Do you find that your Kaizen improvements don't always go to plan? If you do, then you're with the majority! Whilst there is great deal of 'trial and error' there is a simple approach that can help. Available from Amazon Being specific about critical parts of your improvement can uplift your results. So, how do you go about doing this? The most direct route is to be clear about which parts of your improvement are critical. From here you can explain, in detail, what you want for those items. This might take some practice as many of us have become lazy in this regard. We take it for granted that our team 'get us' and will know what they need to do. If you ever feel that something basic is missing from an improvement ask this question: "What does good look like?" The answer should put you back on track. About the author: Giles Johnston is a Chartered Engineer who specialises in helping businesses to grow and improve through better business processes and

When you make an improvement in your business, how do you finish it? Do you have a checklist of tasks you carry out, or do you claim that you're done? Many businesses take the latter approach. The question is, when is your task really finished? Having a close down approach to your improvements is key to sustainable benefits. If you recall PDCA (Plan, Do, Check and Act), this is very much an 'Act' issue. You've planned your improvement, you've delivered it and checked the results. Unless you need to improve the change, tying it into your business is critical. The risk, if you don't do this, is that you lose the improvement. People are busy. Minds are busy. Trying to remember the new method of working is at risk (I find that many changes disappear within two weeks). This is the case when the new method isn't a daily task! What can you do to help tie in your improvement to your 'business as usual'? Two practical options are: Develop a fo

Kaizen is a great word. It is a word that can unleash the potential of both a business and an individual. Kaizen means more than just continuous improvement. It is a word that is linked to: Confidence Growth Exploration Courage Many people I speak to, that are new to improvement projects, aren't sure if they are on the right path when it comes to embracing the spirit of Kaizen. If you are also one of these people then let me share with you a few thoughts that can help you feel at ease about starting and leading change. Start with your concerns A great place to start your improvement life is with anything that isn't right. Getting your concerns out into the open really is the first step for most of us. If you aren't happy with something, raise it. This isn't only a great place to start, but something that you shouldn't give up. Whenever a standard is not being met, or not even defined, get vocal and then do something about it. Start small The intention of Kaizen is

It is funny how conversations with senior teams can turn frosty... when you get around to the topic of results. This is also the case when reviewing improvement objectives, when a similar result hasn't been produced before. Mostly the plans are great. They take time to produce and many people enjoy the planning process. When rubber hits the road, however, many teams seem to want to shy away. Does this happen with your team? A challenge for any leader in this situation is to make getting back on track with your improvement objectives a normal process. Not to hide the real position away, but to be honest about where you are and then do something about it. The RAG approach (Red, Amber, Green) in visual management is a good tool to use here. It can make the process of being honest an easier one. Whilst you need to come up with your own definitions of red, amber and green, a good starting point is: Red - completely off track and needs major support. Amber - slipping off track, but shoul