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Sylvia Grant
Consultant, Australia
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Kaizen Prerequisites
I believe self-discipline is a mandatory prerequisite before one can hope to achieve success with Kaizen, just as it is in martial arts. The focus and 'stillness' of thought required in martial arts helps with the implementation of Kaizen. What is your opinion?
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Gary Disley
Teacher, Australia
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Stillness of Thought as a Prerequisite for Kaizen Yes Sylvia, clear thinking and the ability to focus is more critical important in times of rapid change just as it is in martial arts..
Although in these times of constant change it might be a mistake to focus everything in one direction without providing strategies to continue to improve operational agility and flexibility to help navigate projects.
When you cite "stillness of thought" are you talking about 'reflection learning' or simply 'reinforce focus'?
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Ramiro Molina, Colombia
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Preparing for Kaizen | Kaizen Prerequisites Here are a few more prerequisites which should be performed before starting a Kaizen event:
- The process is selected
- The Kaizen leader is selected.
- At least a SIPOC and a CSVSM have been made, and data of the current performance of the process has been gathered.
- Do an stakeholder analysis, with clear expectations from them.
All these are to be done before actually running the Kaizen event.
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kevin_nin, China
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Kaizen Prerequisites | Preparing for Kaizen Anything that will be carried out must come from a decision-making layer that has the determination and desire to make the Kaizen event work, and gives powerful support to the team.
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Dirk
Management Consultant, Australia
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Top Management Commitment for Kaizen and Organisational Change When the company I was working for was taken over by Japanese all of their methodologies were introduced using Kaizen. Although the organisation did have a team approach, I do not consider us at the time to have been in any way disciplined though.
What was important I believe was the willingness to embark on a change program and this needs to be driven right from the top to have any chance of success. Management's leadership far outweighs a disciplined work force. That is what ultimately gave results in our case and in my consulting career since then management's commitment is the one key factor I sought in every intervention program and proved to be successful every time.
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Anonymous
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Kaizen and Organisational Culture Kaizen is indisputably one of the best methods of increasing efficiency and of introducing organizational change in an organization. However it requires organizational cultural change before it is implemented for people to be disciplined and to embrace teamwork.
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Philippe Guenet
Coach, United Kingdom
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Time is also Key I agree that discipline is essential - one has to be relentless to focus on identifying and standardising improvements.
In many organisations that I see however (I work a lot in digital), most of the time is exhausted in "delivery".
People do not have headroom for Kaizen, they are on the rat-wheel of delivery - and actually quite happy on it even because the belief system in these organisations is about delivering projects. It is not so much about having quality.
Until that changes meaningfully, it is difficult to make Kaizen matter.
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Jaap de Jonge
Editor, Netherlands
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Kaizen Prerequisites @Philippe Guenet: Yes! Could it be - as you imply - that a belief system that "quality is key" is a Kaizen prerequisite?
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Philippe Guenet
Coach, United Kingdom
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Quality Awareness as a Prerequisite for Kaizen I don't think that anybody will object that quality is important. Classic management is taking it for granted though and see it as a result of the individual performance.
Also such managers often accept somehow to compromise it by pressing on delivery deadline and conveniently avoiding attention to quality (as in automation test coverage, low bugs, automation to release, etc.).
Kaizen sees quality as a product of the system. One key principle is: You don't accept defects, you don't create defects, you don't pass on defects. All of those conditions are a reason to stop the process and ensure quality is built in. You only create quality when you never stop to ensure quality.
This is generally polar opposite to delivery-focused management who do not make time for anything else but the deadline and naively think quality happens by default.
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