our Kaizen programme. We moved away from the traditional “bonus for an idea” model and introduced a points-based system in which the most important criterion is the successful implementation of an improvement.
At first, the change was not met with full enthusiasm from the team. It meant moving away from a familiar and straightforward solution. However, we consistently developed the new model because we wanted the system to reward a genuine impact on how the organisation operates.
Today, points are awarded by a committee only for improvements that have actually been implemented. Any person involved in the change may receive a reward: an operator, process engineer, team leader, production supervisor, employee providing technical or organisational support, or the person overseeing the implementation.How can a Kaizen system be implemented effectively in a company?
An effective Kaizen system should be simple, easy to understand, and accessible to every employee. It should not create excessive bureaucracy or make submitting a small improvement require extensive documentation.
At Mikrostyk, employees submit proposals through an application. This allows ideas to be recorded, analysed, and monitored, while their authors receive information about the further progress of their submissions.
Once an improvement has been implemented, a committee assesses its effects and the involvement of each person. The awarded points are then added to employees’ accounts. The rule is simple:
1 Kaizen point equals PLN 1 in reward value.
In the central area of the production hall, there is a large, illuminated display cabinet containing rewards. Employees can decide for themselves whether to use their accumulated points immediately or save them for a more valuable item.
The offer includes both small gadgets available for around 50 points and rewards worth several thousand points. The display cabinet features items such as perfumes, massage vouchers for a local salon, electronic equipment, gardening devices, and even televisions.
Rewards are collected during special meetings held by the display cabinet. This is an important part of the programme because it provides an opportunity to publicly recognise the people who contributed to improving a process. It also shows other employees that involvement in the company’s development brings concrete and visible results.
Results of the Kaizen programme at Mikrostyk
Since the system was changed in 2021, the programme has delivered measurable results:
- 116,527 points have been awarded for implemented improvements,
- rewards worth PLN 92,904 have already been given to employees,
- 23,623 points currently remain in employees’ accounts and are available for use,
- the display cabinet contains 47 rewards with a total value of PLN 10,852.
The number of improvements varies from month to month. Sometimes points are awarded for five implemented changes, and sometimes for just one. What matters most, however, is that the programme remains active and employees continue to observe processes, submit proposals, and participate in their implementation.
After all, Kaizen is not about artificially increasing the number of suggestions. What matters is the quality of the solutions, their usefulness, and the lasting impact they achieve.The best ways to increase employee engagement in Kaizen
Based on our experience, several elements are particularly important to the success of the programme.
First, the rules should be transparent. Employees need to know how to submit an idea, who will assess it, and what points may be awarded for.
Second, implementation should be rewarded, not just the initiative itself. This keeps the programme focused on results and encourages employees to follow changes through to completion.
Third, teamwork should be recognised. The person who came up with the idea is important, but so are those who prepared the documentation, made the technical component, conducted the trial, or helped introduce the new standard.
Fourth, the effects of the programme should be visible. A rewards display cabinet, meetings with employees, and presentations of implemented solutions generate interest and show that Kaizen is a genuine part of how the company operates.
Fifth, the improvement must be sustained. Even the best idea will not deliver long-term benefits if employees return to the previous way of working after a few weeks. That is why supervision, communication, updated instructions, and standardisation of the new solution are so important.
How should the effects of Kaizen in manufacturing be measured?
The number of submitted ideas should not be the only measure of the programme’s effectiveness. Analysing the number of implemented improvements and their impact on the process provides much more valuable information.
Depending on the type of change, the following may be monitored:
- reduction in operation time,
- reduction in the number of defects,
- reduction in downtime,
- reduction in material consumption,
- improved ergonomics,
- reduced accident risk,
- reduction in the number of complaints,
- improved delivery performance,
- energy savings,
- the number of people involved in the implementation.
Not every improvement has to generate a direct financial saving. A change that improves safety, ergonomics, or working comfort also brings significant value to the organisation.
Kaizen at Mikrostyk – not a slogan, but an everyday practice
At Mikrostyk, Kaizen is not a slogan displayed on the wall of the production hall. It is a way of looking at processes every day and identifying practical opportunities to improve them.
The system is based on the knowledge of the people who know their workstations best and observe how the processes operate every day. At the same time, it shows that effective continuous improvement requires cooperation between different departments, responsibility for implementation, and consistency in maintaining new standards.
Creativity is the beginning of change. Cooperation makes it possible, while consistency turns a single idea into a permanent part of the process.
A good idea has value. But only an implemented idea can change a company.