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Kaizen - the key of continuos improvement
Kaizen is a philosophy of continuous improvement through small, incremental changes. It emphasizes empowering employees to identify and implement improvements on a daily basis. Key aspects of Kaizen include establishing a culture of continuous learning and problem-solving, conducting Kaizen events to address specific problems, and using the PDCA (Plan-Do-Check-Act) cycle to drive improvements. For Kaizen transformations to succeed, organizations must create a sense of urgency, develop a clear vision, empower employees, plan for short-term wins, and embrace new approaches on an ongoing basis.
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Kaizen emphasizes continuous improvement in processes and products. 'Kai' means change, and 'Zen' means good, highlighting the positive aspect of change.
Focus on reducing yearly costs by 5%. Examples include saving $300,000 through unmarked trash bags and encouraging energy conservation by taking stairs.
Key principles of Kaizen culture involve small continuous improvements, empowering people, visualizing problems, and fostering a shared purpose.
Physical resistance is tied to emotional responses. The amygdala plays a critical role in memory and decision-making influencing people's reactions.
Creating a sense of urgency is crucial for initiating change. Influencing factors and stakeholders play a significant role in this process.
Key figures in transformation include CEO, CTO, middle management, project managers, and teams who drive change initiatives.
The Plan-Do-Check-Act (PDCA) cycle is essential for problem-solving and continuous improvement, including setting goals and analyzing results.
PDCA is utilized in practices like Test-Driven Development, Standups, and Retrospectives, offering structured approaches to enhance outcomes.
'Catch the ball' is a methodology that engages employees at all levels, enhancing strategy through data-driven contributions supporting Kaizen.
Support for Kaizen involves management shaping vision, identifying objectives, and conducting reviews to ensure sustained improvements.
Kaizen events aim to improve productivity and reach efficiency goals with cross-functional teams in brief durations (3-5 days).
The Kaizen event process includes problem identification, current state mapping, root cause analysis, and follow-up assessment on improvements.
Daily Kaizen focuses on small, actionable goals enhancing problem-solving skills and reducing waste through regular review and practice.
Top reasons for Kaizen failure include cultural resistance, lack of follow-up, short-term vision, and inadequate resources, among others.
Starting change involves empowering people, leading by example, celebrating successes, and using metrics to track improvements.
A motivational quote by Lao Tzu emphasizes that significant journeys start with small steps, aligning with the Kaizen philosophy.
The presentation concludes with gratitude and readiness to answer questions, encouraging audience engagement.
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Kaizen - the key of continuos improvement
- 1. Kaizen the keyof continuos improvement
- 3.
- 4. Kaizen and manufacturing industry
- 5. How can the company reduce of 5% the yearly costs ?
- 6. 1. unmarked trashbags saved $300.000 2. taking the stairs instead of the elevators to save electricity
- 7. CULTURE small andcontinuos improvement quick win accept failures improve quality empower people develop people shared long term purpose reduce waste visualize problems stop & fixing
- 8. Physical resistance Amygdalaperforms a primary role in the processing of memory, decision-making, and emotional reactions
- 9. influence people Moore’s“crossing the chasm” chart
- 10. Which factor creates needs of change ? sense of urgency
- 11. Main actors CEO,CTO middle management project managers POs, Scrum Masters Stakeholders Developers, Designers Teams
- 12. Leaders are thekey for this big transformation
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- 14. PDCA Plan clarifythe problem break down the problem set the target to achieve analyze root causes & get metrics develop countermeasures see countermeasures through check process and result standardize success Do Check Act/Adapt
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- 16. PDCA in action TDD Pair Programming
- 17. PDCA in action Retrospective Standup
- 18. Why Kaizen transformationssucceed ? Establish a sense of urgency Create a vision Empower other to act on the vision Plan for and create short-term wins Consolidate improvements Embrace changes and new approaches
- 19. catch the ball It is a disciplined multi-level planning methodology for “tossing an idea around.” It takes strategic issues to the grassroots level, asking employees at each level of management to “value add” to the plan based on data analysis and experience of their functional areas support kaizen kaizen events daily kaizen
- 20. Support Kaizen focuson long term results management shapes the vision and defines targets annual/quarterly review cycle identifying small number of objectives to achieve (3-5) spread these objectives to the middle management spend enough quality time in check and act phases
- 21. Kaizen Events AKaizen event is any planned action that causes a Current State Map to become obsolete and that causes the Value Stream’s productivity to improve for good cross functional team provide immediate value duration between 3-5 days
- 22. Kaizen Events prekaizen event identify the problem & collect metrics day 1-2 document current state of the problem day 2-3 root causes analysis and set the goals to achieve day 3-5 improve process post kaizen event analyze every month if the improvement produce benefits
- 23. Daily Kaizen focusin 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 & learning by doing
- 24. Top 10 reasonswhy Kaizen fails Absence of real culture - “this is the way we’ve always done” Politics and blame games General resistance to change - fear culture No follow-up after a kaizen event No sense of ownership/empowerment Short term vision - no real sense of urgency Failure to identify problems - No problem is a problem Failure to see root causes - 5 whys Failure to plan and execute - failure retrospective Lack of resources - time, knowledge...
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- 26. Small actions tostart your change coach people over command 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 your improvements except fails and learn from them
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- 28. a journey ofa thousand miles begins a with single step Lao Tzu
- 29. Thanks! Questions? @lucamezzalira mezzalab@gmail.com lucamezzalira.com