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Kaizen is a Japanese term that means "change for the better" or "continuous improvement"


Kaizen is a Japanese term that means "change for the better" or "continuous improvement". The concept of Kaizen encompasses a wide range of ideas. They are concerned with making the work environment more efficient, by creating a team atmosphere, improving day-to-day procedures, ensuring the participation of all employees, and helping get the job done faster, and safer, saving money and human resources. 


Understanding the meaning and important role of Kaizen activities, right from the early days of establishment, MVR's leadership has popularized, deployed, and launched the Kaizen movement to each officer and employee at MVR. From the disseminated content and knowledge, each individual at MVR understands the importance of Kaizen activities, especially in a research and production environment like at MVR, Kaizen becomes more important than ever. In order for the Kaizen movement to operate in a professional and orderly manner, MVR established a Kaizen committee, a Kaizen board was established with the aim to remove difficulties and obstacles in the implementation of Kaizen at MVR so that Kaizen ideas can be implemented in the fastest and most timely manner. In the early days of its establishment, the Kaizen board faced many problems as well as difficulties in evoking the spirit of Kaizen, to make Kaizen a cross-cutting activity at MVR. Over time, with the support of the leadership as well as the efforts of the Kaizen board and MVR members, Kaizen has become an important part of MVR, every individual at MVR feels receive spirit and enthusiasm in Kaizen activities. As a result, the Kaizen board has received a lot of valuable and practical Kaizen from the members at MVR. One of the outstanding Kaizen can be mentioned as that of Mr. Nguyen Van Vuong with Kaizen "Improving the process of mixing 2K paint samples", Ms. Do Thi Kieu Oanh with Kaizen "Standardizing the method of determining the acid index", etc. These are all very practical Kaizens associated with the daily work of the members at MVR, these Kaizens have helped shorten the experimental time, saving manpower as well as costs in research and production activities at MVR.

With the results achieved so far, although these are not results that bring great value, on that basis, I believe that in the future, the Kaizen movement at MVR will grow even stronger and will produce even more valuable Kaizen ideas.

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