The Kaizen Mindset:10 Steps for Executing a Successful Kaizen

Production team members discovering opportunities and trying solutions during a Kaizen. Image Source: Tim McMahon

An essential element in Lean thinking is Kaizen.  Kaizen is the Japanese word for a “good change” (Kai = change, Zen = good) or change for the better.  It’s a continuous improvement tool to make work easier, safer, and more productive by studying a process, identifying waste, and applying small incremental improvements that ensure the highest quality.

Kaizen thinking is based on making little changes on a regular basis: always improving productivity, safety and effectiveness while reducing waste.  Western philosophy is often summarized as, "if it ain't broke, don't fix it." However, the Kaizen philosophy is to "do it better, make it better, improve it even if it isn't broken, because if we don't, we can't compete with those who do."

Many business leaders envision Lean initiatives as massive endeavors that require long training sessions, big meetings, and complete overhauls. Yet the reality is that some of the most successful Lean initiatives begin with a commitment to creating a culture that’s focused on small, continuous improvements. It’s the only way to achieve long-term success.

Kaizen involves every employee - from upper management to operators. Everyone is encouraged to come up with improvement suggestions on a regular basis. This is not a once a month or once a year activity. Once we make this way of thinking normal the lack of any sort of event goes away. The ultimate goal is a culture of continuously looking at processes with an eye for improvement.

In my recent article published in Quality Magazine I share the benefits of Kaizen, the reasons why many organizations fail when implementing Kaizen, and 10 steps for executing a successful Kaizen. Click here to continue reading.

Meet-up: 5 Questions from Within the Lean Community With John Knotts

In May 2024 A Lean Journey Blog turned 15 and as I look back on how I got started and who influenced my journey I wanted to revisit a previous series I started in 2012 called the Meet-up. One of the things I am so fond of in the Lean community is the general wiliness to share with each other.  I have learned so much from my very experienced colleagues since I have been an active contributor.  Every month I roundup the best Lean related posts and articles I found particularly valuable from these fellow bloggers and contributors. Each one has their own story and opinions to share.

The goal of Meet-up is provide you an opportunity to meet some influential voices in the Lean community.  I will ask these authors a series of questions to learn about them, their lessons, and get their perspective on trends in industry.

Today, we Meet-up with John Knotts who I met many years ago after I'd been blogging for a number of years. John became a frequent blogger on Gemba Academy's page which I've followed since the beginning. His posts are commonly featured in the monthly round-up because of the valuable information he shares. I'm sure you'll find John's answers to these questions will offer insights for both the new and seasoned practitoners on their journey.

Here are his answers so you can learn more: 

1. Who are you, what organization are you with, and what are your current lean-oriented activities?

I am John Knotts, a personal and professional business coach and consultant.

I own my own business, Crosscutter Enterprises, where I provide coaching, consulting, training, and professional speaking. I’m also an author of six booms, with two more on the way this year. My wife and I own Fine Print Farms, which is one of the largest equestrian businesses in all of South Texas. We operate on 100 acres and have upwards of 40 horses on property at all times. I’m also a Senior Coach with Gemba Academy.

As a coach and consultant and Fractional Chief Operating Officer, I help business owners start, grow, scale, and improve their business. In Gemba Academy, I am evolving their Lean and Six Sigma training and certification programs. 

2. How, when, and why did you get introduced to lean and what fueled and fuels the passion?

In 1990, the United States Air Force started to roll out their Total Quality Management (TQM) training – the called it, Quality Air Force. I was a Security Policeman at the time, but found the courses very interesting and exciting. In 1996, I was stationed at a remote assignment in Turkey, and the Air Force dictated that 100% of Air Force personnel would be trained on the Quality Air Force Awareness course. I was the only person assigned to the location that had any formal training, so I became the local instructor for the program. In 1998, while stationed at my next assignment in Germany, I had the opportunity to retrain into the Manpower and Quality career field. There, I was formally trained and employed as an industrial engineer, process improvement practitioner, and strategic planner. My first job at Ramstein Air Base was to run their 17 quality training programs for the 10,000 military stationed there.

I couldn’t learn enough, quick enough back then. Lean and Six Sigma were brand new concepts and barely discussed at that time. The military taught us whatever we needed to know, so certification back then wasn’t a concern. When I retired from the military in 2008, I almost immediately went to work for Booz | Allen | Hamilton, a top ten management consulting firm in the nation. I was a Lead Associate in the Strategy and Organization functional department of Booz Allen. This was a evolutionary opportunity, and in three years I learned a great deal about all things operational excellence.

From there, I moved to United Services Automobile Association (USAA). Over seven years, I led the engineering of four enterprise programs (document management, process excellence, banking, and human resources). In 2019, I left USAA and went to work full-time in my own business. This eventually led me to a Chief Operating Officer position and then Gemba Academy.

My passion is fueled by success – I’ve adopted the moniker, “Success Incubator.” Lean, and all things Operational Excellence, fuels success for people and businesses. I’m a student of not knowing what I don’t know, which fuels my curiosity for continual learning and application of everything there is to know about this wonderfully-deep subject. 

3. In your opinion what is the most powerful aspect of lean?

Lean, and process improvement itself, provides a no nonsense approach to improving anything. Conceptually, data-driven decision making, respect for people, and going to where the work is done are basic concepts of success in anything. If you own a business and you delegate these activities to others, you will fail. 

4. In your opinion what is the most misunderstood or unrecognized aspect of lean?

The biggest problem is trying to solve everything at once. The whole emphasis of process improvement is to sift through all the noise of the symptoms and causes to get to the root cause – that Red Thread, which if you pull will make a major impact on your process. Instead, we brainstorm and diagram our way to a list of causes and fail to narrow them down to a singular focus – fix one thing at a time. The inherent basis of Lean is to standardize, measure, and then take a single step up, improving one thing. Then, we standardize and measure again. This is what continuous improvement is all about.

The problem with trying to chase all the symptoms and causes at once is that process improvement efforts take way too long! Business owners, expecting immediate and measurable returns do not see results. The effort is seen as a waste, and the entire effort is killed before it’s finished. 

5. In your opinion what is the biggest opportunity for lean in today's world? How can that be accomplished?

I recently saw an article where Toyota is teaching young kids how to work on automobiles. I watched a video of young girls taking apart an engine. We need to evolve our education system to teach problem solving, process improvement, and process management in schools. Lean and Six Sigma certifications shouldn’t be a coveted designation, it should be the foundation of business existence. These are business transferable skills that should be taught to everyone in school.

Through their answers to these questions hopefully you will get a sense of the thinking behind those who are shaping the Lean landscape.  I continue to keep learning and thankfully with the willingness of these practitioners to share I am positive you will, too.

Lean Quote: When The Vision Pulls You, You Don’t Have to Be Pushed

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"If you are working on something exciting that you really care about, you don’t have to be pushed. The vision pulls you."   —  Steve Jobs

This quote conveys a profound insight into the intrinsic motivation that arises when one is passionate about one’s endeavors.

The quote celebrates the remarkable force of passion and personal investment in one’s work. It suggests that when you are engaged in a project or goal that truly resonates with your values and aspirations, you are not propelled forward by external pressures or incentives. Instead, the vision itself becomes the driving force, pulling you towards its realization.

What makes Job’s statement so compelling is its emphasis on the alignment between one’s passions and their actions. It highlights that when your work aligns with your vision and values, it ceases to be a task and transforms into a labor of love. This intrinsic motivation leads to an unwavering commitment to the goal at hand.

Its message serves as an inspirational reminder for individuals to seek out and pursue their passions. It encourages us to recognize the importance of aligning our work with our vision, as it not only leads to a deeper sense of fulfillment but also propels us toward our goals with unshakable determination.

In a broader context, this quote is a tribute to the transformative power of purpose. It suggests that when we are driven by a meaningful vision, our dedication knows no bounds, and our potential for achievement is boundless. It invites us to discover and nurture the passions that will, in turn, inspire us to reach new heights of success and self-fulfillment.

Job’s quote is a testament to the compelling force of personal passion and commitment. It encourages us to align our work with our values and aspirations, as this intrinsic motivation not only propels us forward but also leads to the most meaningful and fulfilling accomplishments.

Discover the intrinsic power of passion and purpose – when you truly care, the vision becomes your driving force. Love what you do.

10 Strategies to Make a Positive Impact on Employee Engagement

Employees are the lifeblood of an organization. How they interact within your company and with your customers directly correlates to a company’s success. Therefore, when organizations improve employee engagement, their business thrives.

Employee engagement, or the enthusiasm and dedication employees feel toward their employer, is crucial in creating a positive and productive work environment. When employees are involved and participate in the work, they are more likely to contribute their best efforts, stay committed to their roles, and positively impact the organization’s overall success.

Finding ways to get employees involved and excited about their work can seem complex and perhaps hopeless. However, for most people, engagement depends on connection and mutual respect, which can be simple to improve.

So, whether you find yourself in an overhaul of your company culture or just looking for some new ways to involve your employees, I’ve compiled a list of proven strategies that can make a positive impact on employee engagement.

1. Communicate Openly

Regular and transparent communication is essential for engaging employees. Hold team meetings, provide updates on company goals and progress, and encourage open dialogue. Keep employees feeling heard, valued, and informed about the organization’s direction.

2. Provide Feedback and Recognition

Regularly providing constructive feedback and recognition acknowledges employees’ efforts and achievements and reinforces their value to the organization. Recognizing individual and team accomplishments publicly boosts team morale and motivation. 

3. Foster a Positive Work Environment

Create a positive work environment that fosters engagement and supports employee well-being. That can include encouraging teamwork, collaboration, and positive relationships among colleagues, as well as promoting work-life balance and offering programs that support employee wellness.

4. Offer Professional Development Opportunities

Offer training programs, workshops, or mentorship opportunities that align with employees’ interests and career goals. Providing opportunities for growth and development will demonstrate your investment in the value and potential of your employees.

5. Delegate Meaningful and Challenging Tasks

Empower employees by delegating tasks that are meaningful, challenging, and aligned with their skills and interests. By providing autonomy and responsibility, you can ignite their passion and motivation for their work.

6. Encourage Innovation and Creativity

Foster a culture of innovation and creativity by providing platforms for sharing ideas, implementing new initiatives, and recognizing innovative contributions. This can re-engage disengaged employees by giving them a sense of ownership and purpose.

7. Recognize (And Address) Work-Related Stress

Disengagement can often be a result of work-related stress. Take the time to identify the sources of stress in the workplace and implement strategies to address them. This could involve workload adjustments, improving work processes, and providing resources to support employees’ mental health.

8. Promote Work-Life Balance

Help employees achieve a healthy work-life balance by promoting flexible work arrangements, encouraging employees to take breaks and use vacation time, and prioritizing self-care. A balanced lifestyle can improve engagement and overall well-being.

9. Foster a Sense of Belonging

Create a sense of belonging by promoting inclusivity and diversity within the organization. Encourage employees to share their perspectives, ideas, and experiences by fostering a supportive and inclusive work environment where everyone feels valued and respected.

10. Lead By Example

Leading by example shows that you value and appreciate your employees. Demonstrating enthusiasm, passion, and commitment can inspire employees to engage and become more invested in their work.

Engagement isn’t something companies do just to make employees feel happy. It’s a business strategy for success.

To be successful, organizations need engaged employees because they’re enthusiastic and invested in their work. And feeling positive about their work leads to better physical and mental health.

Decades of Gallup research shows that highly engaged workplaces claim 41% lower absenteeism, 40% fewer quality defects and 21% high profitability.

The bottom line is engaged employees produce better work because they’re happier and they feel like they’re part of something bigger than themselves.  

Labor Day: 10 Facts About Today’s American Worker

Happy Labor Day to all my American readers! For a lot of people, Labor Day means two things: a day off and the end of summer. However, Labor Day is a day set aside to pay tribute to working men and women and acknowledges the value and dignity of work and its role in American life.

Labor Day, an annual celebration of workers and their achievements, originated during one of American labor history’s most dismal chapters. In the late 1800s, at the height of the Industrial Revolution in the United States, the average American worked 12-hour days and seven-day weeks in order to eke out a basic living.

Today, being an American worker looks much different. Here are 10 facts about American workers today:

1. Millennials are now the largest generation in the U.S. labor force

According to a 2019 Pew Research poll, millennials passed Gen X in 2016 to become the single largest generational group in the U.S. workforce. This follows decades of Boomers holding the title, and Gen X holding it for just 3 years before being surpassed by millennials.

2. A significant majority (over 70%) of Americans work in the services sector

Compared to other parts of American history when agriculture, or industry may have been a more prominent option for American workers, the services sector has been the most dominant sector for quite some time now (Source: Pew and Statistica)

3. In 2021, U.S. workers worked an average of 1,767 hours per year

According to the Organization for Economic Cooperation and Development (OECD), the U.S. average hours worked was the highest among OECD member nations with the exception of just five other nations working more hours. The OECD is an intergovernmental organization with 38 member nations in the Americas, Europe, and the Pacific committed to democracy and the market economy.

4. Thanks to the pandemic, 59% of workers with jobs that can be done remotely are teleworking all or most of the time (as recently as January of this year)

Covid-19 brought one of the largest and dramatic shifts for many American workers ever seen: working from home. While not all American workers have the option of working in a job that can be done remotely, the majority of those who do have stayed remote even after return to workplaces became an option. (Source: Pew)

5. While maternity leave is protected in some cases by law, The U.S. remains as the only industrialized nation to not have paid parental leave

While many employers provide this option, it is not codified into U.S. law. Only seven non industrialized nations join the U.S. in this statistic. (Source: WORLD policy analysis center) Also, 70% of U.S. children grow up in a household where all adults are participating members of the U.S. workforce, a big difference from a few decades ago.

6. The top 5 most loved workplaces in America? Spotify, Dell, SAP, Wyndham Hotels, and Navy Federal Credit Union

This is according to the latest 2021 list released by Newsweek.

7. The #1 place to work in the U.S. for worker benefits? The nation’s capital.

According to data from Oxfam, Washington, D.C. ranks highest for high wage standards and strong worker protections.

8. Among its peers, the U.S. comes in last for worker benefits.

Benefits referring to health benefits, retirement, etc. This is also only compared to similarly developed nations (not including emerging nations). This is according to data compiled by HR software company, Zenefits.

9. American women earn 83 cents on the dollar compared with men.

This is according to the U.S. Census Bureau. For women of color, the disparity is even higher. The good news? The gap is lower among younger workers.

10. Support for labor unions among American workers is at a 57-year high even though membership has fallen since the 1980s.

This is according to a new Gallup poll. Union popularity is at a high this year as companies like Amazon and Starbucks face calls for unionization.

Americans need today's holiday, since we work more than anyone in the industrialized world. We also take fewer vacations, work longer days, and retire later. And the trend is not positive. One expert concluded back in 1990 that we work nearly one month more per year than in 1970, and time pressures have only gotten worse since.

We celebrate Labor Day because we are all in this world of work together. Let’s enjoy the fruits of our labor and the solidarity of workers, the work we do, and the nation and economy we and our parents and their parents have built. Happy Labor Day!

Lean Quote: Set the Standard; Create and Live the Vision of How a Quality Leader Acts

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"The quality of a leader is reflected in the standards they set for themselves."   —  Ray Kroc

Whether you realize it or not, if you're a leader, your employees are watching every move you make. Good leaders must lead by example. By walking your talk, you become a person others want to follow. When leaders say one thing, but do another, they erode trust--a critical element of productive leadership.

Leading by example sounds easy, but few leaders are consistent with this one. Successful leaders practice what they preach and are mindful of their actions. They know everyone is watching them and therefore are incredibly intuitive about detecting those who are observing their every move, waiting to detect a performance shortfall.

There are many ways leaders can set an example to others, but here are 15 of those ways.

1. Take responsibility. Blame costs you your credibility, keeps team members on the defensive and ultimately sabotages real growth. Great leaders know when to accept that mistakes have been made and take it upon themselves to fix them.

2. Be truthful. Inaccurate representation affects everyone. Show that honesty really is the best policy. Promote an office environment of truthfulness.

3. Be courageous. Walk through fire (a crisis) first. Take calculated risks that demonstrate commitment to a larger purpose.

4. Acknowledge failure. It makes it OK for your team to do the same and defines failure as part of the process of becoming extraordinary. We always learn more from mistakes than successes, provided we seek to understand the point of failure and eliminate that particular issue.

5. Be persistent. Try, try again. Go over, under or around any hurdles to show that obstacles don’t define your company or team.

6. Create solutions. Don’t dwell on problems; instead be the first to offer solutions and then ask your team for more.

7. Listen. Practice patience and try to not interrupt when someone is talking. Be attentive, make eye contact, nod and ask pertinent questions. Ask questions. Seek to understand. You’ll receive valuable insights and set a tone that encourages healthy dialogue.

8. Let the team do their thing. Stop micromanaging. Communicate the mission, vision, values, and goals. Then step back and let the team innovate. Setting this example for the team will encourage your other managers to do the same.

9. Take care of yourself. The more you take care of yourself, the more energy you will have and the better work you will do. Exercise, don’t overwork, take a break. A balanced team, mentally and physically, is a successful team. Model it, encourage it, support it!

Lean Roundup #183 – August 2024

A selection of highlighted blog posts from Lean bloggers from the month of August 2024.  You can also view the previous monthly Lean Roundups here.  

 

Toyota’s Self-Criticism – Bob Emiliani explains that companies have difficulty replicating TPS because most leaders at all levels have the preconception “whatever is, is right,” which makes them resistant to both external criticism and self-criticism.

 

From Commands to Collaboration: Lessons in Respectful and Effective Workplace Signage – Mark Graban takes a moment to examine two different approaches to communicating showing why clear and respectful communication is crucial Lean management.

 

What Makes a Great Sensei? – Pascal Dennis illuminates’ elements of the sensei mindset, at least in so far as he’s observed and understood.

 

Understanding the Pillars of Operational Excellence - Elise Miller explores the key pillars that form the basis of an effective operational excellence strategy.

 

How to Shift from Resource Focus to Customer Focus - Alen Ganic discusses the dangers of prioritizing resource efficiency over customer satisfaction.

 

Are You Keeping The Line Wet? – John Knotts talks about the phrase “keeping the line wet” means in a manufacturing context.

 

We’ve Stopped Punishing People for Mistakes. Now What? – Mark Graban explains the next step now that you've stopped punishing people for mistakes is to ensure that you're not just being nice, but truly kind.

 

Obeya Management: 10 Practical Tips to Create a Command Center for Success - James Morgan offers ten tips for getting obeya management right based on his experience with hundreds of projects across various industries.

 

Lean Consultants Adrift – Bob Emiliani says Lean consultants suffer from groupthink and would be wise to reflect on a series of questions to change this.