Arba Minch University, as an organization has lot to do, we have to change the attitude of our employees by inculcating positive thinking in them thus improving the work culture. So, Kaizen – a systematic approach to change day today’s activities will make us believe that there is much more to do. The management has to have commitment for its implementation, said the Vice-President for Administration and Development, Dr Kassa Tadele.

Dr Kassa was speaking in a daylong workshop on Kaizen at Lecture Theatre, Main Campus on 28th January, 2014. Deans and directors from different departments attended the workshop.

‘‘Kaizen implies genuine participation of all skilled employees and top management; front-liners have to think and suggest how improvement can be brought about. It has to be built like a pyramid, the basic strategy of the organization. We have to train, provide knowledge and add practices so that all partake and believe change is possible,’’ he elaborated further.

It was orientation for the directors, and soon AMU will train others in a cluster. The training will have theoretical and practical aspects. University’s Institutional Transformation office headed by Mr Debalke will develop tools for the transformation. Soon a schedule will be in place and the training will be organized following the top-down approach.

‘‘Kaizen will shake them out of their complacency to satisfy our customers - students, staff and other stakeholders. We have to strive hard and discard cliché business-as-usual approach. Basically, Kaizen principles have brought far-reaching results and impact across the world so it would also transform our work culture provided we own it,’’ he maintained.

Dispelling the fear as to how it can be administered to usher in positive change; ‘‘With holistic and participatory approach we can make it. The need for the total overhaul of the system has already started from the education ministry. Now every president of Ethiopian universities has to own it and get it percolated down to low rung employees, he said.

In his comprehensive presentation, he, made it quite clear, what Kaizen is, its objective and rationale. Exemplifying its three pillars, he said, top, middle management and supervisors are the key actors.’’

Apprising the gathering about its characteristics, prerequisites, he added, ‘‘You need to have right kind of mindset, customer orientation, quality control circles, systemic discipline in workplace, small-group activities, cooperative-labor relations and Total Quality Management (TQM) to be successful.’’

Setting right mindset is the starting point, everything can and should be improved, every-time improvement be carried out in the company. Imagine the ideal customer experience and strive to provide it. Suggest improvement, don’t’ criticize; avoid ifs and buts, and think how to improve and think beyond your common sense to make it better, he emphasized.

Going into the specifics he made it easier the tools of Kaizen – plan-do-check and act. Change doesn’t have to be top-down, but its bottom-up approach that yields desired results.

The finer aspect of Kaizen i.e. corporate culture and required constituents - 5S, 8W, 5Whys, value chain mapping and PDCA etc were looked into. All participants went around engine and pump repair workshop and AMU store houses to see whether they were Kaizen-friendly or not.

By Philips Joseph