Comments on: Kaizen Events Aren’t Enough http://www.leanblog.org/2008/02/kaizen-events-arent-enough/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Thu, 09 Feb 2012 22:59:58 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: ldenglish http://www.leanblog.org/2008/02/kaizen-events-arent-enough/#comment-3102 ldenglish Wed, 06 Feb 2008 19:17:00 +0000 http://leanblog.bigbigdesign.net/2008/02/kaizen-events-arent-enough/#comment-3102 The difference between "campaign" and "continuous" improvement is the leaderships ability to focus on both process and results. "Results only" managers do not see, learn, or attend to the process that gets them results. While "process and results" managers know that results are only the last step in the process, so all improvment has to come from getting everyone to pay attention to what is happening now.<br/><br/>To make this shift in attention happen the leadership constantly ask questions about the process in actual moment. What are the opportunities for improvment for this process now? What is being done to pursue them? How are people doing the work involved? How are solutions being tested and standardized? What ideas have you gotten from your people today? <br/><br/>The rare stuff here is finding leaders with the patience and willings to learn to effectively ask these questions in the workplace every day. <br/><br/>Campaigns are so much easier because they have an end<br/><br/>Lou English Ph.D. The difference between “campaign” and “continuous” improvement is the leaderships ability to focus on both process and results. “Results only” managers do not see, learn, or attend to the process that gets them results. While “process and results” managers know that results are only the last step in the process, so all improvment has to come from getting everyone to pay attention to what is happening now.

To make this shift in attention happen the leadership constantly ask questions about the process in actual moment. What are the opportunities for improvment for this process now? What is being done to pursue them? How are people doing the work involved? How are solutions being tested and standardized? What ideas have you gotten from your people today?

The rare stuff here is finding leaders with the patience and willings to learn to effectively ask these questions in the workplace every day.

Campaigns are so much easier because they have an end

Lou English Ph.D.

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]]> By: Rearden http://www.leanblog.org/2008/02/kaizen-events-arent-enough/#comment-3096 Rearden Wed, 06 Feb 2008 11:27:00 +0000 http://leanblog.bigbigdesign.net/2008/02/kaizen-events-arent-enough/#comment-3096 Organizations are undeniably more comfortable with event driven constructs, especially when those events are tied to corporate performance improvement expectations.<br/><br/>Constructs such as lean and TPS are pervasive by definition and without clear milestones or metrics by which to judge success- at least to the untrained eye. Event-drive constructs like Six Sigma are neither pervasive or invasive to the organization and offer up multiple dimensions for metrics, analysis and a few symbolic public hangings to prove 'buy-in' from the top. <br/><br/>Did I mention banners, bunting, morale building slogans and lifetime employment for the folks in the PowerPoint department as side benefits?<br/><br/>I wonder how much of this owes it's very existence to the Jacobean sense of order which the English-descended mill and factory owners brought to this nation? These rationalists saw life as series of repeating events and rituals and it seems natural that they would extend these concepts into their toils.<br/><br/>Just thinking... Organizations are undeniably more comfortable with event driven constructs, especially when those events are tied to corporate performance improvement expectations.

Constructs such as lean and TPS are pervasive by definition and without clear milestones or metrics by which to judge success- at least to the untrained eye. Event-drive constructs like Six Sigma are neither pervasive or invasive to the organization and offer up multiple dimensions for metrics, analysis and a few symbolic public hangings to prove ‘buy-in’ from the top.

Did I mention banners, bunting, morale building slogans and lifetime employment for the folks in the PowerPoint department as side benefits?

I wonder how much of this owes it’s very existence to the Jacobean sense of order which the English-descended mill and factory owners brought to this nation? These rationalists saw life as series of repeating events and rituals and it seems natural that they would extend these concepts into their toils.

Just thinking…

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