Kaizen For Business
Lean IT, Six Sigma, and Kaizen are all valuable frameworks for improvement. Lean is used to limit waste within existing processes to improve a company’s efficiency. On the other hand, Six Sigma targets identifying and eliminating specific issues that cause errors or lead to waste. Kaizen methods come at it from a different perspective. It is less about fixing problems and letting employees inject their innovations into projects (as in Lean IT) or eliminating known sources of error and improving products (as in Six Sigma) it is about incremental improvements.
A lot of people are — understandably so — very confused when it comes to innovation methodologies, frameworks, and techniques. Questions like: “When should we use Design Thinking?”, “What is the purpose of a Design Sprint?”, “Is Lean Startup just for startups?”, “Where does Agile fit in?”, “What happens after the phase?” are all very common questions.
Companies widely recognize that to achieve and sustain a competitive advantage, they must become more customer-focused. This is why many organizations turn to Lean.
Lean thinking begins with one simple thing: identifying value. This will help you understand what your customers are ready to pay for.
Respectively, your organization will be able to build a value stream where you can identify wasteful activities and remove them from your workflow. By doing so, you will be able to deliver the value that customers expect and optimize profitability.
This takes me back many years. I really like some of John Seddons work but I disagree with the rigid application of one technique as there are many tools that can help. Nonetheless this is a really interesting approach to Public Services.
In our initial assignments with public services, we helped leaders transform individual service streams – council tax, benefits, homelessness, housing, social care, among others. Working also with police and fire and rescue teams, we began to realise that many of the people presenting to them were already known to the authorities through transactions with other services. In other words, a disproportionate volume of services was being consumed by the same relatively small group of people, whose lives for one reason or another had gone off track. From this realisation grew the idea of designing services that were what we thought of as “citizen-shaped”. As this work developed, we came to label them “people-centred services”.
I've had the pleasure of talking with Ron Pereira of Gemba Academy about:
how innovation strategy and lean intersect,
how does respect for people manifest in the world of corporate innovation, and
how can one use games to teach Lean.
Head over to GA 338 | Gamifying Lean with Bruno Pesec to listen or download the episode, and access all the resources mentioned during my conversation with Ron.
Process mapping (PM) supports better understanding of complex systems and adaptation of improvement interventions to their local context. However, there is little research on its use in healthcare. This study (i) proposes a conceptual framework outlining quality criteria to guide the effective implementation, evaluation and reporting of PM in healthcare; (ii) reviews published PM cases to identify context and quality of PM application, and the reported benefits of using PM in healthcare.
The Toyota approach to quality has its origins in the founding of the Toyoda group of companies in the late 19th century by Sakichi Toyoda (1867-1930). Sakichi, who is as known in Japan as perhaps Eli Whitney in the US or even James Watt in the UK, was bitten by the inventor’s bug at a time when he was struggling to follow in his father’s footsteps as a carpenter.
TWO PRACTICAL INNOVATION TECHNIQUES TO HELP YOU FIND THE RIGHT PROBLEM TO SOLVE
AUGUST 23, 2021
In this blog post, we will dive into our past Playing Lean Expert webinar with Sean Buckland in which he introduced two simple and effective ways to help you keep your eyes wide open to finding the right problem to solve: 9 Windows and Problem Explorer.