This means that individual tasks or components don’t necessarily have to be the cheapest – they have to change so that they are always perfectly aligned with the offer that is aimed at the market.
The key to success has become the continuous evolution not only maintaining the highest operational efficiency, but above all constantly adapting the chain of tasks performed to changing market requirements. One of the most famous examples of the application of this philosophy is the development of the iPad manufactured by Apple. Its development program has become, in essence, a program of continuous improvement – the evolution of the product within the changing market requirements.
In Poland, besides numerous smaller and larger companies using the Kaizen philosophy, one of the most interesting examples of restructuring the style of operation and thinking about the value chain in accordance with Kaizen is PKP Energetyka – a former state-owned enterprise responsible for comprehensive energy supply, primarily for rail.
It is significantly easier to introduce Kaizen in private, market-typical companies, where it is simply a “system of thinking and action” that replaces the less efficient concept of “achieving goals by all available means and methods”.
In the case of PKP Energetyka, both the previously shaped organizational culture of the state-owned enterprise and the size of the company in conjunction with the complexity of its activities were not objectively easy conditions.
Nevertheless, the philosophy of “constant pursuit of perfection” seems to work very well here – the result of introducing Kaizen are, among others, an increase in safety and comfort of work, easier implementation of digitalization projects, and even improved communication within the company.