The Story of Our Changes - Our KAIZEN Story
In 2001, ISOWA celebrated the 80th Anniversary of the founding of the company. Within the company during that time, the workforce was dominated by robot-like employees who thought things like, "I shouldn't say a word," "I should keep out of other people's work," and "I just have to put up with doing my job" and who did the work they were given in just the way they were told to do it, things that were the exact opposite of the principles for action set up by the company. Under those circumstances, on October 7th of that year, an 80th Anniversary Memorial Lecture was given that became a huge source of motivation in the reformation of our company after that.
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Now, in April of 2004, almost about two years after <<RENOVATION>> began its activities, the group was finally recognized by the company as being a sort-of informal team that worked toward making improvements.
The number of members increased to about twenty, and the group changed its name to "Sharaku" (
).
The Japanese character for "sha" (
) means "company" in Japanese, and the Japanese character for "raku" (
) means "something fun" or "being comfortable." The as of yet "informal" team was finally able to come out into the open with this move, and they became able to have meetings and work on their improvement activities during regular working hours. We said that these guys were doing improvement activities, but the members themselves didn't actually think that they were participating in such "KAIZEN" activities at the time.
They were going about it with the thought that if they did such-and-such, then things they were working on would get a lot better and a lot easier. That's all they were thinking about.
).
The Japanese character for "sha" () means "company" in Japanese, and the Japanese character for "raku" () means "something fun" or "being comfortable." The as of yet "informal" team was finally able to come out into the open with this move, and they became able to have meetings and work on their improvement activities during regular working hours. We said that these guys were doing improvement activities, but the members themselves didn't actually think that they were participating in such "KAIZEN" activities at the time.
They were going about it with the thought that if they did such-and-such, then things they were working on would get a lot better and a lot easier. That's all they were thinking about.
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