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42-495: The first version of the WTFPL, released in March 2000, was written by Banlu Kemiyatorn for his own software project. Sam Hocevar , Debian 's former project leader, wrote version 2. The WTFPL intends to be a permissive , public-domain-like license. The license is not a copyleft license. The license differs from public domain in that an author can use it even if they do not necessarily have

84-611: A French software and video game developer . He was the project leader of the Debian operating system from 17 April 2007 to 16 April 2008, and one of the founding members of Goatse Security . Hocevar was born in Forbach , Moselle, France. From 1995 to 1997, he took preparatory classes at the Lycée Fabert in Metz , Moselle, France. He graduated in 2002 from École centrale Paris , after receiving

126-407: A failure that has occurred, basing each subsequent question on the answer to the previous. There are normally a series of causes stemming from one root cause, and they can be visualized using fishbone diagrams or tables. The five whys can be used as a foundational tool in personal improvement. Masaaki Imai made the term famous in his book Kaizen: The Key to Japan's Competitive Success . In

168-455: A free license and GPL-compatible. Some software authors have said that the license is not very serious; forks have tried to address wording ambiguity and liability concerns. OSI founding president Eric S. Raymond interpreted the license as written satire against the restrictions of the GPL and other software licenses; WTFPL version 2 author Sam Hocevar later confirmed that the WTFPL is a parody of

210-402: A graphical representation of the 7Ms). The 7W checklist possibly goes back to Cicero as an original tool for rhetoric: Related to the 7W questionnaire is the principle of "Go to the source" (Genchi Genbutsu). This means asking "Why?" 5 times in the event of undesirable results or errors in order to find a solution. Furthermore, managers should get an idea of the situation on site, for example

252-416: A huge impact. In some cases, it is also possible that the positive effects of point kaizen in one area can reduce or eliminate benefits of point kaizen in some other area. Examples of point kaizen include a shop inspection by a supervisor who finds broken materials or other small issues, and then asks the owner of the shop to perform a quick kaizen ( 5S ) to rectify those issues, or a line worker who notices

294-438: A potential improvement in efficiency by placing the materials needed in another order or closer to the production line in order to minimize downtime. System kaizen is accomplished in an organized manner and is devised to address system-level problems in an organization or any production factory. It is an upper-level strategic planning method for a short period of time. Line kaizen refers to communication of improvements between

336-544: A preference for finishing larger numbers of small projects in succession, echoing the Japanese management philosophy of Kaizen that constant, incremental improvements to a project would generate more gains per unit of time than large single leaps of performance. Hocevar was succeeded by Steve McIntyre on 16 April 2008. Hocevar has also contributed to the VideoLAN project. He has made large contributions to almost all software of

378-406: A production process, and not make decisions from afar. The W questions are used in a wide variety of areas, for example when analyzing texts, as an aid in defining projects as well as in work analysis and, as a result, in defining work content. In the field of quality management , this principle is used in failure mode and effects analysis to identify potential weaknesses. The three Mu form

420-459: Is a daily process, the purpose of which goes beyond simple productivity improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work ( 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. In all, the process suggests a humanized approach to workers and to increasing productivity: "The idea

462-479: Is designed to address a particular issue over the course of a week and is referred to as a "kaizen blitz" or "kaizen event". These are limited in scope, and issues that arise from them are typically used in later blitzes. A person who makes a large contribution in the successful implementation of kaizen during kaizen events is awarded the title of "Zenkai". In the 21st century, business consultants in various countries have engaged in widespread adoption and sharing of

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504-468: Is not in wide use among open-source software projects; according to Black Duck Software , the WTFPL is used by less than one percent of open-source projects. Examples include the OpenStreetMap Potlatch online editor, the video game Liero (version 1.36), yalu102 and MediaWiki extensions. More than 6,000 Wikimedia Commons files and more than 24,000 Projects on GitHub were published under

546-626: Is recognized by the Free Software Foundation . He has also been cited for his "whimsical" copyleft activism. Hocevar is part of Goatse Security , an information security working group which revealed a security flaw in AT&;T 's website, leading to the release of 114,000 email addresses of Apple iPad users. Kaizen Kaizen ( Japanese : 改善 , "improvement") is a concept referring to business activities that continuously improve all functions and involve all employees from

588-640: Is to nurture the company's people as much as it is to praise and encourage participation in kaizen activities." Successful implementation requires "the participation of workers in the improvement." People at all levels of an organization participate in kaizen, from the CEO down to janitorial staff, as well as external stakeholders when applicable. Kaizen is most commonly associated with manufacturing operations, as at Toyota, but has also been used in non-manufacturing environments. The format for kaizen can be individual, suggestion system, small group, or large group. At Toyota, it

630-526: 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; sometimes this is the line supervisor's key role. Kaizen on a broad, cross-departmental scale in companies generates total quality management and frees human efforts through improving productivity using machines and computing power. While kaizen (at Toyota) usually delivers small improvements,

672-629: The CEO to the assembly line workers. Kaizen also applies to processes, such as purchasing and logistics , that cross organizational boundaries into the supply chain . Kaizen aims to eliminate waste and redundancies . Kaizen may also be referred to as zero investment improvement (ZII) due to its utilization of existing resources. After being introduced by an American , Kaizen was first practiced in Japanese businesses after World War II , and most notably as part of The Toyota Way . It has since spread throughout

714-485: The Toyota Way Fieldbook , Liker and Meier discuss the kaizen blitz and kaizen burst (or kaizen event) approaches to continuous improvement. A kaizen blitz, or rapid improvement, is a focused activity on a particular process or activity. The basic concept is to identify and quickly remove waste. Another approach is that of the kaizen burst, a specific kaizen activity on a particular process in the value stream . In

756-478: The "Award of Information Technology and Communication" from the SNCF as the most promising student in his class. He specialized in electromechanical systems and applied mechatronics, and project management. From 2005 to 2006, Hocevar was a Wikimedia France board member. Hocevar has been active in the Debian project, and was elected Debian project leader on 17 April 2007. Hocevar's Debian leadership platform stated

798-443: The 1990s, Professor Iwao Kobayashi published his book 20 Keys to Workplace Improvement and created a practical, step-by-step improvement framework called "the 20 Keys". He identified 20 operations focus areas which should be improved to attain holistic and sustainable change. He went further and identified the five levels of implementation for each of these 20 focus areas. Four of the focus areas are called Foundation Keys. According to

840-567: The Elk webpage has been blanked, and Hocevar has not responded to queries about the status of the project or whether the site will be brought back. Hocevar has worked on reverse engineering and image processing . He reverse engineered DVD subtitles in 2000, and in 2005, it was found that the DRM software which triggered the Sony BMG CD copy protection scandal had unlawfully pirated open source code from

882-401: The GPL. Free-culture activist Nina Paley said she considered the WTFPL a free license for cultural works. Google does not allow its employees to contribute to projects under public domain equivalent licenses like the WTFPL (and Unlicense CC0), while allowing contributions to 0BSD licensed and US government PD projects. Sam Hocevar Samuel Hocevar (born 5 August 1978) is

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924-651: The US, for its exceptional accomplishments in process and quality-control management, making it the first company outside Japan to win the Deming Prize. Kaoru Ishikawa took up this concept to define how continuous improvement or kaizen can be applied to processes, as long as all the variables of the process are known. The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality, and, along with their supervisor, suggest an improvement to resolve

966-554: The VideoLAN project which Hocevar was involved in authoring. Hocevar's experience in image processing includes authoring a CAPTCHA decoding framework called PWNtcha. PWNtcha was the first CAPTCHA decoder framework to defeat multiple CAPTCHAs and was referred to as the "most famous" CAPTCHA breaker in a 2009 Stanford University publication. Hocevar authored the WTFPL version 2, an extremely liberal, permissive free software license that

1008-482: The VideoLAN project, especially to VLC media player and libdvdcss , since 1998. He is the author of various free software programs, such as zzuf, a data fuzzer , and libcaca , a color ASCII art renderer. He is also the current maintainer of the Extension Language Kit Scheme interpreter, which has found use in many multimedia applications including audio processing. However, as of October 2024,

1050-472: The ability to place their work in the public domain according to their local laws. The WTFPL does not include a no-warranty disclaimer, unlike other permissive licenses, such as the MIT License . Though the WTFPL is untested in court, the official website offers a disclaimer to be used in software source code . The text of Version 2, the most current version of the license, written by Sam Hocevar: The WTFPL

1092-462: The abnormality which may initiate a kaizen. This feature is called Jidoka or "autonomation". The cycle of kaizen activity can be defined as: Plan → Do → Check → Act. This is also known as the Shewhart cycle , Deming cycle, or PDCA . Another technique used in conjunction with PDCA is the five whys , which is a form of root cause analysis in which the user asks a series of five "why" questions about

1134-492: The basis for the loss philosophy of the Toyota Production System (TPS). In the context of this loss philosophy, the three Mu are seen as negative focal points of the loss potential and should therefore be avoided. The seven types of waste (seven Muda) as typical sources of loss. The waste itself ( Muda ) is the obvious cause of losses. A distinction is made between seven types of waste that occur almost everywhere in

1176-401: The company. JIT is now standard throughout the automotive industry. It is used, for example, for interior parts (seats, airbags, steering wheels, dashboards) or painted parts. The generally higher transportation and handling costs caused by JIT or JIS are offset by savings in inventory, storage or floor space costs. For more information, see the article Total productive maintenance . Kaizen

1218-550: The culture of continual aligned small improvements and standardization yields large results in terms of overall improvement in productivity. This philosophy differs from the " command and control " improvement programs (e.g., Business Process Improvement ) of the mid-20th 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. In modern usage, it

1260-423: The groundwork for Toyota's Toyota Production System focused on just-in-time manufacturing. The Japanese word kaizen means 'improvement' or 'change for better' (from 改 kai - change, revision; and 善 zen - virtue, goodness) without the inherent meaning of either 'continuous' or 'philosophy' in Japanese dictionaries or in everyday use. The word refers to any improvement, one-time or continuous, large or small, in

1302-521: The kaizen framework as a way to help their clients restructure and refocus their business processes . The small-step work improvement approach was developed in the USA under Training Within Industry program (TWI Job Methods). Instead of encouraging large, radical changes to achieve desired goals, these methods recommended that organizations introduce small improvements, preferably ones that could be implemented on

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1344-730: The pioneering, introduction, and implementation of kaizen in Japan, the Emperor of Japan awarded the Order of the Sacred Treasure to Dr. Deming in 1960. Subsequently, the Union of Japanese Scientists and Engineers (JUSE) instituted the annual Deming Prizes for achievement in quality and dependability of products. On October 18, 1989, JUSE awarded the Deming Prize to Florida Power & Light Co. (FPL), based in

1386-487: The rebuilding of Japanese industry while the Civil Communications Section (CCS) developed a management training program that taught statistical control methods as part of the overall material. Homer Sarasohn and Charles Protzman developed and taught this course in 1949–1950. Sarasohn recommended W. Edwards Deming for further training in statistical methods. The Economic and Scientific Section (ESS) group

1428-494: The same day. The major reason was that during WWII there was neither time nor resources for large and innovative changes in the production of war equipment. The essence of the approach came down to improving the use of the existing workforce and technologies. As part of the aid to allied nations after the war, not directly including the Marshall Plan after World War II , American occupation forces brought in experts to help with

1470-488: The same sense as the English word improvement . However, given the common practice in Japan of labeling industrial or business improvement techniques with the word kaizen , particularly the practices spearheaded by Toyota, the word kaizen in English is typically applied to measures for implementing continuous improvement , especially those with a "Japanese philosophy". The discussion below focuses on such interpretations of

1512-459: The situation where all the points of the planes are connected to each other and no point is disjointed from any other. This would resemble a situation where Lean has spread across the entire organization. Improvements are made up and down through the plane, or upstream or downstream, including the complete organization, suppliers and customers. This might require some changes in the standard business processes as well. The 5S are primarily aimed at

1554-518: The terms of the WTFPL. The license was confirmed as a GPL - compatible free software license by the Free Software Foundation , but its use is "not recommended". In 2009, the Open Source Initiative chose not to approve the license as an open-source license due to redundancy with the Fair License . The WTFPL version 2 is an accepted Copyfree license. It is also accepted by Fedora as

1596-511: The upstream and downstream of a process. This can be extended in several ways. This is the next upper level of line kaizen, in that several lines are connected together. In modern terminologies, this can also be described as a value stream, where instead of traditional departments, the organization is structured into product lines or families and value streams. It can be visualized as changes or improvements made to one line being implemented to multiple other lines or processes. Cube kaizen describes

1638-461: The word, as frequently used in the context of modern management discussions. Two kaizen approaches have been distinguished: Point kaizen is one of the most commonly implemented types of kaizen. It happens very quickly and usually without much planning. As soon as something is found broken or incorrect, quick and immediate measures are taken to correct the issues. These measures are generally small, isolated and easy to implement, however, they can have

1680-459: The workshop workplaces, whereby the workplace is understood as the place where the value-adding processes in the company take place. These are the seven most important factors that must be checked again and again: The original 5M method was expanded to include the last two factors, as the influence of management in the system and measurability are of a certain scope. (See also the Ishikawa diagram as

1722-708: The world and has been applied to environments outside of business and productivity. In 1947, Edwards Deming , an American statistician, went to Japan to help enhance their production processes. He stressed that quality should be prioritized at every stage of production, achieved through statistical process control. Deming is particularly recognized for his PDCA cycle—Plan, Do, Check, Act —which advises stopping production when deviations occur to identify and resolve issues before continuing. During his time in Japan, he trained hundreds of engineers, managers and executives in his approach. Deming developed his concepts into what he termed "total quality management," which eventually laid

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1764-549: Was also tasked with improving Japanese management skills and Edgar McVoy was instrumental in bringing Lowell Mellen to Japan to properly install the Training Within Industry (TWI) programs in 1951. The ESS group had a training film to introduce TWI's three "J" programs: Job Instruction, Job Methods and Job Relations. Titled "Improvement in Four Steps" ( Kaizen eno Yon Dankai ), it thus introduced kaizen to Japan. For

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