The Spirit of Kaizen
Here is the crucial idea from the book 'The Spirit of Kaizen' by Robert Maurer.
The ** key idea ** is that people are scared by big changes. Instead of making big changes to fix big problems, ** make small changes ** instead.
First, small changes are quick and easy to implement and should encounter less resistance by stake-holders.
Second, the effect of small changes over time is similar to that of compound interest. Small changes accumulate giant effects over time.
When making a change- there are two basic strategies- 1) innovation and 2) kaizen.
Innovation calls for a radical, immediate rethink of the status quo.
Kaizen, on the other hand, asks for nothing other than small, doable steps toward improvement.
Continuous improvement says- Look for hundreds of small things you can improve. Look for improvements on existing jobs with your present equipment.
Kaizen advises-
- Use exiting resources
- Ask team members to participate
- Remain alert for problems to solve
- Look for ways to improve customer service
- Make very very small steps toward change
Jim Collin's book 'Good To Great' quotes:
We kept thinking we should find the 'one big thing,' the miracle moment that defined breakthrough....
But...no matter how dramatic the end result, the good-to-great transformation never happened in one fell swoop. There was no single defining action, no grand program, no one killer innovation, no solitary lucky break, no wrenching revolution. Good to great comes about by a cumulative process- step by step, action by action, decision by decision, turn by turn of the flywheel- that adds up to sustains and spectacular results.*
High-reliability organisations know they cannot afford to play games of secrecy. Their attention to small mistakes flows from the recognition that human beings, no matter how gifted, are fallible. Instead of expecting staff members to be perfect, HROs require them to be transparent... If you make a mistake, tell us so that we can prevent a bigger problem. FIX THE PROBLEM, NOT THE BLAME.