Kaizen

The original kanji characters for this word are:
In Japanese this is pronounced 'kaizen'.
改 ('kai') KAI means 'change' or 'the action to correct' or 'big water' - 'the ocean' 善 ('zen') ZEN means 'good'.
In Chinese this is pronounced 'gai shan':
改善 ('gǎi shàn') means 'change for the better' or 'improve'.
改 ('gǎi') means 'change' or 'the action to correct'.
善 ('shàn') means 'good' or 'benefit'. 'Benefit' is more related to the Taoist or Buddhist philosophy, which gives the definition as the action that 'benefits' the society but not one particular individual (i.e. multilateral improvement). In other words, one cannot benefit at another's expense. The quality of benefit that is involved here should be sustained forever, in other words the 'shan' is an act that truly benefits others.

Kaizen (改善, Japanese for "change for the better" or "improvement"; the English translation is "continuous improvement" or "continual improvement").
In the context of this article, Kaizen refers to a workplace 'quality' strategy and is often associated with the Toyota Production System and related to various quality-control systems, including methods of W. Edwards Deming.
Kaizen aims to eliminate waste (as defined by Joshua Isaac Walters "activities that add cost but do not add value"). It is often the case that this means "to take it apart and put back together in a better way." This is then followed by standardization of this 'better way' with others, through standardized work.

The Concept:

Kaizen is a daily activity whose purpose goes beyond simple productivity improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work (both mental and physical) "muri", and teaches people how to perform experiments on their work using the scientific method and how to learn to spot and eliminate waste in business processes.
To be most effective Kaizen must operate with three principles in place:
consider the process and the results (not results-only);
systemic thinking of the whole process and not just that immediately in view (i.e. big picture, not solely the narrow view); and
a learning, non-judgmental, non-blaming (because blaming is wasteful) approach and intent.
People at all levels of an organization participate in kaizen, from the CEO down, as well as external stakeholders when applicable. The format for kaizen can be individual, suggestion system, small group, or large group. In Toyota it is usually a local improvement within a workstation or local area and involves a small group in improving their own work environment and productivity. This group is often guided through the Kaizen process by a line supervisor, indeed, sometimes this is the line supervisors key role.
Whilst Kaizen (in Toyota) usually delivers small improvements, the culture of continual aligned small improvements and standardisation yields large results in the form of compound productivity improvement. Hence the English translation of Kaizen can be: "continuous improvement", or "continual improvement."
This philosophy differs from the "command-and-control" improvement programs of the mid-twentieth century. Kaizen methodology includes making changes and monitoring results, then adjusting. Large-scale pre-planning and extensive project scheduling are replaced by smaller experiments, which can be rapidly adapted as new improvements are suggested.

5S (methodology)

'5S is a reference to a list of five Japanese words which 'start' with S. This list is a mnemonic for a methodology that is often incorrectly characterized as "standardized cleanup", however it is much more than cleanup. 5S is a philosophy and a way of organizing and managing the workspace by eliminating waste

What is 5S?

The key targets of 5S are workplace morale and efficiency. The assertion of 5S is, by assigning everything a location, time is not wasted by looking for things. Additionally, it is quickly obvious when something is missing from its designated location. 5S advocates believe the benefits of this methodology come from deciding what should be kept, where it should be kept, and how it should be stored. This decision making process should lead to a dialog which can build a clear understanding, between employees, of how work should be done. It also instills ownership of the process in each employee. As a result, it is often executed in tandem with standard work which standardizes the processes in which the items organized in 5S are used.
The 5S's are:

Seiri (整理): Separating. Refers to the practice of going through all the tools, materials, etc., in the work area and keeping only essential items. Everything else is stored or discarded. This leads to fewer hazards and less clutter to interfere with productive work.

Seiton (整頓): Sorting. Focuses on the need for an orderly workplace. "Orderly" in this sense means arranging the tools and equipment in an order that promotes work flow. Tools and equipment should be kept where they will be used, and the process should be ordered in a manner that eliminates extra motion.

Seisō (清掃): Shine. Indicates the need to keep the workplace clean as well as neat. Cleaning in Japanese companies is a daily activity. At the end of each shift, the work area is cleaned up and everything is restored to its place. The key point is that maintaining cleanliness should be part of the daily work - not an occasional activity initiated when things get too messy.

Seiketsu (清潔): Standardizing. This refers to standardized work practices. It refers to more than standardized cleanliness (otherwise this would mean essentially the same as "systemized cleanliness"). This means operating in a consistent and standardized fashion. Everyone knows exactly what his or her responsibilities are.

Shitsuke (躾): Sustaining. Refers to maintaining standards. Once the previous 4S's have been established they become the new way to operate. Maintain the focus on this new way of operating, and do not allow a gradual decline back to the old ways of operating.