Tuesday, December 30, 2014

Kaizen: The Key to Continous Improvement

Below are some notes from a presentation I watched about continuous improvement, which should be at the core of any organization that's serious about becoming better.

Learn more about Kaizen here:

Watch the presentation here:

  • Small and continuous improvement
  • Quick win
  • Accept Failures
  • Improve Quality
  • Empower people
  • Develop People
  • Shared long term purpose
  • Reduce waste
  • Visualize problems
  • Stop and fixing
Resistance to change
  • Use small changes
  • Influencing people over time
    • Celebrate wins
  • Sense of urgency
Plan - Do - Check - Act
  • Create a feedback loop
  • Plan
    • Clarify the problem
    • Break it down
    • Set the target to achieve
    • Analyze root causes & get metrics
    • Develop countermeasures
  • Do
    • See countermeasures through
  • Check
    • Check process and result
  • Act/Adapt
    • Standardize success
Why Kaizen Succeeds?
  •  Establish a sense of urgency
  • Create a vision
  • Empower others to act on the vision
  • Plan for and create short-term wins
  • Consolidate improvements
  • Embrace changes and new approaches
Kaizen Event
  • Improve producitivy
  • Cross functional team
  • Provide immediate value
  • Duration between 3-5 days
    • Pre Kaizen
      • ID the problem and collect metrics
    • Day 1-2 
      • document current state of the problem
    • Day 2-3
      • Root cause analysis and set goals to achieve
    • Day 3-5
      • Improve process
    • Post Kaizen
      • Analyze every month if the improvement benefits
  • Daily Kaizen
    • Focus in short term goals and quick win
    • Individual or small teams
    • hour/daily review cycle
    • reinforces the learning and development through practice of problem solving
    • create new standards improving people and the organization
    • reduce waste and learning by doing
Top 10 reasons why Kaizen fails
  • Absence of real culture - "this is the way we've always don it"
  • Politics and blame games
  • Fear culture - resistance to change
  • No follow up after a kaizen event
  • No sense of ownership/empowerment
  • Short term vision - No sense of urgency
  • Failure to identify problems - no problem is a problem
  • Failure to see root causes
  • Failure to plan and execute
  • Lack of resources -  time, knowledge
Small changes to start
  • Coach people
  • Empower people
  • Boost the team morale
  • Lead by example
  • Improve your standards
  • Visualize your flow and identify the problems
  • Always start from 1 or 2 teams
  • Celebrate success
  • Use metrics to identify improvements
  • Accept failure and learn from it
  • Agile Kaizen by Angel Mednilla
    • ISBN 978-3-642-54991-5
  • The Spirit of Kaizen by Robert Maurer
    • ISBN 978-0071796170
  • Creating a Kaizen Culture by Jon Miller, et al
    • ISBN 978-0071826853

1 comment:

  1. Yeah dear Brett Child , the basic mean of Kaizen is really what you said on the top.. overall nice blog, I am looking your daily effort dear and I really appreciate you for this , thanks for posting that.