Comments on: Kaizen Principle: Bias for Action

By: markrhamel

markrhamel — Sat, 08 May 2010 03:49:31 +0000

Hi Kevin,

Thanks for the comment! You’re right, too often we think that kaizen has to be more like kaikaku (large scale change). Furthermore, clearly not every improvement should come from kaizen events. Instead, we need to move to principle-driven kaizen where most of the kaizen activity is what we call daily kaizen and the minority is system-driven (typically value stream improvement pulled stuff). Daily kaizen is conducted by engaged and empowered employees and is usually smaller, more incremental in nature. Just think how powerful daily kaizen is when the workforce is enthusiastically driving it!

Best regards,
Mark

By: Kevin McLoughlin

Kevin McLoughlin — Thu, 06 May 2010 13:28:26 +0000

Mark,
I noticed #7 on your list- frequent, small changes drive big, sustainable improvements. Good reminder that every kaizen does not need to re-invent the wheel, as the impact of all the events are cumulative.

By: markrhamel

markrhamel — Thu, 06 May 2010 01:17:38 +0000

Hi Andrew,

I like that! “Make work easier,” in the proper context, drives people to root out the 7 wastes and really addresses the benefits to the stakeholders!

I’ve found that new value streams, like greenfield operations, are often easier than trying to improve existing value streams. I think a lot of it is the fact that folks are less likely to be anchored, consciously or unconsciously, to the pre-existing.

Thanks,
Mark

By: markrhamel

markrhamel — Thu, 06 May 2010 01:10:36 +0000

Hi Mark,

Thanks for the comment. Great point! No worries on that particular manager, he had enough insight based upon the pro forma standard work that was developed for the new line, sizing of the FIFO lane (cure time divided by takt time), etc. Yes, it was a bit risky, but the improvements were sustained/late supported by the necessary standard work, visual controls, et al.

Best regards,
Mark

By: Andrew Bishop

Andrew Bishop — Thu, 06 May 2010 00:14:42 +0000

I use a list of “kaizen principles” not dissimilar to yours, but for me the overriding principle is “MAKE WORK EASIER.”

This will engage the front line like nothing else, it will improve safety, delivery, quality and cost, and it shows management’s commitment to lead with a strong bias for action.

We’ve been engaged recently in launching a new value stream. The daily conversations with workers, both formal (end of the shift meeting) and informal (“how’s it going?”) have provided a constant stream of problem identification and improvement ideas that make work easier. These only matter if we live the bias for action and make the changes. I wish we had the same level of dynamism in our established processes! That’s the goal.

By: Mark Welch

Mark Welch — Wed, 05 May 2010 16:14:02 +0000

Nice post, Mark. My only comment would be just a little note of caution to the manager went out and changed some of those processes to one piece flow… If a process isn’t yet ready for it – not robust enough – not enough foundational practices in place – one can wind up with quite a train wreck! I’ve seen this happen more than once.

I hope it’s continuing to work!

By: Kaizen Principle: Bias for Action | The Lean Learning blog

Kaizen Principle: Bias for Action | The Lean Learning blog — Wed, 05 May 2010 14:02:14 +0000

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