{"id":2195,"date":"2020-02-05T11:46:23","date_gmt":"2020-02-05T17:46:23","guid":{"rendered":"http:\/\/keisen.com\/es\/?p=2195"},"modified":"2025-02-07T15:45:01","modified_gmt":"2025-02-07T21:45:01","slug":"kaizen-vs-kakumei-mejora-vs-innovacion","status":"publish","type":"post","link":"https:\/\/keisen.com\/es\/kaizen-vs-kakumei-mejora-vs-innovacion\/","title":{"rendered":"KAIZEN vs KAKUMEI (mejora vs. innovaci\u00f3n)"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"2195\" class=\"elementor elementor-2195\">\n\t\t\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-24f17bcd elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"24f17bcd\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-3825b724\" data-id=\"3825b724\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-4f1b3620 elementor-widget elementor-widget-text-editor\" data-id=\"4f1b3620\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p style=\"text-align: justify;\"><span style=\"color: #000000;\"><em><strong>Autor: Ricardo Hirata Okamoto.<\/strong> <\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"color: #000000;\">El Prof. Ing. Hiroyuki Hirano, Presidente del JIT Management Research Center (JIT, Just In Time, 2015) a sugerido que el Ciclo de Control (tambi\u00e9n conocido como el ciclo de Control o PDCA) tenga otros componentes claramente necesarios en las organizaciones de hoy para enfoques diferentes al de soluci\u00f3n de problemas o KAIZEN.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"color: #000000;\">El Ciclo de Control (1960) tiene 4 etapas (PDCA): Planear (Plan), Hacer o ejecutar (Do), Verificar y evaluar (Check) y Tomar acciones pertinentes (Action) ya sean correctivas, preventivas o de estandarizaci\u00f3n. El PDCA es com\u00fanmente utilizado en los enfoques de soluci\u00f3n de problemas basados en:&nbsp;<\/span><a href=\"https:\/\/keisen.com\/aprendizaje\/short-kaizen\/\" target=\"_blank\">La identificaci\u00f3n del problema o desviaci\u00f3n,<\/a><span style=\"color: #000000;\">&nbsp;la determinaci\u00f3n de las causas ra\u00edz o factores que originan el problema, la implantaci\u00f3n de soluciones, y la estandarizaci\u00f3n y estabilizaci\u00f3n de la mejora (e.g. QC Story, Ruta de Calidad, 8D, 8 Pasos, An\u00e1lisis de un Accidente, SMED, otros).<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"color: #000000;\">El ciclo propuesto por Hiroyuki Hirano tiene 6 etapas para aquellos casos donde se busca un cambio o innovaci\u00f3n, m\u00e1s alla de entender las causas. Est\u00e1 orientada al dise\u00f1o de una soluci\u00f3n y su implantaci\u00f3n. Corresponde al Enfoque de Dise\u00f1o, Logro de Fines (como en planeaci\u00f3n) y a los modelos de&nbsp; Innovaci\u00f3n (KAKUSHIN) o un pensamiento revolucionario, disruptivo (KAKUMEI).<\/span><\/p>\n<p><span style=\"color: #000000;\">Las etapas sugeridas son: TARGET e IMAGINE, antes del PDCA, para un ciclo TIPDCA.<\/span><\/p>\n<p><span style=\"color: #000000;\">Target (Planeaci\u00f3n de fines), se refiere a la definici\u00f3n de la direcci\u00f3n de cambio, resultados deseados, m\u00e9tricos de desempe\u00f1o, objetivos y metas.<\/span><\/p>\n<p><span style=\"color: #000000;\">Imagine (Idealizaci\u00f3n), se refiere al establecimiento del estado deseado viable de una determinada solucion, su funcionamiento, contexto, sistemas que le permiten vivir, operar y mejorar. Es imaginar el sistema, producto, proceso, procedimiento, dispositivo o soluci\u00f3n funcionando en t\u00e9rminos ideales.<\/span><a href=\"https:\/\/www.youtube.com\/watch?v=6o9nLtCR75M&amp;t=10s\" target=\"_blank\" style=\"font-family: var( --e-global-typography-text-font-family ), Sans-serif; font-weight: var( --e-global-typography-text-font-weight );\">Corresponde a las teor\u00edas en planeaci\u00f3n estrat\u00e9gica del dise\u00f1o de futuros.<\/a><\/p>\n<p><span style=\"color: #000000;\">TARGET e IMAGINE, corresponden al Enfoque de Dise\u00f1o y en la actualidad se aplican en modelos como el desarrollo de nuevos productos, automatizaci\u00f3n de procesos, reingenieria de procesos, gesti\u00f3n de proyectos (project management), Innovaci\u00f3n abierta, pasos para la innovaci\u00f3n, entre otros.<\/span><\/p>\n<p><span style=\"color: #000000;\">Para no complicar el Ciclo, podemos agrupar TI en solamente la fase de Idealizaci\u00f3n o \u00abI\u00bb para un Ciclo I-PDCA.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"color: #000000;\">No es un tema de peque\u00f1as mejoras (PDCA) vs mejoras mayores con I-PDCA, ambos enfoques conviven en la pr\u00e1ctica.&nbsp;<\/span><a href=\"https:\/\/keisen.com\/aprendizaje\/short-kaizen\/\" target=\"_blank\">El enfoque de soluci\u00f3n de problemas<\/a><span style=\"color: #000000;\">&nbsp;y el enfoque de dise\u00f1o. En conclusi\u00f3n es la diferencia de enfoques y las t\u00e9cnicas y modelos que de cada enfoque derivan.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"color: #000000;\">Una mejora si genera cambios (PDCA), pero no necesariamente cambia la trayectoria de la organizaci\u00f3n, y una innovaci\u00f3n es un rompimiento respecto al dominio actual y&nbsp;<\/span><a href=\"https:\/\/www.youtube.com\/watch?v=6o9nLtCR75M&amp;t=10s\" target=\"_blank\" style=\"font-family: var( --e-global-typography-text-font-family ), Sans-serif; font-weight: var( --e-global-typography-text-font-weight );\">genera nuevas expectativas y formas.<\/a><\/p>\n<p style=\"text-align: justify;\"><span style=\"color: #000000;\">En conclusi\u00f3n, en entorno turbulento, ambos enfoques son sustantivos. Es importante controlar y mejorar, pero tambien es necesario dise\u00f1ar cosas diferentes. Y un buen lider organizacional, entiende y aplica ambos enfoques en su empresa o institucion.<\/span><\/p>\n<hr>\n<p><span style=\"color: #000000;\"><strong>Contenido relacionado:<\/strong><\/span><\/p>\n<ul>\n<li><a href=\"https:\/\/keisen.com\/aprendizaje\/short-kaizen\/\"> Short Kaizen \u00bfQu\u00e9 son y c\u00f3mo documentar este tipo de mejoras?<\/a><\/li>\n<li><a href=\"https:\/\/www.youtube.com\/watch?v=6o9nLtCR75M&amp;t=10s\">La Diferencia entre Equipos y M\u00e9todos de Mejora &amp; Innovaci\u00f3n<\/a><\/li>\n<\/ul>\n<p><strong><em>&nbsp;<\/em><\/strong><span style=\"color: #000000;\">Te ofrecemos recursos sin costo y regalos (documentos, materiales, gu\u00edas). Reg\u00edstrate y tendr\u00e1s acc<em>e<\/em>so,<\/span>&nbsp;<a href=\"https:\/\/keisen.com\/aprendizaje\/recursos-sin-costo-registro\/\">https:\/\/keisen.com\/aprendizaje\/recursos-sin-costo-registro\/<\/a><\/p>\n<hr>\n<p><span style=\"color: #000000;\"><strong>Acerca del Autor<\/strong><\/span><br><span style=\"color: #000000;\"><strong>Ricardo Hirata <\/strong>es experto en Modelos de Planeaci\u00f3n Estrat\u00e9gica, Medici\u00f3n y Desarrollo de la Efectividad Organizacional, Calidad, Innovaci\u00f3n de Procesos, An\u00e1lisis y Traducci\u00f3n de la Voz del Cliente y Kansei Engineering, ademas de ser el <strong>Director General<\/strong> de <strong>Keisen Consultores.<\/strong><\/span><\/p>\n<hr>\n<p><strong>&nbsp;<\/strong><span style=\"color: #000000;\"><strong>Como citar este articulo<\/strong>: Hirata-Okamoto, Ricardo, (5 de febrero del 2020), <em>KAIZEN vs KAKUMEI (mejora vs. innovaci\u00f3n), <\/em>Art\u00edculos y Blog de Keisen Knowledge, KEISEN Consultores, M\u00e9xico,&nbsp;<\/span> <a href=\"https:\/\/keisen.com\/es\/\">https:\/\/keisen.com\/es\/<\/a><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<section class=\"elementor-section elementor-top-section elementor-element elementor-element-c4389f1 elementor-section-boxed elementor-section-height-default elementor-section-height-default\" data-id=\"c4389f1\" data-element_type=\"section\" data-e-type=\"section\">\n\t\t\t\t\t\t<div class=\"elementor-container elementor-column-gap-default\">\n\t\t\t\t\t<div class=\"elementor-column elementor-col-100 elementor-top-column elementor-element elementor-element-6ff8a7b\" data-id=\"6ff8a7b\" data-element_type=\"column\" data-e-type=\"column\">\n\t\t\t<div class=\"elementor-widget-wrap elementor-element-populated\">\n\t\t\t\t\t\t<div class=\"elementor-element elementor-element-684dfeb elementor-widget elementor-widget-text-editor\" data-id=\"684dfeb\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<h3>Haz click en alguna de las siguientes opciones:<\/h3><h2><\/h2><h1><\/h1><h4><ul><li><a href=\"https:\/\/www.youtube.com\/keisenconsultores\" target=\"_blank\">Todos Nuestros webinars<\/a><\/li><\/ul><ul><li><a href=\"https:\/\/keisen.com\/es\/all-blogs\/\" target=\"_blank\">Blogs de Nuestros Expertos (Para descargar en PDF)<\/a><\/li><\/ul><ul><li><a href=\"https:\/\/keisen.com\/es\/organizaciones-sostenibles\/\" target=\"_blank\">Nuestras \u00c1reas de Expertise<\/a><\/li><\/ul><\/h4>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>Autor: Ricardo Hirata Okamoto. El Prof. Ing. Hiroyuki Hirano, Presidente del JIT Management Research Center (JIT, Just In Time, 2015) a sugerido que el Ciclo de Control (tambi\u00e9n conocido como el ciclo<a class=\"moretag\" href=\"https:\/\/keisen.com\/es\/kaizen-vs-kakumei-mejora-vs-innovacion\/\">Leer m\u00e1s&#8230;<\/a><\/p>\n","protected":false},"author":3,"featured_media":8040,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[126,185,200,175],"tags":[302,303,305,304,392,391,299,180,181,377],"class_list":["post-2195","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog-publicaciones","category-calidad-y-mejora-continua","category-calidad-y-satisfaccion-al-cliente","category-mejora-continua-innovacion","tag-cambio","tag-disrupcion","tag-enfoque-de-diseno","tag-enfoque-de-solucion-de-problemas","tag-idealizacion","tag-ipdca","tag-kaikaku","tag-kaizen","tag-mejora-continua","tag-pdca"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>KAIZEN vs KAKUMEI (mejora vs. innovaci\u00f3n) - Keisen Consultores<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/keisen.com\/es\/kaizen-vs-kakumei-mejora-vs-innovacion\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"KAIZEN vs KAKUMEI (mejora vs. innovaci\u00f3n) - Keisen Consultores\" \/>\n<meta property=\"og:description\" content=\"Autor: Ricardo Hirata Okamoto. 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