{"id":16342,"date":"2024-01-09T00:00:00","date_gmt":"2024-01-09T00:00:00","guid":{"rendered":"https:\/\/cms.alj3.clients.lemonhq.io\/perspectives\/daha-iyi-is-ve-daha-iyi-bir-yasam-icin-bir-felsefe\/"},"modified":"2026-05-12T13:21:00","modified_gmt":"2026-05-12T13:21:00","slug":"daha-iyi-is-ve-daha-iyi-bir-yasam-icin-bir-felsefe","status":"publish","type":"perspectives","link":"https:\/\/cms.alj3.clients.lemonhq.io\/tr\/perspectives\/daha-iyi-is-ve-daha-iyi-bir-yasam-icin-bir-felsefe\/","title":{"rendered":"Daha iyi i\u015f ve daha iyi bir ya\u015fam i\u00e7in . . . bir felsefe"},"content":{"rendered":"

The Toyota Motor Corporation Kaizen Team 2004 (Hassan Jameel is front row, second from the left)<\/span>
\nA discussion with Hassan Jameel on Kaizen, and how small continuous improvement can add up to so much.<\/p>\n

When Abdul Latif Jameel<\/a> first partnered with Toyota<\/a> nearly 70, years ago, it imported more than just cars. \u00a0It also imported a whole new approach to managing a business.<\/p>\n

The \u2018continuous improvement\u2019 approach as it is commonly known, is based on the Kaizen business philosophy pioneered by Japanese corporations like Toyota to boost efficiency and performance, eliminate waste and optimize the use of resources.<\/p>\n

Henry Ford is credited with creating the first rudimentary lean manufacturing process, when he introduced a moving assembly line to his factories in 1913.\u00a0 However, it was the work of Kiichiro Toyoda, Taiichi Ohno and others at Toyota in the 1930s that refined and developed Ford\u2019s original idea to create a true Lean Management and manufacturing system.<\/p>\n

Using Ford\u2019s methods as inspiration, they created the Toyota Production System \u2013 and sparked a revolution that, over the decades to come, transformed businesses in both Japan, the United States and beyond.<\/p>\n

\"\"

Left: Kiichiro Toyoda (1894-1952), Right: Taiichi Ohno (1912-1990)<\/p><\/div>\n

Kaizen, as the Japanese called this process of continuous improvement, originated in manufacturing processes.\u00a0 However, it can be equally applied to service businesses.\u00a0 Organizations adopting Lean Management assess every action and activity for potential improvements, no matter how small.\u00a0 Those gains may be minor in isolation but, taken together, add up to significant improvements that drive positive change.<\/p>\n

\"Diagram<\/p>\n

\"Hassan<\/a>

Hassan Jameel
Deputy President & Vice Chairman Saudi Arabia
Abdul Latif Jameel<\/p><\/div>\n

Hassan Jameel<\/a>, Deputy President and Vice Chairman, Saudi Arabia, Abdul Latif Jameel, is an ardent advocate of the Kaizen philosophy, having experienced it first-hand when working with Toyota, at their headquarters in Japan in the early 2000s.<\/p>\n

We caught up with Hassan to discuss his interest in continuous improvement and how it helps organizations transform the way they do business.<\/p>\n

What is \u2018continuous improvement\u2019? And what does it mean to you?<\/h2>\n

Unlike so much business jargon and consultancy terminology, the definition of continuous improvement is satisfyingly simple.<\/p>\n

It\u2019s right there, literally, in those two words.\u00a0 Always improving.\u00a0 Constantly trying to be better.\u00a0 On the surface, it sounds so obvious.\u00a0 But it’s deeper rooted than that.<\/p>\n

Continuous improvement, to me as an individual, is not only about improving oneself every day.\u00a0 It’s about how you build that mentality into your lifestyle, so it becomes automatic.\u00a0\u00a0Every day thinking about what you could do to improve.\u00a0 It doesn\u2019t matter how small, as long as you\u2019re trying to improve something every day.<\/p>\n

Then it becomes truly part of who you are.\u00a0\u00a0It\u2019s similar in organizations. \u00a0How do you create a culture that can consistently implement a continuous improvement approach in everything they do, every day, even if it’s the smallest change?<\/p>\n

A culture that means that everyone in the business is continually thinking about their role, their team\u2019s role, and the tasks they perform as part of their duties, and what little changes could be made to improve efficiency and quality.\u00a0 Each individual change might \u2013 at least at the time \u2013 seem inconsequential.\u00a0 But they all add up.\u00a0 Even the smallest incremental steps, when put together, make a big difference.\u00a0 I believe it’s simplicity that makes continuous improvement more effective and easier to understand.<\/p>\n

When did you first become aware of the concept of continuous improvement?<\/h2>\n

I became aware of it when I was very young, even before I started working in the business. \u00a0I would hear my father and other senior executives talking about it, and I was aware that it was something the business was doing, but I didn\u2019t understand what it meant.<\/p>\n

\"The

The Toyota Way \u2013 a perennial best seller management book.<\/p><\/div>\n

Continuous improvement is based on the \u2018Kaizen\u2019 business philosophy pioneered by Toyota.<\/p>\n

Abdul Latif Jameel first came across it when it began importing Toyota vehicles into Saudi Arabia in the 1950s.\u00a0 But as a business philosophy, continuous improvement really rose to global prominence in the 1990s and 2000s.\u00a0 In 2001, Toyota \u2013 long seen as one of the pioneers of the concept \u2013 formalized its approach to Kaizen with the publication of the \u2018Toyota Way\u2019.<\/p>\n

This hugely influential document became the blueprint for businesses around the world to understand more about continuous improvement and the benefits it could deliver.<\/p>\n

\"Six<\/p>\n

It’s not necessarily Japanese, by the way.\u00a0 If you go to other big Japanese companies, you don’t necessarily hear Kaizen as much as when you go to Toyota. \u00a0It was specifically Toyota who took these ideas and really turned them into a cohesive, practical business improvement philosophy around the concept of continuous improvement.<\/p>\n

You spent time in Japan studying and working at Toyota earlier in your career.\u00a0 How did that influence your understanding of continuous improvement?<\/h2>\n

I spent high school and university in Japan, and I would often spend vacations working as an intern at Toyota, helping out on small projects here and there.\u00a0 It was only in 2004 when I joined Toyota\u2019s domestic Kaizen division \u2013 the first non-Japanese person to do so \u2013 that I truly began to understand what was involved in continuous improvement at a practical level.<\/p>\n

The role of the Kaizen division was to work with dealers in Japan and support them in implementing Kaizen projects, most of which were operational projects \u2013 supply chain, service related, inventory management, things like that.\u00a0 We’d work with them for several months to create and implement a continuous improvement process and, most importantly, make sure it would be sustainable after we left.<\/p>\n

\"Japan\"<\/p>\n

What did that involve and what did it teach you about continuous improvement?<\/h2>\n
\"\"

Hassan Jameel with his 2004 Kaizen Dept. team at Toyota Motor Corporation headquarters, Tokyo.<\/p><\/div>\n

It was a shock to the system!<\/p>\n

I\u2019d previously spent time in different working environments outside Japan where the word \u2018Kaizen\u2019 was used as vague shorthand for improving a task.<\/p>\n

Some process wouldn\u2019t be as efficient as it could be, and someone would say \u2018you just need to Kaizen it!\u2019, with no real understanding of what that meant at a deeper level.<\/p>\n

When I was immersed in the Kaizen team in Japan, however, I realized there was a very precise, structured philosophy behind it.<\/p>\n

The Kaizen approach is based on a whole set of principles that touch on virtually every aspect of a business\u2019s culture and ways of working.\u00a0 At the process level, however \u2013 that is, when you want to improve a specific process \u2013 it all starts with data.\u00a0 That would be the first mission we had to accomplish.<\/p>\n

We would stand in front of an operative, maybe someone on the car cleaning line, or in the service center servicing vehicles, for example.\u00a0 We\u2019d have a stopwatch and a notepad, and we\u2019d note down everything they did, along with the timings, during their working day.\u00a0 If they went to the bathroom, we\u2019d make a note, if they had to walk across the garage to collect a tool, we\u2019d note it down, if they had to go and find someone to ask a question, we\u2019d note it down.<\/p>\n

\"\"
\nWe\u2019d do that for everyone involved in that task, so it might take us a week or more to collect all the data, which we would put into a giant spreadsheet \u2013 one for each worker. \u00a0We\u2019d hang these on the wall and go through them line by line and mark them up, using different colors to indicate whether it was wasted time, working time or unproductive working time.<\/p>\n

I was only a trainee at this point, and I didn\u2019t fully understand what we were doing.\u00a0 I said to my boss, what has this got to do with Kaizen?\u00a0 How will it make us more efficient?<\/p>\n

He said, “Did you find any wasted time?”<\/em>\u00a0 I told him that the individual had to leave his workstation two or three times to get some tools. \u00a0He asked me, \u201cHow long did that take<\/em>?\u201d and I said, according to the data it took six minutes in total.\u00a0 He said, “How could you reduce that amount of time?”<\/em>\u00a0 I suggested that if the operative had the tools next to him at his workstation, he wouldn\u2019t need to cross the room to get them, so it would save six minutes.\u00a0 I was thinking, what difference is six minutes going to make!\u00a0 But he was thrilled. \u00a0He explained that if we can save one technician six minutes in one day, that\u2019s half an hour each week. \u00a0If there are eight technicians doing this task, that\u2019s a saving or four hours every week \u2013 over half a day.\u00a0 Multiply that over the year, and it\u2019s a massive saving. \u00a0How many more cars could be serviced in that time?<\/p>\n

That\u2019s when I really began to understand what continuous improvement was all about.\u00a0 It\u2019s not about big, expensive ideas that someone at the top thinks is going to transform the workplace.\u00a0 It\u2019s about small, incremental steps coming from the bottom up, that come together to make a real and meaningful difference that can be sustained.<\/p>\n

Another job we worked on involved us repainting the stockyard for a dealer.\u00a0 We did it entirely ourselves over about 10 days.\u00a0 It was hard work!\u00a0 We were outside in the wind and the snow and the rain.\u00a0 I said to my boss, why don\u2019t we just pay someone to come in and paint the stockyard?\u00a0 He explained that if we do it ourselves, we understand the process ourselves, and we understand how to improve it ourselves, so next year we can do it even better.\u00a0 If we pay someone else to do it, we can\u2019t gain that knowledge.<\/p>\n

The belief that it\u2019s not about big ideas, but about small changes is very powerful, isn\u2019t it? \u00a0Sometimes in business, it\u2019s easier to throw money at a problem than to deeply analyze what the true causes are.<\/h2>\n

That\u2019s very true.<\/p>\n

My boss once told me, if you want to solve a problem, don’t add to it . . . \u00a0subtract<\/em> from it.<\/p>\n

What he meant was, if you identify a problem, don\u2019t add more to it, like new processes, investment or technology.\u00a0 Instead, identify the waste or \u2018muda\u2019 (in Japanese), and multiply it by zero. \u00a0That is, remove it.\u00a0 Once you take out all the waste and the unnecessary time, you pare it back to the clearest process \u2013 the \u2018critical path\u2019.<\/p>\n

That gives you the foundation from which you can start trying to improve it incrementally.<\/p>\n

It’s easy to see how continuous improvement applies to a big manufacturing business.\u00a0 Can it apply to smaller businesses or service businesses, too?<\/h2>\n
\"\"

Hassan Jameel with his 2004 Kaizen Dept. team at Toyota Motor Corporation headquarters, Tokyo.<\/p><\/div>\n

It can be applied to anything and everything we do in our lives.<\/p>\n

Two of the methodologies explained in the Toyota Way are Genchi Genbutsu and Gemba.\u00a0 Both are about seeing for yourself where processes happen in the workplace, visiting the frontline, sitting with people, listening to them, understanding how they work and most importantly, why, so we can experience the problems ourselves.<\/p>\n

That can be applied to an office environment as much as a workshop or a production line.<\/p>\n

<\/div>\n

When I was at Toyota, we would work from the office one day a week.\u00a0 And we would see the boss walking around the office, sitting with the accounts team or talking to the operations guys, asking questions and making notes.\u00a0 That was Genchi Genbutsu in action \u2013 he was spending time with the people on the frontline so he could understand their processes and the issues they were facing.<\/p>\n

Respect is a big part.\u00a0 Respecting our people, respecting our dealers, respecting our customers.\u00a0 Respect isn’t only about being nice and saying good morning and good evening to somebody.<\/p>\n

It’s also about implementing policies, procedures, standards that create an environment<\/em> of respect for people.\u00a0 Where they feel valued, where they feel responsible for their own performance and where they feel empowered to voice their opinions and share their ideas.<\/p>\n

Of course, a key element of continuous improvement is about eliminating wastage, including time.\u00a0 And every business in every sector has wasted time, whether it\u2019s unnecessary meetings, rambling reports, cumbersome bureaucracy.\u00a0 These are all examples of areas where a Kaizen approach can improve efficiency and productivity.<\/p>\n

How has Abdul Latif Jameel tried to apply a continuous improvement approach in the workplace and what difference has it made?<\/h2>\n

At Abdul Latif Jameel, we have a whole program dedicated to Kaizen called \u2018best in town\u2019.\u00a0 It\u2019s an initiative started by Toyota, and it\u2019s called \u2018best in town\u2019<\/a> for a reason.\u00a0 The idea is that to be the best in your town, you need to know your local market very well, you need to fully understand your customers\u2019 needs, and you need to consistently meet those needs in a much closer, more meaningful way than if you\u2019re aiming to be \u2018best in the world\u2019 \u2013 which is a far more abstract goal, for example.<\/p>\n

So, we have created this \u2018best in town\u2019 team to be the champions of continuous improvement within Abdul Latif Jameel; to help all our different businesses and locations understand the continuous improvement ethos and know how to embed it in their own operations.\u00a0 We\u2019ve just had the regional \u2018best in town\u2019 2023 conference in Saudi Arabia, with over 150 delegates from \u2018best in town\u2019 teams across the world to share their insights, experiences and successes with continuous improvement from a wide variety of businesses and industry sectors.<\/p>\n

\n
\"\"

Hassan Jameel discussing Hoshin Kanri planning with the team at Abdul Latif Jameel Motors Toyota, Madina Road Jeddah as part of a genchi genbutsu front-line visit October 2022.<\/p><\/div>\n

\"Peter

Peter Aberle, CEO Abdul Latif Jameel Motors Saudi Arabia (center left) with Hassan (center right) and the team at Abdul Latif Jameel Motors Toyota, Madina Road Jeddah celebrating their \u201cBest-in-Town\u201d win, October 2022.<\/p><\/div>\n<\/div>\n

\n
\"\"

Hassan Jameel discussing Hoshin Kanri planning with the team at Abdul Latif Jameel Motors Toyota, Khurais center Riyadh (BIT) June 2023 again as part of a BIT front-line visit.<\/p><\/div>\n

\"Hassan

And touring the aftersales and service facilities with the local team discussing improvement initiatives, Abdul Latif Jameel Motors Toyota, Khurais center Riyadh (BIT) June 2023<\/p><\/div>\n<\/div>\n

How has the initiative been received within Abdul Latif Jameel?<\/h2>\n

Extremely positively, and not just by management, but more importantly for me, by the people who really matter \u2013 the people on the front line who are responsible for responding to the needs of our customers and clients every day.<\/p>\n

When I visit a location that \u2018best in town\u2019 hasn\u2019t reached yet, I get people coming over and asking me when it\u2019s coming, because they\u2019ve heard such positive things about it.<\/p>\n

Going forwards, how can this mindset of continuous improvement help Abdul Latif Jameel in its continuing success?<\/h2>\n

Our objective as a business is to make sure our culture is one that believes in and acts on continuous improvement in perpetuity.<\/p>\n

That’s very difficult to achieve, but if we can build a culture within Abdul Latif Jameel whereby continuous improvement is the default mindset; an automatic approach that everybody follows without even thinking about it; led by a generation of leaders who are brought up with this way of thinking, that will be a very powerful proposition.<\/p>\n

We\u2019re not there yet, but that\u2019s what we\u2019re striving for.<\/p>\n

As a young man, you went to Toyota in Japan, and you were immersed in the Kaizen culture. \u00a0How has it changed the way you look at life?<\/h2>\n

Fundamentally, Kaizen is such a simple way of looking at life. \u00a0That\u2019s how it has affected me most.\u00a0 I try to keep things as simple as they can be, because once you complicate things, the solutions also become more complicated.\u00a0 It starts with small things, like making your bed every morning.\u00a0 If you do that, then you\u2019re starting the day with a first small piece of success.<\/p>\n

It also taught me that you must always strive for improvement in yourself and be humble about it.<\/p>\n

\"Shibuya

Shibuya Crossing, Tokyo, Japan. Photo credit: \u00a9 Timo Volz<\/p><\/div>\n

\"Dr

Dr Shoichiro Toyoda (1925-2023). Photo Credit \u00a9 Toyota<\/p><\/div>\n

I remember my father once having dinner with Dr Shoichiro Toyoda, the founder of Toyota.<\/p>\n

They were talking about the \u2018Toyota Way\u2019 and my father asked him, \u201cwhat does it mean to you?\u201d\u00a0And Dr Toyoda responded: \u201cI\u2019m still learning.\u201d<\/p>\n

Later, I reflected on what that meant, and it really struck me.<\/p>\n

What it means is humility . . .\u00a0\u00a0Being aware – and humble enough – to appreciate that everyone can always learn and improve; it means understanding this deeply, and so continually moving forwards \u2013 which is very the essence of Kaizen.<\/p>\n

\"Seif

Seif Shieshakly (L) and Patrick Wiebusch (R) Co-founders, Four Principles, and their mantra: \u201cKaizen. Zero waste implemented!\u201d<\/p><\/div>\n

In fact such is Abdul Latif Jameel\u2019s commitment to continuous improvement, that in 2017 we entered a joint venture with \u2018Lean Management\u2019 consultancy, Four Principles<\/a>, to spread the ideas across the Middle East region and beyond, helping both private and public sector organizations leverage the opportunities it can deliver.<\/p>\n","protected":false},"featured_media":16316,"menu_order":0,"template":"","class_list":["post-16342","perspectives","type-perspectives","status-publish","has-post-thumbnail","hentry"],"acf":[],"yoast_head":"\nDaha iyi i\u015f ve daha iyi bir ya\u015fam i\u00e7in . . . bir felsefe - Abdul Latif Jameel<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"tr_TR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Daha iyi i\u015f ve daha iyi bir ya\u015fam i\u00e7in . . . bir felsefe - Abdul Latif Jameel\" \/>\n<meta property=\"og:description\" content=\"The Toyota Motor Corporation Kaizen Team 2004 (Hassan Jameel is front row, second from the left) A discussion with Hassan Jameel on Kaizen, and how small continuous improvement can add up to so much. 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Bir i\u015fletmenin y\u00f6netimiyle ilgili tamamen yeni bir felsefeyi de \u00fclkesine getiriyordu.<\/p>"],"_mobile_featured_image":["field_66f6b4bee65f3"],"mobile_featured_image":["https:\/\/media.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture1-2.jpg"],"_push_notification":["field_66f6b47de65f1"],"push_notification":[""],"_publish_mobile":["field_66f6b491e65f2"],"publish_mobile":["1"],"_status":["field_652694983fe12"],"status":["publish"],"_thumbnail_id":["16316"],"_wpml_word_count":["{\"total\":2323,\"to_translate\":{\"ar\":2323,\"zh-hans\":2323,\"fr\":2323,\"ja\":2323,\"es\":2323,\"tr\":2323}}"],"_last_translation_edit_mode":["native-editor"],"amazonS3_cache":["a:46:{s:73:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picturegroup.png\";a:2:{s:2:\"id\";s:5:\"16317\";s:11:\"source_type\";s:13:\"media-library\";}s:92:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/HJ-continuous-improvement-1_001.jpg\";a:2:{s:2:\"id\";s:5:\"16318\";s:11:\"source_type\";s:13:\"media-library\";}s:71:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture5-2.png\";a:2:{s:2:\"id\";s:5:\"16319\";s:11:\"source_type\";s:13:\"media-library\";}s:79:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture5-2-214x300.png\";a:2:{s:2:\"id\";s:5:\"16319\";s:11:\"source_type\";s:13:\"media-library\";}s:69:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture6.jpg\";a:2:{s:2:\"id\";s:4:\"8865\";s:11:\"source_type\";s:13:\"media-library\";}s:92:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/HJ-continuous-improvement-2_001.jpg\";a:2:{s:2:\"id\";s:5:\"16320\";s:11:\"source_type\";s:13:\"media-library\";}s:69:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture8.jpg\";a:2:{s:2:\"id\";s:5:\"16321\";s:11:\"source_type\";s:13:\"media-library\";}s:71:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture9-1.png\";a:2:{s:2:\"id\";s:5:\"16322\";s:11:\"source_type\";s:13:\"media-library\";}s:79:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture9-1-300x232.png\";a:2:{s:2:\"id\";s:5:\"16322\";s:11:\"source_type\";s:13:\"media-library\";}s:70:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture10.png\";a:2:{s:2:\"id\";s:5:\"16323\";s:11:\"source_type\";s:13:\"media-library\";}s:70:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture11.png\";a:2:{s:2:\"id\";s:5:\"16324\";s:11:\"source_type\";s:13:\"media-library\";}s:70:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture12.png\";a:2:{s:2:\"id\";s:5:\"16325\";s:11:\"source_type\";s:13:\"media-library\";}s:78:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture12-300x201.png\";a:2:{s:2:\"id\";s:5:\"16325\";s:11:\"source_type\";s:13:\"media-library\";}s:70:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture13.jpg\";a:2:{s:2:\"id\";s:5:\"16326\";s:11:\"source_type\";s:13:\"media-library\";}s:70:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture14.png\";a:2:{s:2:\"id\";s:5:\"16327\";s:11:\"source_type\";s:13:\"media-library\";}s:78:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture14-300x169.png\";a:2:{s:2:\"id\";s:5:\"16327\";s:11:\"source_type\";s:13:\"media-library\";}s:70:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture15.jpg\";a:2:{s:2:\"id\";s:5:\"16328\";s:11:\"source_type\";s:13:\"media-library\";}s:78:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture15-300x169.jpg\";a:2:{s:2:\"id\";s:5:\"16328\";s:11:\"source_type\";s:13:\"media-library\";}s:70:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture16.png\";a:2:{s:2:\"id\";s:5:\"16329\";s:11:\"source_type\";s:13:\"media-library\";}s:70:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture17.png\";a:2:{s:2:\"id\";s:5:\"16330\";s:11:\"source_type\";s:13:\"media-library\";}s:70:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture18.png\";a:2:{s:2:\"id\";s:5:\"16331\";s:11:\"source_type\";s:13:\"media-library\";}s:78:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture18-300x194.png\";a:2:{s:2:\"id\";s:5:\"16331\";s:11:\"source_type\";s:13:\"media-library\";}s:78:\"\/\/cms.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture11-300x222.png\";a:2:{s:2:\"id\";s:5:\"16324\";s:11:\"source_type\";s:13:\"media-library\";}s:72:\"\/\/media.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picture11.png\";a:2:{s:2:\"id\";s:5:\"16324\";s:11:\"source_type\";s:13:\"media-library\";}s:75:\"\/\/media.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/Picturegroup.png\";a:2:{s:2:\"id\";s:5:\"16317\";s:11:\"source_type\";s:13:\"media-library\";}s:94:\"\/\/media.alj3.clients.lemonhq.io\/wp-content\/uploads\/2024\/10\/HJ-continuous-improvement-1_001.jpg\";a:2:{s:2:\"id\";s:5:\"16318\";s:11:\"source_type\";s:13:\"media-library\";}s:73:\"\/\/media.alj3.clients.lemonhq.io\/wp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style=\"font-size: 14px; position: absolute; margin-top: -33px;\">Toyota Motor Corporation Kaizen Ekibi 2004 (Hassan Jameel, \u00f6n s\u0131rada soldan ikinci)<\/span>\r\n<h1>Daha iyi i\u015f ve daha iyi bir ya\u015fam i\u00e7in . . . bir felsefe<\/h1>\r\nKaizen ve s\u00fcrekli k\u00fc\u00e7\u00fck geli\u015fimlerin ne kadar \u00e7ok \u015fey katabilece\u011fi hakk\u0131nda Hassan Jameel ile yap\u0131lan bir g\u00f6r\u00fc\u015fme.\r\n\r\n<a href=\"https:\/\/alj.com\">Abdul Latif Jameel<\/a> yakla\u015f\u0131k 70 y\u0131l \u00f6nce <a href=\"https:\/\/global.toyota\/en\/index.html\">Toyota<\/a> ile ilk i\u015f ortakl\u0131\u011f\u0131 yapt\u0131\u011f\u0131nda asl\u0131nda arabalardan daha fazlas\u0131n\u0131 ithal ediyordu. Bir i\u015fletmenin y\u00f6netimiyle ilgili tamamen yeni bir felsefeyi de \u00fclkesine getiriyordu.\r\n\r\nToyota gibi Japon \u015firketlerinin \u00f6nc\u00fcl\u00fc\u011f\u00fcn\u00fc yapt\u0131\u011f\u0131 \u2018s\u00fcrekli geli\u015fim\u2019 yakla\u015f\u0131m\u0131 olarak da bilinen Kaizen i\u015f felsefesi, verimlili\u011fi ve performans\u0131 art\u0131rmaya, israf\u0131 ortadan kald\u0131rmaya ve kaynak kullan\u0131m\u0131n\u0131 optimize etmeye dayanmaktad\u0131r.\r\n\r\n1913 y\u0131l\u0131nda fabrikalar\u0131na hareketli montaj hatt\u0131n\u0131 getiren Henry Ford, ilk basit yal\u0131n imalat s\u00fcrecini olu\u015fturan ki\u015fi olarak bilinmektedir. Ancak, Ford\u2019un ger\u00e7ek bir Yal\u0131n Y\u00f6netim ve \u00fcretim sistemi olu\u015fturmaya y\u00f6nelik orijinal fikrini 1930\u2019larda detayland\u0131ran ve geli\u015ftirenler Toyota\u2019da \u00e7al\u0131\u015fan Kiichiro Toyoda, Taiichi Ohno ve di\u011ferlerinin \u00e7al\u0131\u015fmalar\u0131 oldu.\r\n\r\nFord\u2019un y\u00f6ntemlerinden ilham alarak Toyota \u00dcretim Sistemini olu\u015fturdular ve gelecek on y\u0131llar boyunca bir devrimin ate\u015fini yakarak hem Japonya\u2019da hem de Birle\u015fik Devletler\u2019deki i\u015fletmelerin d\u00f6n\u00fc\u015f\u00fcm\u00fcnde \u00f6nc\u00fc oldular.\r\n\r\n[caption id=\"attachment_112466\" align=\"alignright\" width=\"2008\"]<img class=\"size-full wp-image-112466\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picturegroup.png\" alt=\"\" width=\"2008\" height=\"855\" \/> Sol: Kiichiro Toyoda (1894-1952), Sa\u011f: Taiichi Ohno (1912-1990)[\/caption]\r\n\r\n \r\n\r\nJaponlar\u0131n s\u00fcrekli geli\u015fim s\u00fcreci olarak adland\u0131rd\u0131\u011f\u0131 Kaizen, imalat s\u00fcre\u00e7lerinden do\u011fmu\u015ftur. Ancak, ayn\u0131 \u015fekilde hizmet i\u015fletmelerine de uygulanabilir. Yal\u0131n Y\u00f6netimi benimseyen kurulu\u015flar ne kadar k\u00fc\u00e7\u00fck oldu\u011funa bak\u0131lmaks\u0131z\u0131n geli\u015fim potansiyellerini g\u00f6rmek i\u00e7in her ad\u0131m\u0131 ve etkinli\u011fi de\u011ferlendirirler. Bu kazan\u0131mlar m\u00fcnferit olarak \u00f6nemsiz olabilir, ancak hep birlikte olumlu y\u00f6ndeki de\u011fi\u015fimi tetikleyen \u00f6nemli iyile\u015ftirmelere katk\u0131da bulunabilirler.\r\n\r\n<img class=\"wp-image-112734 size-full aligncenter\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/HJ-continuous-improvement-1_001.jpg\" alt=\"\" width=\"1770\" height=\"941\" \/>\r\n\r\n \r\n\r\n[caption id=\"attachment_112368\" align=\"alignleft\" width=\"214\"]<img class=\"wp-image-112368 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture5-214x300.png\" alt=\"Hassan Jameel\" width=\"214\" height=\"300\" \/> Hassan Jameel<br \/>Ba\u015fkan Vekili ve Ba\u015fkan Yard\u0131mc\u0131s\u0131<br \/>Abdul Latif Jameel, Suudi Arabistan[\/caption]\r\n\r\nAbdul Latif Jameel Suudi Arabistan Ba\u015fkan Vekili ve Ba\u015fkan Yard\u0131mc\u0131s\u0131 <a href=\"https:\/\/alj.com\/en\/our-people\/hassan-jameel\/\">Hassan Jameel<\/a>, Kaizen felsefesinin ate\u015fli bir savunucusudur ve 2000\u2019lerin ba\u015f\u0131nda Japonya\u2019daki genel merkezlerinde Toyota\u2019da \u00e7al\u0131\u015f\u0131rken bunu ilk elden deneyimlemi\u015ftir.\r\n\r\nHassan ile s\u00fcrekli geli\u015fime olan ilgisini ve bunun organizasyonlar\u0131n i\u015f yapma \u015fekillerini d\u00f6n\u00fc\u015ft\u00fcrmelerine nas\u0131l yard\u0131mc\u0131 oldu\u011funu konu\u015fmak i\u00e7in g\u00f6r\u00fc\u015ft\u00fck.\r\n<h2>\u2018S\u00fcrekli geli\u015fim\u2019 nedir?\r\nVe bu sizin i\u00e7in ne anlama geliyor?<\/h2>\r\nBu kadar \u00e7ok i\u015f jargonu ve dan\u0131\u015fmanl\u0131k terminolojisinin aksine, s\u00fcrekli geli\u015fimin tan\u0131m\u0131 tatmin edici derecede basittir.\r\n\r\nBu iki kelime, tam anlam\u0131yla kendini a\u00e7\u0131kl\u0131yor. S\u00fcrekli geli\u015fim. S\u00fcrekli daha iyi olmaya \u00e7al\u0131\u015fmak. \u0130lk bak\u0131\u015fta \u00e7ok basit gibi g\u00f6r\u00fcn\u00fcyor. Ama bundan daha derin k\u00f6kleri var. Bir birey olarak benim i\u00e7in s\u00fcrekli geli\u015fim, sadece her g\u00fcn kendini geli\u015ftirmekle ilgili de\u011fildir. Bu zihniyeti ya\u015fam tarz\u0131n\u0131za nas\u0131l dahil etti\u011finizle ilgilidir, b\u00f6ylece otomatik hale gelir.\r\n\r\nGeli\u015fim i\u00e7in neler yapabilece\u011finizi her g\u00fcn d\u00fc\u015f\u00fcn\u00fcn. Her g\u00fcn bir \u015feyi geli\u015ftirmeye \u00e7al\u0131\u015ft\u0131\u011f\u0131n\u0131z s\u00fcrece ne kadar k\u00fc\u00e7\u00fck oldu\u011funun bir \u00f6nemi yoktur. O zaman bu ger\u00e7ekten kimli\u011finizin bir par\u00e7as\u0131 haline gelir.\r\n\r\nKurulu\u015flarda da benzerdir. K\u00fc\u00e7\u00fck bir de\u011fi\u015fim olsa bile, her g\u00fcn yapt\u0131klar\u0131 her \u015feyde s\u00fcrekli iyile\u015ftirme yakla\u015f\u0131m\u0131n\u0131 tutarl\u0131 bir \u015fekilde uygulayabilecek bir k\u00fclt\u00fcr\u00fc nas\u0131l olu\u015fturursunuz?\r\n\r\n\u0130\u015fletmedeki herkesin s\u00fcrekli olarak kendi rolleri, ekiplerinin rolleri ve g\u00f6revlerinin bir par\u00e7as\u0131 olarak yerine getirdikleri g\u00f6revler ve ne gibi k\u00fc\u00e7\u00fck de\u011fi\u015fiklikler yaparak verimlili\u011fi ve kaliteyi art\u0131rabilecekleri hakk\u0131nda d\u00fc\u015f\u00fcnmesini ifade eden bir k\u00fclt\u00fcr. Her bir bireysel de\u011fi\u015fiklik en az\u0131ndan o an \u00f6nemsiz g\u00f6r\u00fcnebilir. Ama t\u00fcm bu de\u011fi\u015fimler birikir. Kademeli bir \u015fekilde at\u0131lan en k\u00fc\u00e7\u00fck ad\u0131mlar bile bir araya getirildi\u011finde b\u00fcy\u00fck bir fark yarat\u0131r. S\u00fcrekli geli\u015fimi daha etkili ve anla\u015f\u0131lmas\u0131 kolay hale getiren \u015feyin basitlik oldu\u011funa inan\u0131yorum.\r\n<h2>S\u00fcrekli geli\u015fim kavram\u0131n\u0131n ilk ne zaman fark\u0131na vard\u0131n\u0131z?<\/h2>\r\n\u00c7ok gen\u00e7ken, i\u015f hayat\u0131nda \u00e7al\u0131\u015fmaya ba\u015flamadan \u00f6nce bile bunun fark\u0131na varm\u0131\u015ft\u0131m. Babam\u0131n ve di\u011fer \u00fcst d\u00fczey y\u00f6neticilerin bu konuda konu\u015ftuklar\u0131n\u0131 duyard\u0131m ve bunun i\u015fletmenin yapmakta oldu\u011fu bir \u015fey oldu\u011funun fark\u0131ndayd\u0131m, ancak ne anlama geldi\u011fini anlamad\u0131m.\r\n\r\n[caption id=\"attachment_112375\" align=\"alignright\" width=\"202\"]<img class=\"wp-image-112375 size-full\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture6.jpg\" alt=\"The Toyota Way\" width=\"202\" height=\"202\" \/> Toyota Way (Toyota Tarz\u0131) \u2013 uzun s\u00fcredir en \u00e7ok satanlar aras\u0131na yer alan bir y\u00f6netim kitab\u0131.[\/caption]\r\n\r\nS\u00fcrekli geli\u015fim, Toyota\u2019n\u0131n \u00f6nc\u00fcl\u00fc\u011f\u00fcndeki \u2018Kaizen\u2019 i\u015f felsefesine dayanmaktad\u0131r.\r\n\r\nAbdul Latif Jameel bu yakla\u015f\u0131mla ilk defa 1950\u2019lerde Suudi Arabistan\u2019a Toyota ara\u00e7lar\u0131 ithal etmeye ba\u015flad\u0131\u011f\u0131nda tan\u0131\u015ft\u0131. Ancak bir i\u015f felsefesi olarak s\u00fcrekli geli\u015fim, ger\u00e7ek anlamda 1990\u2019larda ve 2000\u2019lerde k\u00fcresel olarak \u00f6ne \u00e7\u0131kt\u0131. 2001 y\u0131l\u0131nda uzun zamand\u0131r bu kavram\u0131n \u00f6nc\u00fclerinden biri olarak g\u00f6r\u00fclen Toyota, Kaizen yakla\u015f\u0131m\u0131n\u0131 Toyota Way (Toyota Tarz\u0131) kitab\u0131n\u0131n yay\u0131nlanmas\u0131yla resmile\u015ftirdi.\r\n\r\nSon derece etkili bu belge, d\u00fcnyan\u0131n d\u00f6rt bir yan\u0131ndaki i\u015fletmelerin s\u00fcrekli geli\u015fim ve sa\u011flayabilece\u011fi faydalar hakk\u0131nda daha fazla bilgi edinmesi i\u00e7in bir rehber haline geldi.\r\n\r\n \r\n\r\n<img class=\"wp-image-112741 size-full aligncenter\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/HJ-continuous-improvement-2_001.jpg\" alt=\"\" width=\"2300\" height=\"787\" \/>\r\n\r\nBu, Japonlara \u00f6zg\u00fc bir felsefe de\u011fildir. Di\u011fer b\u00fcy\u00fck Japon \u015firketlerine gitti\u011finizde, Kaizen\u2019i Toyota\u2019da duydu\u011funuz kadar duymazs\u0131n\u0131z. Bu fikirleri alan ve bunlar\u0131 ger\u00e7ekten s\u00fcrekli geli\u015fim kavram\u0131 etraf\u0131nda tutarl\u0131, pratik bir i\u015f geli\u015fim felsefesine d\u00f6n\u00fc\u015ft\u00fcren, \u00f6zellikle Toyota oldu.\r\n<h2>E\u011fitim g\u00f6rerek ve kariyerinizin ba\u015flar\u0131nda Toyota\u2019da \u00e7al\u0131\u015farak Japonya\u2019da ge\u00e7irdiniz bir d\u00f6nem oldu. Bu, s\u00fcrekli geli\u015fim anlay\u0131\u015f\u0131n\u0131z\u0131 nas\u0131l etkiledi?<\/h2>\r\nLise ve \u00fcniversiteye Japonya\u2019da gittim ve tatillerimi genellikle Toyota\u2019da stajyer olarak \u00e7al\u0131\u015farak ve k\u00fc\u00e7\u00fck projelere yard\u0131mc\u0131 olarak ge\u00e7irirdim. Toyota\u2019n\u0131n yerel Kaizen departman\u0131na ilk Japon olmayan ki\u015fi olarak 2004 y\u0131l\u0131nda kat\u0131ld\u0131\u011f\u0131mda, s\u00fcrekli geli\u015fime nelerin dahil oldu\u011funu uygulamal\u0131 d\u00fczeyde ger\u00e7ekten anlamaya ba\u015flad\u0131m.\r\n\r\nKaizen departman\u0131n\u0131n rol\u00fc, Japonya\u2019daki bayilerle birlikte \u00e7al\u0131\u015fmak ve Kaizen projelerinin uygulanmas\u0131nda onlar\u0131 desteklemekti. Bunlar genellikle tedarik zinciri, servis, envanter y\u00f6netimi ile ilgili operasyonel projelerdi. S\u00fcrekli bir geli\u015fim s\u00fcreci olu\u015fturmak ve uygulamak, en \u00f6nemlisi de kendi haline b\u0131rakt\u0131ktan sonra da s\u00fcrd\u00fcr\u00fclebilir olmas\u0131n\u0131 sa\u011flamak i\u00e7in birka\u00e7 ay birlikte \u00e7al\u0131\u015ft\u0131k.\r\n\r\n<img class=\"size-full wp-image-112389 aligncenter\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture8.jpg\" alt=\"Japan\" width=\"1379\" height=\"689\" \/>\r\n<h2>Bu neleri i\u00e7eriyordu ve size s\u00fcrekli iyile\u015ftirme hakk\u0131nda ne \u00f6\u011fretti?<\/h2>\r\nSistem i\u00e7in bir \u015fok etkisi yaratt\u0131!\r\n\r\n[caption id=\"attachment_112396\" align=\"alignright\" width=\"300\"]<img class=\"wp-image-112396 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture9-300x232.png\" alt=\"\" width=\"300\" height=\"232\" \/> Hassan Jameel, 2004 y\u0131l\u0131nda Kaizen Departman\u0131 ekibi ile Tokyo\u2019daki Toyota Motor \u015firket merkezinde.[\/caption]\r\n\r\nDaha \u00f6ncesinde \u2018Kaizen\u2019 kelimesinin bir g\u00f6revi geli\u015ftirmeyi ifade eden belirsiz bir sembol olarak kullan\u0131ld\u0131\u011f\u0131 Japonya d\u0131\u015f\u0131ndaki farkl\u0131 \u00e7al\u0131\u015fma ortamlar\u0131nda zaman ge\u00e7irmi\u015ftim.\r\n\r\nBaz\u0131 s\u00fcre\u00e7ler olabilece\u011fi kadar verimli de\u011fildi ve daha derin bir seviyede bunun ne anlama geldi\u011fini ger\u00e7ekten anlamadan birileri \u201csadece Kaizen\u2019e ihtiyac\u0131n\u0131z var!\u201d derdi.\r\n\r\nAncak Japonya\u2019daki Kaizen ekibine girdi\u011fimde arkas\u0131nda \u00e7ok kesin, yap\u0131land\u0131r\u0131lm\u0131\u015f bir felsefe oldu\u011funu fark ettim.\r\n\r\nKaizen yakla\u015f\u0131m\u0131, bir i\u015fletmenin k\u00fclt\u00fcr\u00fcn\u00fcn ve \u00e7al\u0131\u015fma y\u00f6ntemlerinin neredeyse her unsuruyla ili\u015fkili bir dizi ilkeye dayan\u0131r. Ancak s\u00fcre\u00e7 d\u00fczeyinde, yani belirli bir s\u00fcreci iyile\u015ftirmek istedi\u011finizde her \u015fey verilerle ba\u015flar. Bu, ba\u015farmam\u0131z gereken ilk g\u00f6rev olacakt\u0131.\r\n\r\n\u00d6rne\u011fin, araba temizlik hatt\u0131ndaki birisinin veya servis merkezinde ara\u00e7lara servis sa\u011flayan bir operat\u00f6r\u00fcn \u00f6n\u00fcnde dururduk. Bir kronometremiz ve not defterimiz vard\u0131; i\u015f g\u00fcnlerinde yapt\u0131klar\u0131 her \u015feyi zamanlamalar\u0131 ile birlikte not ederdik. Tuvalete gittiklerinde, bir alet almak i\u00e7in garaja y\u00fcr\u00fcd\u00fcklerinde veya gidip birine soru sorduklar\u0131nda bunu not ederdik.\r\n\r\n<img class=\"aligncenter wp-image-112403\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture10.png\" alt=\"\" width=\"1431\" height=\"803\" \/>\r\n\r\nBunu bu g\u00f6reve kat\u0131lan herkes i\u00e7in yapard\u0131k, bu nedenle her \u00e7al\u0131\u015fan i\u00e7in bir tane olmak \u00fczere b\u00fcy\u00fck \u00e7al\u0131\u015fma sayfas\u0131na koyaca\u011f\u0131m\u0131z t\u00fcm verileri toplamam\u0131z bir hafta veya daha fazla s\u00fcrebilirdi. Bunlar\u0131 duvara as\u0131p sat\u0131r sat\u0131r inceler ve bo\u015fa harcanm\u0131\u015f zaman, \u00e7al\u0131\u015fma zaman\u0131 veya verimsiz \u00e7al\u0131\u015fma olup olmad\u0131\u011f\u0131n\u0131 belirtmek i\u00e7in farkl\u0131 renkler kullanarak i\u015faretlerdik.\r\n\r\nO s\u0131rada sadece stajyerdim ve ne yapt\u0131\u011f\u0131m\u0131z\u0131 tam olarak anlamazd\u0131m. Patronuma bunun Kaizen ile ne ilgisi oldu\u011funu sordum. Bizi nas\u0131l daha verimli k\u0131lacak?\r\n\r\n\u201c<em>Hi\u00e7 bo\u015fa zaman harcand\u0131\u011f\u0131n\u0131 g\u00f6rd\u00fcn m\u00fc?\u201d <\/em>dedi. Ona, izlenen \u00e7al\u0131\u015fan\u0131n baz\u0131 aletleri almak i\u00e7in i\u015f istasyonundan iki veya \u00fc\u00e7 kez ayr\u0131lmas\u0131 gerekti\u011fini s\u00f6yledim. Bana \u201c<em>Bu ne kadar s\u00fcrd\u00fc?\u201d <\/em>diye sordu. ve verilere g\u00f6re toplamda alt\u0131 dakika s\u00fcrd\u00fc\u011f\u00fcn\u00fc s\u00f6yledim. <em>\u201cBu s\u00fcreyi nas\u0131l azaltabilirsin?\u201d<\/em> dedi. Operat\u00f6r\u00fcn almaya gitti\u011fi aletler, i\u015f istasyonuna yak\u0131n olsayd\u0131 onlar\u0131 almak i\u00e7in odaya gitmesine gerek kalmayaca\u011f\u0131n\u0131, bu nedenle alt\u0131 dakika kazanaca\u011f\u0131n\u0131 s\u00f6yledim. Alt\u0131 dakika ne fark yaratabilir diye d\u00fc\u015f\u00fcn\u00fcyordum! Ama o \u00e7ok heyecanl\u0131yd\u0131. Bir g\u00fcnde bir teknisyene alt\u0131 dakika kazand\u0131rabilsek bunun haftada yar\u0131m saat edece\u011fini s\u00f6yledi. Bunu yapan sekiz teknisyen olsa bu, haftada d\u00f6rt saat, yani neredeyse yar\u0131m g\u00fcn tasarruf anlam\u0131na gelir. Bunu y\u0131la vurdu\u011fumuzda bu \u00e7ok b\u00fcy\u00fck bir tasarruf demektir. Bu s\u00fcre i\u00e7inde ka\u00e7 tane daha araca servis yap\u0131labilir?\r\n\r\nS\u00fcrekli geli\u015fimin neyle ilgili oldu\u011funu ger\u00e7ekten anlamaya ba\u015flad\u0131\u011f\u0131m an buydu. Bu en \u00fcstteki ki\u015filerin i\u015f yerini d\u00f6n\u00fc\u015ft\u00fcrece\u011fini d\u00fc\u015f\u00fcnd\u00fc\u011f\u00fc b\u00fcy\u00fck, pahal\u0131 fikirlerle ilgili de\u011fildi. Bu, s\u00fcrd\u00fcr\u00fclebilecek ger\u00e7ek ve anlaml\u0131 bir fark yaratmak i\u00e7in a\u015fa\u011f\u0131dan yukar\u0131 do\u011fru \u00e7o\u011falarak artan k\u00fc\u00e7\u00fck ve kademeli ad\u0131mlarla ilgiliydi.\r\n\r\n\u00c7al\u0131\u015ft\u0131\u011f\u0131m\u0131z bir ba\u015fka i\u015f ise bir bayi i\u00e7in deponun yeniden boyanmas\u0131n\u0131 i\u00e7eriyordu. Yakla\u015f\u0131k 10 g\u00fcn i\u00e7inde hepsini kendi ba\u015f\u0131m\u0131za yapt\u0131k. \u00c7ok s\u0131k\u0131 \u00e7al\u0131\u015fma gerektiren bir i\u015fti! R\u00fczgarda, karda ve ya\u011fmurda hep d\u0131\u015far\u0131dayd\u0131k. Patronuma \u201cneden i\u00e7eri girip depoyu parayla bir boyac\u0131ya boyatm\u0131yoruz\u201d diye sordum. Kendimiz yaparsak, s\u00fcreci ve bunu nas\u0131l geli\u015ftirece\u011fimizi anlayaca\u011f\u0131m\u0131z\u0131, b\u00f6ylece sonraki y\u0131l bunu daha da iyi yapabilece\u011fimizi a\u00e7\u0131klad\u0131. Bunu yapmas\u0131 i\u00e7in ba\u015fkas\u0131na \u00f6deme yaparsak bu bilgiyi elde edemeyiz.\r\n<h2>Bunun b\u00fcy\u00fck fikirlerle de\u011fil, k\u00fc\u00e7\u00fck de\u011fi\u015fikliklerle ilgili oldu\u011fu inanc\u0131 \u00e7ok g\u00fc\u00e7l\u00fc, de\u011fil mi? Bazen i\u015f d\u00fcnyas\u0131nda, bir sorunu parayla \u00e7\u00f6zmek, ger\u00e7ek nedenlerin ne oldu\u011funu derinlemesine analiz etmekten daha kolayd\u0131r.<\/h2>\r\nBu \u00e7ok do\u011fru.\r\n\r\nPatronum bir keresinde bana, bir sorunu \u00e7\u00f6zmek istiyorsan, ona bir tane daha ekleme. . . onu <em>azalt<\/em> demi\u015fti.\r\n\r\nDemek istedi\u011fi \u015fey, bir sorun tespit edildi\u011finde yeni s\u00fcre\u00e7ler, yat\u0131r\u0131m veya teknoloji gibi \u015feylerle daha fazla ekleme yapmamakt\u0131. Bunun yerine yap\u0131lmas\u0131 gereken israf\u0131 veya \u2018muda\u2019y\u0131 (Japonca) tan\u0131mlamak ve bunu s\u0131f\u0131rla \u00e7arpmakt\u0131r. Yani, onu ortadan kald\u0131rmakt\u0131r. T\u00fcm israf\u0131 ve gereksiz harcanan zaman\u0131 ortadan kald\u0131rd\u0131ktan sonra bunu en net s\u00fcre\u00e7 olan \u2018ele\u015ftirel yol\u2019 ile e\u015fle\u015ftirirsiniz.\r\n\r\nBu size, o s\u00fcreci kademeli olarak geli\u015ftirmede yard\u0131mc\u0131 olacak temeli sa\u011flar.\r\n<h2>S\u00fcrekli geli\u015ftirmenin b\u00fcy\u00fck bir imalat i\u015fi i\u00e7in nas\u0131l ge\u00e7erli oldu\u011funu g\u00f6rmek kolayd\u0131r. K\u00fc\u00e7\u00fck i\u015fletmeler veya hizmet i\u015fletmeleri i\u00e7in de ge\u00e7erli olabilir mi?<\/h2>\r\n[caption id=\"attachment_112410\" align=\"alignleft\" width=\"344\"]<img class=\"size-full wp-image-112410\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture11.png\" alt=\"\" width=\"344\" height=\"255\" \/> Hassan Jameel, 2004 y\u0131l\u0131nda Kaizen Departman\u0131 ekibi ile Tokyo\u2019daki Toyota Motor \u015firket merkezinde.[\/caption]\r\n\r\nHayat\u0131m\u0131zda yapt\u0131\u011f\u0131m\u0131z her \u015feye uygulanabilir.\r\n\r\nToyota Way kitab\u0131nda a\u00e7\u0131klanan y\u00f6ntemlerden ikisi Genchi Genbutsu ve Gemba\u2019d\u0131r. Her ikisi de i\u015f yerinde s\u00fcre\u00e7lerin nerede ger\u00e7ekle\u015fti\u011fini kendi kendinize g\u00f6rmek, \u00f6n saflar\u0131 ziyaret etmek, insanlarla oturmak, onlar\u0131 dinlemek, nas\u0131l \u00e7al\u0131\u015ft\u0131klar\u0131n\u0131 ve en \u00f6nemlisi nedenlerini anlamakla ilgilidir, b\u00f6ylece sorunlar\u0131 kendimiz ya\u015fayarak \u00f6\u011frenebiliriz.\r\n\r\nBu, bir at\u00f6lye veya \u00fcretim hatt\u0131 kadar bir ofis ortam\u0131na da uygulanabilir.\r\n\r\nToyota\u2019dayken haftada bir g\u00fcn ofiste \u00e7al\u0131\u015f\u0131rd\u0131k. Ve patronun ofiste dola\u015ft\u0131\u011f\u0131n\u0131, hesap ekibi ile oturdu\u011funu veya operasyon ekibinden arkada\u015flarla konu\u015ftu\u011funu, sorular sordu\u011funu ve notlar ald\u0131\u011f\u0131n\u0131 g\u00f6r\u00fcrd\u00fck. Bu Genchi Genbutsu\u2019nun eyleme d\u00f6k\u00fclm\u00fc\u015f haliydi; \u00f6n saflardaki insanlarla zaman ge\u00e7iriyordu, b\u00f6ylece s\u00fcre\u00e7lerini ve kar\u015f\u0131la\u015ft\u0131klar\u0131 sorunlar\u0131 anlayabiliyordu.\r\n\r\nSayg\u0131 bu s\u00fcrecin b\u00fcy\u00fck bir k\u0131s\u0131md\u0131r. \u00c7al\u0131\u015fanlar\u0131m\u0131za sayg\u0131 duymak, bayilerimize sayg\u0131 duymak, m\u00fc\u015fterilerimize sayg\u0131 duymak. Sayg\u0131 sadece nazik olmakla ve birine g\u00fcnayd\u0131n ve iyi ak\u015famlar demekle ilgili de\u011fildir.\r\n\r\nAyr\u0131ca, insanlara sayg\u0131 <em>ortam\u0131 <\/em>yaratan politikalar\u0131n, prosed\u00fcrlerin ve standartlar\u0131n uygulanmas\u0131yla da ilgilidir. Kendilerine de\u011fer verildi\u011fini, kendi performanslar\u0131ndan sorumlu olduklar\u0131n\u0131 ve fikirlerini dile getirme ve fikirlerini payla\u015fma konusunda yetkilendirildiklerini hissettikleri yerdir sayg\u0131 ortam\u0131.\r\n\r\nElbette s\u00fcrekli geli\u015fimin \u00f6nemli bir unsuru, zaman da dahil olmak \u00fczere israf\u0131 ortadan kald\u0131rmakt\u0131r. \u0130ster gereksiz toplant\u0131lar, kar\u0131\u015f\u0131k raporlar ister a\u011f\u0131r b\u00fcrokrasi olsun her sekt\u00f6rdeki her i\u015fletme zaman\u0131n\u0131 bo\u015fa harcam\u0131\u015ft\u0131r. Bunlar\u0131n t\u00fcm\u00fc Kaizen yakla\u015f\u0131m\u0131n\u0131n verimlili\u011fi ve \u00fcretkenli\u011fi art\u0131rabilece\u011fi alanlara \u00f6rnektir.\r\n<h2>Abdul Latif Jameel i\u015f yerinde s\u00fcrekli geli\u015fim yakla\u015f\u0131m\u0131n\u0131 nas\u0131l uygulamaya \u00e7al\u0131\u015ft\u0131 ve bu nas\u0131l bir fark yaratt\u0131?<\/h2>\r\nAbdul Latif Jameel\u2019de, Kaizen\u2019e adanm\u0131\u015f, \u2018\u015fehrin en iyisi\u2019 ad\u0131 verilen b\u00fct\u00fcnc\u00fcl bir program\u0131m\u0131z var. Bu, Toyota taraf\u0131ndan ba\u015flat\u0131lan bir giri\u015fimdir ve buna \u2018<a href=\"https:\/\/toyotatimes.jp\/en\/series\/toyoda_words\/002.html\">\u015fehrin en iyisi<\/a>\u2019 denilmesinin bir nedeni var. Buradaki fikir, \u015fehrin en iyisi olmak i\u00e7in yerel pazar\u0131n\u0131z\u0131 \u00e7ok iyi tan\u0131man\u0131z, m\u00fc\u015fterilerinizin ihtiya\u00e7lar\u0131n\u0131 tam olarak anlaman\u0131z ve \u00e7ok daha soyut bir hedef olan \u2018d\u00fcnyan\u0131n en iyisi\u2019 olmay\u0131 hedefliyorsan\u0131z bu ihtiya\u00e7lar\u0131 \u00e7ok daha yak\u0131ndan anlaml\u0131 ve tutarl\u0131 bir \u015fekilde kar\u015f\u0131laman\u0131z gerekti\u011fidir.\r\n\r\nBu nedenle, Abdul Latif Jameel b\u00fcnyesinde t\u00fcm farkl\u0131 i\u015fletmelerimizin ve konumlar\u0131m\u0131z\u0131n s\u00fcrekli geli\u015fim de\u011ferlerini anlamalar\u0131na ve bunu kendi operasyonlar\u0131na nas\u0131l entegre edeceklerini bilmelerine yard\u0131mc\u0131 olmas\u0131 i\u00e7in s\u00fcrekli geli\u015fimin \u015fampiyonu olacak \u2018\u015fehrin en iyisi\u2019 ekibini olu\u015fturduk. Suudi Arabistan\u2019da 2023\u2019te b\u00f6lgesel \u2018\u015fehrin en iyisi\u2019 konferans\u0131 d\u00fczenledik ve d\u00fcnyan\u0131n d\u00f6rt bir yan\u0131ndaki \u00e7ok \u00e7e\u015fitli i\u015fletmelerden ve end\u00fcstri sekt\u00f6rlerinden gelen 150\u2019den fazla temsilci \u2018\u015fehrin en iyisi\u2019 ekiplerindeki s\u00fcrekli geli\u015fim i\u00e7g\u00f6r\u00fclerini, deneyimlerini ve ba\u015far\u0131lar\u0131n\u0131 payla\u015ft\u0131.\r\n<div class=\"full-width\" style=\"margin-top: 25px; display: flex; justify-content: center;\">\r\n\r\n[caption id=\"attachment_112417\" align=\"alignleft\" width=\"300\"]<img class=\"wp-image-112417 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture12-300x201.png\" alt=\"\" width=\"300\" height=\"201\" \/> Hassan Jameel, Ekim 2022\u2019de bir genchi genbutsu \u00f6n saflar ziyaretinin bir par\u00e7as\u0131 olarak Abdul Latif Jameel Motors Toyota, Madina Road Cidde\u2019deki ekiple Hoshin Kanri planlamas\u0131n\u0131 tart\u0131\u015f\u0131yor.[\/caption]\r\n\r\n[caption id=\"attachment_112424\" align=\"alignleft\" width=\"301\"]<img class=\"size-full wp-image-112424\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture13.jpg\" alt=\"\" width=\"301\" height=\"199\" \/> Ekim 2022\u2019de Hassan (sa\u011f ortada) ile birlikte Abdul Latif Jameel Motors Suudi Arabistan CEO\u2019su Peter Aberle (sol ortada), ekibi ile \u2018\u015fehrin en iyisi\u2019 galibiyetini Toyota, Madina Road Cidde\u2019deki Abdul Latif Jameel Motors\u2019da kutluyor.[\/caption]\r\n\r\n<\/div>\r\n<div class=\"full-width\" style=\"margin-top: 25px; display: flex; justify-content: center;\">\r\n\r\n[caption id=\"attachment_112431\" align=\"alignleft\" width=\"300\"]<img class=\"wp-image-112431 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture14-300x169.png\" alt=\"\" width=\"300\" height=\"169\" \/> Hassan Jameel, Haziran 2023\u2019teki \u2018\u015fehrin en iyisi\u2019 \u00f6n saflar ziyaretinin bir par\u00e7as\u0131 olarak ekipiyle Abdul Latif Jameel Motors Toyota, Khurais merkezi Riyad (\u015fehrin en iyisi) i\u00e7inde Hoshin Kanri planlamas\u0131n\u0131 tart\u0131\u015f\u0131yor.[\/caption]\r\n\r\n[caption id=\"attachment_112438\" align=\"alignleft\" width=\"300\"]<img class=\"wp-image-112438 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture15-300x169.jpg\" alt=\"\" width=\"300\" height=\"169\" \/> Ve yerel ekiple sat\u0131\u015f sonras\u0131 ve servis tesislerini gezerken geli\u015fim giri\u015fimlerini konu\u015fuyor; Abdul Latif Jameel Motors Toyota, Khurais merkezi Riyad (\u015fehrin en iyisi) Haziran 2023[\/caption]\r\n\r\n<\/div>\r\n<h2>Bu giri\u015fim Abdul Latif Jameel i\u00e7inde nas\u0131l kabul g\u00f6rd\u00fc?<\/h2>\r\nSadece y\u00f6netim taraf\u0131ndan de\u011fil, daha da \u00f6nemlisi \u00f6n saflarda yer alan ve her g\u00fcn m\u00fc\u015fterilerimizin ihtiya\u00e7lar\u0131na yan\u0131t vermekten sorumlu olan hakikaten \u00f6nem ta\u015f\u0131yan insanlar taraf\u0131ndan \u00e7ok olumlu bir \u015fekilde sahiplenildi.\r\n\r\n\u2018\u015eehrin en iyisi\u2019 uygulamas\u0131n\u0131n hen\u00fcz ula\u015fmad\u0131\u011f\u0131 bir yeri ziyaret etti\u011fimde insanlar, bu konuda \u00e7ok fazla olumlu \u015feyler duyduklar\u0131ndan gelip bu uygulaman\u0131n ne zaman gelece\u011fini sorarlar.\r\n<h2>\u0130leriye d\u00f6n\u00fck olarak bu s\u00fcrekli geli\u015fim zihniyeti Abdul Latif Jameel\u2019in devam eden ba\u015far\u0131s\u0131na nas\u0131l yard\u0131mc\u0131 olabilir?<\/h2>\r\nBir i\u015fletme olarak hedefimiz, k\u00fclt\u00fcr\u00fcm\u00fcz\u00fcn s\u00fcrekli geli\u015fime inanan ve buna g\u00f6re hareket eden bir k\u00fclt\u00fcr olmas\u0131n\u0131 sa\u011flamakt\u0131r.\r\n\r\nBunu ba\u015farmak \u00e7ok zordur, ancak varsay\u0131lan d\u00fc\u015f\u00fcnce yap\u0131s\u0131n\u0131n s\u00fcrekli geli\u015fim olaca\u011f\u0131 bir k\u00fclt\u00fcr\u00fc Abdul Latif Jameel b\u00fcnyesinde tesis edebilirsek burada i\u015fler, bu d\u00fc\u015f\u00fcnce yap\u0131s\u0131n\u0131 benimseyen lider neslinin \u00f6nc\u00fcl\u00fc\u011f\u00fcnde herkesin d\u00fc\u015f\u00fcnmeye gerek kalmadan izledi\u011fi otomatik bir yakla\u015f\u0131mla ger\u00e7ekle\u015ftirilir ve bunun \u00e7ok g\u00fc\u00e7l\u00fc bir etkisi olacakt\u0131r.\r\n\r\nHen\u00fcz o noktada de\u011filiz, ancak bunun i\u00e7in \u00e7abal\u0131yoruz.\r\n<h2>Gen\u00e7 bir adam olarak Japonya\u2019da Toyota\u2019ya gittiniz ve Kaizen k\u00fclt\u00fcr\u00fcn\u00fcn i\u00e7ine dald\u0131n\u0131z. Hayata bak\u0131\u015f\u0131n\u0131z\u0131 nas\u0131l de\u011fi\u015ftirdi?<\/h2>\r\nTemel olarak Kaizen, hayata bakman\u0131n \u00e7ok basit bir yoludur. Beni en \u00e7ok bu \u015fekilde etkiledi. \u0130\u015fleri olabildi\u011fince basit tutmaya \u00e7al\u0131\u015f\u0131r\u0131m, \u00e7\u00fcnk\u00fc i\u015fler karma\u015f\u0131kla\u015ft\u0131ktan sonra \u00e7\u00f6z\u00fcmler de daha karma\u015f\u0131k hale gelir. Her sabah yata\u011f\u0131n\u0131 d\u00fczeltmek gibi k\u00fc\u00e7\u00fck \u015feylerle ba\u015flar. Bunu yaparsan\u0131z g\u00fcne ilk k\u00fc\u00e7\u00fck ba\u015far\u0131yla ba\u015flars\u0131n\u0131z.\r\n\r\nAyr\u0131ca, her zaman kendinizi de geli\u015ftirmek i\u00e7in \u00e7aba g\u00f6stermeniz ve bu konuda m\u00fctevaz\u0131 olman\u0131z gerekti\u011fini de \u00f6\u011fretti.\r\n\r\n[caption id=\"attachment_112445\" align=\"aligncenter\" width=\"744\"]<img class=\"size-full wp-image-112445\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture16.png\" alt=\"Shibuya Crossing, Tokyo, Japan. \" width=\"744\" height=\"472\" \/> Shibuya Crossing, Tokyo, Japonya. Foto\u011fraf sahibi: \u00a9 Timo Volz[\/caption]\r\n\r\n \r\n\r\n[caption id=\"attachment_112452\" align=\"alignleft\" width=\"188\"]<img class=\"size-full wp-image-112452\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture17.png\" alt=\"Dr Shoichiro Toyoda \" width=\"188\" height=\"184\" \/> Dr. Shoichiro Toyoda (1925-2023). Foto\u011fraf Kredisi \u00a9 Toyota[\/caption]\r\n\r\nBabam\u0131n bir g\u00fcn Toyota\u2019n\u0131n kurucusu Dr. Shoichiro Toyoda ile ak\u015fam yeme\u011fi yedi\u011fini hat\u0131rl\u0131yorum.\r\n\r\n\u2018Toyota Way\u2019 hakk\u0131nda konu\u015fuyorlard\u0131 ve babam ona \u201cbu senin i\u00e7in ne anlama geliyor?\u201d diye sordu.\r\n\r\nVe Dr. Toyoda \u015f\u00f6yle yan\u0131t verdi: \u201cH\u00e2l\u00e2 \u00f6\u011freniyorum.\u201d Daha sonra bunun ne anlama geldi\u011fini d\u00fc\u015f\u00fcnd\u00fcm ve bu beni hakikaten etkiledi. Bunun anlam\u0131 al\u00e7ak g\u00f6n\u00fcll\u00fcl\u00fckt\u00fcr. . .\r\n\r\nHerkesin her zaman \u00f6\u011frenebilece\u011fini ve geli\u015febilece\u011fini takdir edecek kadar fark\u0131ndal\u0131k ve tevazu sahibi olmak, bu felsefeyi derinlemesine anlamak ve s\u00fcrekli olarak ileriye gitmek anlam\u0131na gelir; bu da Kaizen\u2019in \u00f6z\u00fcd\u00fcr.\r\n\r\n \r\n\r\n \r\n\r\n[caption id=\"attachment_112459\" align=\"alignright\" width=\"300\"]<img class=\"wp-image-112459 size-medium\" src=\"https:\/\/alj.com\/app\/uploads\/2024\/01\/Picture18-300x194.png\" alt=\"Seif Shieshakly (L) and Patrick Wiebusch (R) Co-founders, Four Principles, and their mantra: \u201cKaizen. Zero waste implemented!\u201d\" width=\"300\" height=\"194\" \/> Four Principles\u2019\u0131n kurucu ve y\u00f6netici ortaklar\u0131 olan eski Abdul Latif Jameel \u00e7al\u0131\u015fan\u0131 Seif Shieshakly (solda) ve Patrick Wiebusch (sa\u011fda) kendi mantralar\u0131n\u0131n \u00f6n\u00fcnde poz veriyor: \u201cKaizen. Zero waste implemented!\u201d (Kaizen. S\u0131f\u0131r at\u0131k uyguland\u0131!)[\/caption]\r\n\r\nAsl\u0131nda Abdul Latif Jameel\u2019in s\u00fcrekli geli\u015fime olan ba\u011fl\u0131l\u0131\u011f\u0131 da bu \u015fekildedir; 2017 y\u0131l\u0131nda, bu fikirleri Orta Do\u011fu b\u00f6lgesine ve \u00f6tesine yaymak ve sunabilece\u011fi f\u0131rsatlardan hem \u00f6zel hem de kamu sekt\u00f6r\u00fc kurulu\u015flar\u0131n\u0131n yararlanmas\u0131na yard\u0131mc\u0131 olmak i\u00e7in \u2018Yal\u0131n Y\u00f6netim\u2019 dan\u0131\u015fmanl\u0131\u011f\u0131 \u015firketi olan <a href=\"https:\/\/fourprinciples.com\/\">Four Principles<\/a> ile bir ortak giri\u015fim kurduk.\r\n\r\n \r\n\r\n \r\n\r\n \r\n\r\n "],"_content":[""],"_wp_old_date":["2024-01-11"],"_ame_cpe_post_policy":["{\"accessProtection\":{\"active\":\"replace\"}}"],"_edit_last":["22"],"_wpml_media_duplicate":["1"],"_wpml_media_featured":["1"],"_yoast_wpseo_content_score":["30"],"_yoast_wpseo_estimated-reading-time-minutes":["16"]},"_links":{"self":[{"href":"https:\/\/cms.alj3.clients.lemonhq.io\/tr\/wp-json\/wp\/v2\/perspectives\/16342","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/cms.alj3.clients.lemonhq.io\/tr\/wp-json\/wp\/v2\/perspectives"}],"about":[{"href":"https:\/\/cms.alj3.clients.lemonhq.io\/tr\/wp-json\/wp\/v2\/types\/perspectives"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/cms.alj3.clients.lemonhq.io\/tr\/wp-json\/wp\/v2\/media\/16316"}],"wp:attachment":[{"href":"https:\/\/cms.alj3.clients.lemonhq.io\/tr\/wp-json\/wp\/v2\/media?parent=16342"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}