PROCESS MAPPING AND CONTINUOUS IMPROVEMENT: THE APPLICATION OF THE KAIZEN METHODOLOGY TO OPERATIONAL EFFICIENCY IN PRODUCTION

Abstract

This article aimed to analyze the application of the Kaizen methodology, associated with process mapping, as a continuous improvement tool and its contribution to operational efficiency in production, focusing on problem identification, waste reduction and the improvement of production processes. This is a bibliographic, qualitative and descriptive study based on books and scientific articles published from 2020 onwards. The analysis of the literature indicates that process mapping makes it possible to understand the stages of operations and to identify bottlenecks, rework and non-value-adding activities, while Kaizen offers a systematic approach, supported by tools such as the PDCA cycle (Plan, Do, Check, Act) and the 5 Whys and by employee participation, to implement and monitor improvements. Furthermore, sustaining the results depends on embedding continuous improvement into the routine and culture of the organization. It is concluded that the two practices are complementary and that their integrated use favors waste reduction, resource optimization, and increased productivity and operational efficiency.