Revista Tinerilor Economiºti (The Young Economists Journal)

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Management – Marketing - Tourism 3. Methodology With no intention to exhaust the limits of thissubject matter, I made appeal in my scientific approach to a rigorous study of the literature and analyzed various points of view raised by specialists in this field. I made appeal to research methods such as documentation, analysis, synthesis. Assumptions, methodology approach and the results are my own contributions. 4. Analyses Maintenance and improvement are two inseparable concepts in Japanese management. Improvement is assessed by two terms: kaizen and innovation. Kaizen is a Japanese management concept launched by Masaaki Imai, which proved to be the key to Japanese competitive success. The significance of this concept is: KAI = Change and ZEN = for better, and the translation is "continuous improvement", that means small improvements to the ongoing efforts. Unlike the Western conception, implying total change, at large intervals of time, using large amounts of resources and a high cost level, Kaizen Costing seeks daily, gradual, slow, but continuous improvements, which take place at minimal cost. Kaizen Costing message strategy is that a single day should not pass without an improvement to intervene in the activity of each employee or each entity. The Japanese have shown that by applying this strategy, improvement is achieved with minimal expenditure. Specific characteristics that ensure successful approach of Kaizen activities are the following: • disregards all ideas implemented so far in the organization of production; • rejects the whole existent situation; • it does not look for perfection, seeking a 40-50% improvement of the existent situation, but at an acceptable cost; • allows any manager to use their knowledge and personal skills; • the ideas produced by many people are better than the ideas of a single person; • the improvements have no limits. Cost is one of the basic synthetic indicators that characterize the effectiveness of an entity’s activity. The importance of production cost is related to “the functions it fulfills in the context of economic-financial mechanism, schematically presenting itself as follows: ensures the resumption of production, measures the means of production and labour, allows the calculation of some efficiency indicators and the real knowledge of activity quality, sizes the profitability of economic entities, etc.” 35 Kaizen Costing Management is focused on improving each process of a technological product sheet, the main goal being eliminating losses and minimizing costs. Process improvement ensures production efficiency, kaizen type activities ensuring maximization of product value corresponding to the requirements of the beneficiary, a qualitative differentiation of this. There are eliminated all those functions of the product which the customer has no interest in and which bring a cost increase without a correspondent in value. „The KAIZEN principles presumes a practical approach and low costs of improvement. The Kaizen management system is based on the continuous loss reduction by means of methods that do not rely on investments, but on the improvement of the 35 Briciu Sorin, Socol Adela, Mahammad Hadi Jaradat, Teiuşan Ciprian Sorin, Management through cost, Risoprint Publishing House, Cluj-Napoca, 2003, p.214. 105
Revista Tinerilor Economişti (The Young Economists Journal) processes and the employees’performance. According to the Kaizen principles, we must be sure that, when we take an action, our action will go on in the best possible way and is not merely an intermediate action to generate a temporary result” 36 Innovation is achieved by sudden changes and generates radical improvements, compared to the initial situation, which is due to significant investments in technology, performance and equipment. Figure no. 1 shows the distinction between innovation, kaizen and maintenance: Source: Imai 1997 Figure no. 1 Therefore, “Imai (1997) describes that the improvement can be divided into Kaizen and innovation. Kaizen signifies small improvements as a result of ongoing efforts. Innovation involves a drastic improvement as a result of large investment of resources in new technology or equipment. The author also explains that in the context of Kaisen, management has two major functions: maintenance and improuvement. Maintenance refers to activities directed towards maintaining current technologies, managerial and operating standards, and upholding such standards through training and discipline. Under its maintenance function, management performs its assigned tasks so that everybody can follow standard operating procedure.” 37 Thomas M. Fischer and Jochen A. Schmitz K in "Control Measures for Kaizen Costing-Formulation and Practical Use of the Half-Life Model" considered that “Kaizen costing focuses on continuous reductions of costs, which should be realized for existing products in a company. For planning and control purposes, comprehensive and efficient tools for measuring performance are required” 38 . 36 Mihail Aurel Titu, Constantin Oprean, Daniel Grecu, Applying the Kaizen Method and the 5S Technique in the Activity of Post-Sale Services in the Knowledge-Based Organization, Proceedings of the International MultiConference of Engineers and Computer Scientists 2010, Vol III, IMCS, Hong Kong, 2010. 37 Jagdeep Singh, Harwinder Singh, Kaizen Philosophy:A Review of Literature, The Icfai University Journal of Operations Management, Vol. VIII, No. 2, 2009, p. 55 38 Thomas M. Fischer and K Jochen A. Schmitz, “Control Measures for Kaizen Costing - Formulation and Practical Use of the Half-Life Model”, Katholische Universität Eichstätt- Ingolstadt, 1998, p.1 106
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What is happened when the rules are
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THE IMPORTANCE OF COMMUNICATION IN
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RECENT DEVELOPMENTS IN THE EU TAXAT
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Indirect taxes are defined as the s
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Source: Tax revenue in the European
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EVALUATION OF MANAGEMENT PERFORMANC
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cash flow statement may also be use
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epaying loans or reducing registere
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operating activity and partially fr
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COMPARATIVE ANALYSIS CONCERNING THE
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In 2010, the number of large compan
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ISSN 1583-9982
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