Continuous improvement process (KVP) the attempt developed on the Japanese management principle of the Kaizen is called, positive changes in the enterprise not in large jumps to cause but by many small improvements. The improvement of the product and process quality is the center of attention. Special weight comes thereby to the coworkers who are to be encouraged to submit improvement suggestions. However not coworker-referred single suggestions stand in the foreground, the focus are on the development to suggestions team-referred by groups. Here one recognizes also clearly the connection between KVP and group work teamwork. KVP is implemented here as standardized proceeding. In former times if the implementation concerned only direct ranges (manufacturing assembly ranges) of an enterprise, then KVP becomes meanwhile also within indirect ranges (selling job execution; Purchase procurement; Development construction etc.) implements (holistic KVP beginning along all enterprise processes).

The standardized KVP expiration:

1. Demarcation of the investigation range
2. Process representation, if necessary
3. Qualitative problem collection and - structuring
4. Measurement of the frequency problem per time unit (day; Week; Month; Year) or object unit (offers; Orders; Loosely etc.)
5. How much time devours the problem (minutes; Hours)
6. Total result formation by quantification of the evaluated problems (referred to one year)
7. Brainstorming in the framework of the solution development and structuring of the collected solutions
8. Development of an approach from the structured proposals for solution
9. Alignment, which collected problems are now by the compiled solutions repaired - which
10. Definition of conversion measures for the solutions (date; Responsible person; Partner)
11. Evaluation of the total result (and with it more connected "“time consumption"” eliminated problems)
12. Visualization of entire processing (steps 1 to 11)
13. Presentation
14. Cyclic in the context from team meetings to the examination of measure processing.

(see action steps in the industrial safety)

KVP from organization-theoretical view

The constant improvement of the total output of the organization represents a permanent goal of the organization. That is a declaration of intention of the standard, which stands with practice in the contradiction. Stable organizations change themselves only, if stability between the partial organizations is ensured to no more. Unstable organizations have to renew themselves however only a reduced possibility. Organizations are always anxious to become stable or remain. The demand of the constant improvement contradicts the basic interest of an organization of stability. Nevertheless it is essential for an organization to give itself a limited instability in order to adapt to the changed markets. To that extent there is a clash of interest in each organization between persists and changes. The field of work of the quality management is coined/shaped by this clash of interest.

Generally can with security be said, an organization changes itself only, if there is for it a cause. The risk of a possible instability is too large. Since it concerns to a large extent a steering system, this cause must be also recognized by the organization. If the organization lost its reality ability and learning and if it cannot repair these, then it dissolves sooner or later. Like that the simmering and freezing points of the liquids are a good example of the fact of inorganic nature how due to supply or withdrawal of kinetic energy in the form of warmth the liquid finally qualitatively different state of aggregation - which gaseous or firm - turns into.

KVP from practical view

KVP is a method for the removal of Verschwendung by the optimization of operational sequences and processes in all divisions. KVP philosophy is decentralized, since it concerns to it the use of the Ideenpotenzials and the intelligence of all coworkers.

Or: The continuous one improvement process is a method, which is to furnish the motivation of each particular with consideration of all coworkers of cost savings, which an environment creates, in which is promoted, and with that product, technology and expirations are constantly continued to improve - the whole with consideration of economic and social conditions.

Literature

• Witt, Thomas Witt: The continuous improvement process (KVP): Concept - system - measure. Work booklets guidance psychology volume 42. Sourly publishing house ISBN 3793872556

to the book: The book describes very compressed and well readably in 120 pages the concept, advantages, disadvantages.

• Gastl: "“Continuous improvement in the environmental management: The KVP demand of the ISO 14001 in theory and enterprise practice"”. Vdf publishing house, Zurich, 2005, ISBN 3-7281-3034-6. In the environmental management the "“idea has KVP"” clearly far calm meaning as in the quality management. The book helps clarifying and describes the effect and effectiveness of the KVP demand of standardized environmental management systems in the middle until long period. See also: www.cmrg.ch/kvp-publikation.htm.

See also: Quality management - business process optimization - environmental management

Related links

• http://www.bpm-guide.de/articles/16 - introductory article over KVP from view of a Wissensmanagement Beraterin.

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