KAIZEN = Change for the Better through Continuous Improvement
KAIZEN
For over 14 years, I had the opportunity to lead a program in Japan where I visited many companies across the country and learned first-hand the Kaizen methodology’s benefits. You may be familiar with how Kaizen was popularized, so bear with me while I briefly explain.
Kaizen is a term in Japan that simply means ‘continuous improvement’ or ‘change for the better’ and is a business philosophy around gradual and methodical product and service improvement that increases quality and productivity levels. Through Kaizen, Toyota revolutionized its car manufacturing production facility. Continually evaluating, fine-tuning, and implementing better and more efficient changes to improve the production line.
I use the Kaizen principles when evaluating my business consulting, leadership training, and executive coaching practice quarterly. I review processes (think process mapping each of your business activities) and also strategies being used in goal attainment and analyze where an issue has been identified that would warrant improvement.
I encourage you to think about how you could do the same in your business no matter your industry sector.
Seriously… why continue to do the same thing in the same way if you continually get the same results?
Focus on making processes better and more efficient to improve your productivity and increase your client service levels.
KAIZEN | PLAN
Quarterly, after I have conducted a thorough review of goal progress or OKR’s (objectives and key result) attainment and analysis of strategies and processes used in the quarter, I then determine if an action taken could have been done in a more efficient or client-focused manner. Areas identified for improvement are prioritized based on the greatest return on efficiency, and actions that will increase client satisfaction levels.
KAIZEN | DO
The next step is to identify an action plan of improvement for each process chosen. The action plan should map out the current process from beginning to end and from data analysis or feedback given, compare potential solutions, and select and detail the best implementation option. Time should be scheduled in advance in your schedule to work on and implement the desired changes.
KAIZEN | REVIEW
Test the new process to determine if any other tweaks can be made for improvement and measure that the planning phase’s improvements are accurate.
TEAM
The Kaizen model of continuous improvement includes the involvement of employees who are a part of the process that has been chosen for improvement. Involving the individuals affected by the process improvement is common sense and improves teamwork, discussion on quality improvements, and between levels in your organization.
In larger groups of employees, I have seen this process work very effectively. It has improved individuals’ discipline in performing activities, increased morale by empowering staff to improve how they do their job, increased engagement and employee satisfaction levels. In larger teams, quality circles have been implemented of five to seven employees who meet regularly to discuss any issues from work processes and then determine, assess and choose solutions that will address the problems and result in improvement.
Questions to help your Q1 review:
KAIZEN | PLAN
- What were your Q1 (January – March 2021) goals and objectives?
- What were the projects and key results for each goal?
KAIZEN | DO
- Were there any unexpected factors that arose (e.g. COVID restrictions)?
- Was there project scope creep? If so, what?
KAIZEN | REVIEW
- Did you achieve your planned results?
- What worked? What didn’t? Why?
- What lessons will you take forward from this?
If you are interested in learning about how professional development or executive coaching can help support your leadership or your leadership team, please reach out to askme@jennyreilly.com to schedule a convenient time for a complimentary strategy session.
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