Kaizen or Kaikaku
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The document discusses two approaches to improvement in organizational processes: kaizen, which focuses on continuous, incremental improvements, and kaikaku, which emphasizes radical changes. It highlights the importance of creating learning organizations that foster innovation and reflection, overcoming obstacles to learning, and implementing systematic strategies for improvement. Key concepts include the hansei mindset and the need for leaders to act as coaches to facilitate growth and problem-solving.
![Learning organizations [are] organizations where
people continually expand their capacity to
create the results they truly desire, where new
and expansive patterns of thinking are nurtured,
where collective aspiration is set free, and
where people are continually learning to see the
whole together.
(Senge 1990)](https://image.slidesharecdn.com/kaizenorkaikakudistr-120202093257-phpapp02/85/Kaizen-or-Kaikaku-6-320.jpg)
Kaizen or Kaikaku
- 1. Kaizen or Kaikaku Two Approches to Improvement Scrum Gathering London, October 12, 2011
- 2. Agenda • Continuous Improvement • Kaizen • Kaikaku • Conclusions and Summary
- 3. Exercise 1 Think of three things you already know about Continuous Improvement and one thing you want to learn today Introduce yourself to a person near you and tell this person what you thought of 1 + 2 + 2
- 4. Continuous Improvement • Different Types • Prerequisites • Kaikaku • Kaizen • How to use Hansei to strenghten continuous improvement
- 5. Different Types • There are different types of Continuous Improvement. •Kaikaku •Kaizen •Retrospectives (team based) •Etc.
- 6. Learning organizations [are] organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. (Senge 1990)
- 7. Continuous Improvement • Continuous improvement is strongly connected to learning organizations. • To become a truly learning organization you need to continuously improve.
- 8. Characteristics of a Learning Organization • Management is continuous innovation and improvement • Leaders as Teachers who help people grow and facilitate learning • Respect and trust for people • What are we learning? How can we improve? • Autonomy: Broad knowledge and decision rights © 2011 Lean Software Institute. All Rights Reserved.
- 9. Obstacles to Learning • Silo thinking • No time for reflection • No compelling long-term-vision • Apathy • Problem denial • Leaders don’t value learning • No systematic framework for learning © 2011 Lean Software Institute. All Rights Reserved.
- 10. Kaizen http://imperia.info/e_unternehmen_histo.htm Kaizen (改善?), Japanese for "improvement", or "change for the better" refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, game development, and business management.
- 12. Hansei Hansei, "self-reflection") is a central idea in Japanese culture. Its meaning is to acknowledge your own mistake and to pledge improvement. http://relationalcontextofteaching.edublogs.org/files/2011/06/critical-thinking-self-reflection-2gm1cp3-150x150.jpg
- 13. Continuous Improvement • Learning Organization • Kaizen – Evolutionary or Stepwise Improvement • Kaikaku – Radical Improvement • Hansei - Reflection
- 14. Pursuing Perfection Never-ending improvement effort 1. Map the current value stream 2. Identify sources of waste 3. Review improvement ideas 4. Select improvements 5. Design and document future state 6. Implement future state 7. Monitor value stream performance © 2011 Lean Software Institute. All Rights Reserved.
- 16. Challenges in Kaizen • Make people think bigger • Improve business literacy • Break through internal boundaries • Confront skeptics • Invest time in learning • Ensure sufficient resources © 2011 Lean Software Institute. All Rights Reserved.
- 17. Kaizen Kai - To Break Zen - For the Better
- 18. Kaizen Mindset Startingpoint: setting the right mindset • Everything can and should be improved • Not a single day should go by without some kind of improvement being made somewhere in the company • Imagine the ideal customer experience and strive to provide it • Don't criticize, suggest an improvement • Think of how to improve it instead of why it can't be improved • think beyond common sense. Even if something is working, try to find the ways to make it work even better • See problem solving as cross-functional systematic and collaborative approach.
- 19. The Hansei Attitude Mastery requires careful observation and reflection To get better at what we do, we must build observation and reflection into everything we do It is not DOING that is the hard problem, it is SEEING the world correctly Reflection yields intellectual LEVERAGE © 2011 Lean Software Institute. All Rights Reserved.
- 20. Organizational Learning © 2011 Lean Software Institute. All Rights Reserved.
- 21. Benefits of Kaizen Systematic organizational learning Opportunity to get better at getting better Improved business performance Develop people through imroved critical thinking skills Improved motivation Improved clarity – connect strategy with execution challenges © 2011 Lean Software Institute. All Rights Reserved.
- 23. Kaikaku Radical change Precursor to Kaizen AKA Kaizen Blitz Necessary to break paradigms
- 24. Kaikaku commandments 1(2) • Throw out the traditional concept of manufacturing methods. • Think about how the new method will work, not how it won't work. • Don't accept excuses; totally deny the status quo. • Don't seek perfection; a 50% implementation rate is fine as long as it's done on the spot.
- 25. Kaikaku commandments 2(2) • Correct mistakes the moment they are found. • Problems give you a chance to use your brains. • Ask "Why" five times. • Ten person's ideas are better than one person's knowledge. • Kaikaku knows no limits
- 26. Key points of Kaikaku Addition to Kaizen Rapid change event Revolutionary Sometimes precursor to Kaizen
- 27. Finally Kaikaku (Radical Redesign) Map and redesign Business Systems according. Kaizen (Con nuous Improvement) Implement a system for con nuous reflec on and relentless improvement. Leadership (Coaching for growth) Leaders work as coaches helping their people solve problems. © 2011 Lean Software Institute. All Rights Reserved.
- 28. References • Senge, P. M. (1990) The Fifth Discipline. The art and practice of the learning organization, London: Random House. • www.leansoftwareinstitute.com
- 29. Arne Åhlander • arne.ahlander@aqqurite.se • arne.ahlander@leansoftwareinstitute.com • www.aqqurite.se • www.leansoftwareinstitute.com • www.twitter.com/ArneAhl • www.linkedin.com/in/arneahlander
Editor's Notes
- #2: Scrum is about continuous improvement among other things. When discussing continuous improvement many think about Kaizen. In this presentation you will get the opportunity to discuss Kaizen and Kaikaku, another Lean approach to improvement, their suitability, benefits, and pitfalls.
- #3: This is what I intend for us to cover today.
- #5: We’ll take a quick look at Continuous Imrovement to cover the basics like: Different Types Prerequisites Kaikaku Kaizen How to use Hansei to strenghten continuous improvement
- #6: There are different types of Continuous Improvement. Can you help me list a couple? Kaikaku Kaizen Retrospectives (team based)
- #7: Mention that continuous improvement is strongly connected to learning organizations. To become a truly learning organization you need to continuously improve. Mention the characteristics of a learning organization Mention obstacles to learning: Silo thinking No time for reflection No compelling long-term-vision Apathy Problem denial Leaders don’t value learning No systematic framework for learning
- #11: Kaizen (改善?), Japanese for "improvement", or "change for the better" refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, game development, and business management.
- #13: Hansei (反省?, "self-reflection") is a central idea in Japanese culture. Its meaning is to acknowledge your own mistake and to pledge improvement. (Similar to the German proverb "Selbsterkenntnis ist der erste Schritt zur Besserung" where the closest translation would be "Self-awareness is the first step to improvement").
- #14: Short summary of Continuous Improvement
- #17: Kaizen Connections
- #20: The Hansei Attitude Mastery requires careful observation and reflection To get better at what we do, we must build observation and reflection into everything we do It is not DOING that is the hard problem, it is SEEING the world correctly Reflection yields intellectual LEVERAGE
- #21: Organizational Learning The basic moves Observe Capture Reflect Solve
- #22: Kaizen Conclusion Benefits of Kaizen Systematic organizational learning An opportunity to get better at how to get better Improved business performance Develop people through improved critical thinking skills Improved motivation Improved clarity – connect strategy with execution challenges
- #24: Kaikaku (Japanese for "radical change") is about making fundamental and radical changes to a production system, unlike Kaizen which is focused on incremental minor changes. Both Kaizen and Kaikaku can be applied to activities other than production. Kaikaku is sometimes used as a precursor to Kaizen activities. Kaizen is essential for a long-term Lean transformation. Kaikaku is a lean production term that means radical change, transformation, a revolution. It means radical overhaul of an activity to eliminate all waste (muda in Japanese) and create greater value. It is a rapid and radical change process. Kaikaku is a breakthrough rapid and radical improvement, of any activity, It is similar to radical innovation, though innovation is not necessary for Kaikaku. Kaikaku is also known as Breakthrough Kaizen, Kaizen Blitz, Flow Kaizen and System Kaizen. Kaikaku is necessary to break paradigms and elevate the awareness of people to a higher level of understanding. When approaching a problem situation, it might require radical improvement to start with (Kaikaku), then be continuously improved (Kaizen).. Without Kaizen you are building Kaikaku on sandy foundations. And vice versa.
- #25: Throw out the traditional concept of manufacturing methods. Think about how the new method will work, not how it won't work. Don't accept excuses; totally deny the status quo. Don't seek perfection; a 50% implementation rate is fine as long as it's done on the spot. Correct mistakes the moment they are found. Don't spend money on Kaikaku. Problems give you a chance to use your brains. Ask "Why" five times. Ten person's ideas are better than one person's knowledge. Kaikaku knows no limits.
- #26: Throw out the traditional concept of manufacturing methods. Think about how the new method will work, not how it won't work. Don't accept excuses; totally deny the status quo. Don't seek perfection; a 50% implementation rate is fine as long as it's done on the spot. Correct mistakes the moment they are found. Don't spend money on Kaikaku. Problems give you a chance to use your brains. Ask "Why" five times. Ten person's ideas are better than one person's knowledge. Kaikaku knows no limits.
- #27: Kaikaku is sought in addition to Kaizen, not in place of Kaizen. Kaikaku is a rapid change event as opposed to Kaizen which is smaller incremental improvements. Kaikaku is revolutionary while Kaizen is evolutionary. Kaikaku sometimes used as a precursor to Kaizen activities. Kaizen is essential for a long-term Lean transformation.
- #28: Conclusions and summary