Obstacles Are Inevitable. Complacency Isn’t.
Not all problems are technical. Some of the toughest barriers are at the management level—policies, habits, indifference. The “not my job” syndrome is rampant. Real engagement from leaders at every level changes the game. If you’re in charge, your number one job is to motivate with passionate commitment.
The Biggest Roadblock? The Will to Improve.
You can have all the tools in the world, but without the will to improve, you’re going nowhere. In the good times, it’s tempting to coast. Don’t. The best organizations are hungry for better—even when things are going well.
Be Bold. Be Brave. Be Ready to Be Misunderstood.
Pushing for change will get you called crazy. Embrace it. As Shigeo Shingo said, “99% of objections are cautionary.” Doubt isn’t rejection—it’s an invitation to show more, explain more, prove your case.
Key Ideas for Continuous Improvement (Kaizen)
1. Communication is about the listener, not just the speaker. When someone says, “This is the craziest thing I’ve ever seen,” it doesn’t mean they’ll never buy in. They’re just concerned about risk. Address their worries, don’t dismiss them.
2. People tolerate problems—sometimes too much. Many employees put up with daily frustrations instead of speaking up, either because of past negative experiences or a desire not to rock the boat. But ignoring small issues lets them grow into big ones. Reward reporting problems—don’t punish it.
3. Problems aren’t just on the front line. It’s a mistake to blame everything on the factory floor. Issues can stem from design, information flow, or outdated processes. We all share responsibility for improvement.
4. Beware of conceptual blind spots. Old habits, systems, and accounting rules can make us miss obvious opportunities. For example, automating waste isn’t improvement—it just hides the problem. True progress comes from rethinking the process, not just speeding it up.
5. Improvement isn’t about perfection or waiting for the next big thing. Don’t hold out for the “perfect” solution. Start now, make small changes, and learn as you go. A 50% better process today is more valuable than a 90% improvement that never happens.
6. Kaizen is everyone’s job, every day. Improvement should come from the people doing the work, not just managers or consultants. Many small changes, made quickly by everyone, add up to big results.
7. Don’t let problems fester—fix them fast. Address issues as soon as you spot them. Even if you can’t solve everything right away, taking action shows commitment and keeps momentum going.
8. Management must lead by example. Leaders should be actively involved in Kaizen—not just supportive from the sidelines. Visible commitment from management inspires everyone.
9. Focus beats spreading yourself thin. Don’t try to improve everything at once. Pick one area, go deep, and build internal expertise before expanding. It’s better to go an inch wide and a mile deep than the other way around.
10. Improvement needs means and motivation. You need both tools (means) and a supportive culture (motivation). People must feel safe to suggest changes and see their ideas put into action.
11. The order matters: easier, better, faster, cheaper. Making work easier comes first—it motivates people. Chasing savings alone doesn’t inspire anyone.
12. Improvement is for everyone, and every process. The same principles apply whether you make cars or manage paperwork. Don’t think improvement is just for the shop floor.
Final Thoughts: Continuous improvement is about removing what gets in the way of good work. It’s not about being perfect—it’s about making things better every day, together. Focus on both the technical side and, even more importantly, the people side. With the right mindset and commitment, small daily changes lead to big success.