Introducing Kaizen
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Kaizen is a Japanese term meaning continuous improvement, emphasizing inexpensive enhancements involving all team members. It relies on data for problem-solving and fosters a culture where employees feel empowered to identify and implement improvements without fear of failure. A successful kaizen culture supports a motivated workforce and promotes self-organization around tasks.
Introducing Kaizen
- 1. Introducing Kaizen FP IT Teams
- 2. What is Kaizen? The Japanese word "kaizen" means change (kai) to become good (zen). Kaizen means improvement. Improvements without spending much money, involving everyone from managers to employees, using much common sense. Kaizen is on-going and never-ending improvement process.
- 3. Speak with data ● Kaizen is a problem solving process. ● The problem must be understood and recognized. ● Solving a problem without data is not a scientific or objective approach. ● Collecting, verifying and analyzing data for improvement is vital.
- 4. What are “kaizen eyes”? "Kaizen eyes" means observing everything to identify something that you could improve.
- 5. Working environment ● Skills and motivation are fundamental to success. ● We have to strive to maintain a working environment in which all people can thrive and have the opportunity to meet their potential.
- 6. The Adriano Olivetti way ● The focus of each one is on the motivational drive and sense of belonging. ● The benefit to the whole and the individual will become one in the long run.
- 7. Kaizen culture (1) In kaizen culture the workforce is empowered. Individuals feel free to take action; free to do the right thing. They spontaneously swarm on problems, discuss options, and implement fixes and improvements. In a kaizen culture, the workforce is without fear. The underlying norm is for management to be tolerant of failure if the experimentation and innovation was in the name of process and performance improvement.
- 8. Kaizen culture (2) In a kaizen culture, individuals are free (within some limits) to self-organize around the work they do and how they do it. Visual controls and signals are evident, and work tasks are generally volunteered for rather than assigned by a superior. Source: David Anderson