a. reducing effort,
b. improvement of shopfloor,
c.reduction of fatigue,
d. more production,
e. improved productivity,
f. less defects,
g. better quality,
h. improved morale of the employees,
i. greater teamwork,
j. less pollution and damage to environment.
k. less energy consumption,
l. less waiting, less transportation, less processing time, less use of inputs, less use of critical
resources, better use of critical resources,
m. improved safety and less accidents,
n. less wear and tear of machines,
o. better methods of operation and so on qualify to be a Kaizen suggestion.
The first priority is for Kaizens of the A type (that do not have any financial commitment). There are many development opportunities that escape the attention of the operations personnel / management that do not need any resource commitment, but which can bring improvements straightaway. These are the opportunities that need to be tackled first.
The next priority is for Kaizens of the B type (needing financial commitment). Depending on the availability of funds and management commitment, the organisation can think of taking up B type Kaizens.