Kaizen Analytix’s Post

What can you do to create a better culture for your business? According to the media, 'toxic culture' is a great way of summarising why things turn bad. A big, broad brush statement, two words, toxic culture. You only need to look at the Post Office where a general debate on their management culture took place in the House of Commons Chamber. Subsequently, on the government website there is a one liner under the heading 'Change' where various MPs suggested the management approach of the Post Office needs to change. Thats it, now what? See below ...

Day3 of #ceokaizen is over, and while I unwind I look back at these past 3 days. After intensive days of prework, in 3 days we have been able to achieve incredible results that will improve communication with our customers. We went to the gemba to understand how to better connect technician and customer facing teams, we have unleashed our creativity and thought of many automation steps that will make our teams work easier (sorry IT colleagues 😉), we created tasks force to clean up backlog and we get to ring our bell for reaching one of our objectives today! But it's not over yet, tomorrow we'll continue working on our standard works, to sustain the improvements reached this week, we'll keep going to the gemba and solve problems at root cause, we'll keep experimenting and implementing new ideas that will get us even further. What an amazing week, and what an honor to be able to join one of the 13 kaizen teams at Fluke Corporation in Everett! #ceokaizen #fortive #fluke #continouosimprovement

The history of #Kaizen: small steps can make big changes! Created from the need for rapid improvements during WWII, Kaizen emerged under the Training Within Industry program. Instead of massive overhauls, it championed small, same-day changes, optimizing existing resources and workforce. (1940s) Post-war, American experts helped rebuild Japan's industry, introducing Kaizen through the "Improvement in Four Steps" film. This philosophy of continuous improvement earned global recognition, even receiving the Emperor of Japan's prestigious Order of the Sacred Treasure for its creator, Dr. Deming. (1949-1960) From there, Kaoru Ishikawa refined Kaizen's application to processes, emphasizing understanding every variable. Today, his work further solidifies Kaizen's role in continual growth.🌱 Let's embrace Kaizen's spirit together, making strides toward progress, one small step at a time! #ContinuousImprovement #KaizenHistory #SmallStepsBigChanges #assetagent #becauseitworks

Unlock the secrets of continuous Improvement and Innovation with the transformative philosophy of Kaizen. 💼 Discover how this Japanese approach, centered on incremental progress and a mindset of perpetual improvement, revolutionizes personal and professional landscapes alike. From the evolution of a morning routine to corporate giants like Toyota, delve into the essence of Kaizen and its profound impact on shaping success. Read the full article here by Etienne Steenkamp, Franchise Director at Pupkewitz Motors: https://lnkd.in/dYxtDqQi #thoughtleadership #kaizen #toyota #Pupkewitztoyota

Do you know about the Shingo Model? It is a framework that helps manufacturers with organisational ambition achieve sustainable excellence through a set of specific guiding principles and insightful support.  Most people involved with continuous improvement take inspiration from Toyota. Shigeo Shingo, the namesake of the Shingo Institute, helped create and write about many familiar aspects and revolutionary practices around operational excellence, many of which are incorporated into the renowned Toyota Production System! But what I think makes it unique is its focus on culture. In essence, the success of any organisation lies in its culture, an aspect often overlooked in today's relentless commercial landscape. Culture forms the foundation of the entire Shingo Model, making it a standout approach for manufacturers aiming to achieve sustainable organisational excellence. Are you interested in learning more? 🤔 https://lnkd.in/e7m7Tiuk #TMI #ShingoModel #ContinuousImprovement #ToyotaProductionSystem #OrganisationalCulture

Do you celebrate when things go to plan? 🖐 When something goes well, we naturally default to celebration and high fives all around. 🤔Hansei requires an immediate quiet reflection of ‘what could I/we have done better?’ and ‘What was the gap in my thinking way?’ Hansei doubles your chances to learn, from pure failures to successes as well. ⚠️Warning - it's a very restless way to live. There is a balance to be struck here. What you can do: Next time a project goes well, pause mid-high five and reflect. Was there any part of this that didn't go as expected - what can we learn from this? This goes back to PDCA and having a plan you check against. #hansei #pdca #leanmanufacturing ----------------- We're Sempai and we upskill manufacturers in LEAN. Follow us on LinkedIn for more Tips and lean resources.

Kaizen Mela (Fest) in action at our client. 170+ Kaizens More than 450% productivity improvement (in some processes) Some processes were totally eliminated All ideas and implementation by employees of the client. #Kaizen #improvement #culture

Kaizen Mela (Fest) in action at our client. 170+ Kaizens More than 450% productivity improvement (in some processes) Some processes were totally eliminated All ideas and implementation by employees of the client. #Kaizen #improvement #culture

Happy New Year! Wish you all best wishes, good health, happiness and success! Sharing: I will like to start the year with this reflection based on the Shingo Insight 1: “Ideal Results require Ideal Behavior” and the foundation of the Toyota House: Stability. When I observe a behavioral variation at the Gemba, I also observe a similar variation on the KPIs area. This regards to associates, for example, assuring Stability, following Standard work and addressing Top Problems. I find this observation to be very common. When a variation in behavior is reduced towards the ideal behavior, results tend to follow towards improvement. One observation is that there are times when there is a high variation on behavior, but the result is still good (e.g. on that shift or that day). However, over time I have observed that the variation tends to impact the result. Another view to have on this matter is that variation in behavior will add Risks to Sustainable Ideal Results (KPIs), which is what we are looking for. Have you had similar experiences? #lean, #leanleadership, #shingo, #operationalexcellence

Embracing the Japanese philosophy of KAIZEN as my New Year's resolution for 2024. It's all about making small, continuous improvements in every aspect of life. Here's to hopefully a year of growth and positive change! What’s your New Years Resolution? #Kaizen #NewYearNewGoals #newyearsresolution