Scrum is about continuous improvement among other things.
When discussing continuous improvement many think about Kaizen. In this presentation you will get the opportunity to discuss Kaizen and Kaikaku, another Lean approach to improvement, their suitability, benefits, and pitfalls.
3. Exercise 1
Think of three things you already know about
Continuous Improvement and one thing you
want to learn today
Introduce yourself to a person near you and tell
this person what you thought of
1 + 2 + 2
5. Different Types
• There are different
types of Continuous
Improvement.
•Kaikaku
•Kaizen
•Retrospectives (team
based)
•Etc.
6. Learning organizations [are] organizations where
people continually expand their capacity to
create the results they truly desire, where new
and expansive patterns of thinking are nurtured,
where collective aspiration is set free, and
where people are continually learning to see the
whole together.
(Senge 1990)
7. Continuous Improvement
• Continuous improvement is strongly
connected to learning organizations.
• To become a truly learning organization you
need to continuously improve.
12. Hansei
Hansei, "self-reflection") is
a central idea in Japanese
culture.
Its meaning is to
acknowledge your own
mistake and to pledge
improvement.
http://relationalcontextofteaching.edublogs.org/files/2011/06/critical-thinking-self-reflection-2gm1cp3-150x150.jpg
18. Kaizen Mindset
Startingpoint: setting the right mindset
• Everything can and should be improved
• Not a single day should go by without some kind of improvement
being made somewhere in the company
• Imagine the ideal customer experience and strive to provide it
• Don't criticize, suggest an improvement
• Think of how to improve it instead of why it can't be improved
• think beyond common sense. Even if something is working, try to find
the ways to make it work even better
• See problem solving as cross-functional systematic and collaborative
approach.
24. Kaikaku commandments 1(2)
• Throw out the traditional concept of
manufacturing methods.
• Think about how the new method will work,
not how it won't work.
• Don't accept excuses; totally deny the status
quo.
• Don't seek perfection; a 50% implementation
rate is fine as long as it's done on the spot.
25. Kaikaku commandments 2(2)
• Correct mistakes the moment they are found.
• Problems give you a chance to use your
brains.
• Ask "Why" five times.
• Ten person's ideas are better than one
person's knowledge.
• Kaikaku knows no limits
26. Key points of Kaikaku
Addition to Kaizen
Rapid change event
Revolutionary
Sometimes precursor to Kaizen
28. References
• Senge, P. M. (1990) The Fifth Discipline. The
art and practice of the learning organization,
London: Random House.
• www.leansoftwareinstitute.com
Scrum is about continuous improvement among other things.
When discussing continuous improvement many think about Kaizen. In this presentation you will get the opportunity to discuss Kaizen and Kaikaku, another Lean approach to improvement, their suitability, benefits, and pitfalls.
This is what I intend for us to cover today.
We’ll take a quick look at Continuous Imrovement to cover the basics like:
Different Types
Prerequisites
Kaikaku
Kaizen
How to use Hansei to strenghten continuous improvement
There are different types of Continuous Improvement.
Can you help me list a couple?
Kaikaku
Kaizen
Retrospectives (team based)
Mention that continuous improvement is strongly connected to learning organizations. To become a truly learning organization you need to continuously improve.
Mention the characteristics of a learning organization
Mention obstacles to learning:
Silo thinking
No time for reflection
No compelling long-term-vision
Apathy
Problem denial
Leaders don’t value learning
No systematic framework for learning
Kaizen (改善?), Japanese for "improvement", or "change for the better" refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, game development, and business management.
Hansei (反省?, "self-reflection") is a central idea in Japanese culture. Its meaning is to acknowledge your own mistake and to pledge improvement. (Similar to the German proverb "Selbsterkenntnis ist der erste Schritt zur Besserung" where the closest translation would be "Self-awareness is the first step to improvement").
Short summary of Continuous Improvement
Kaizen
Connections
The Hansei Attitude
Mastery requires careful observation and reflection
To get better at what we do, we must build observation and reflection into everything we do
It is not DOING that is the hard problem, it is SEEING the world correctly
Reflection yields intellectual LEVERAGE
Organizational Learning
The basic moves
Observe
Capture
Reflect
Solve
Kaizen
Conclusion
Benefits of Kaizen
Systematic organizational learning
An opportunity to get better at how to get better
Improved business performance
Develop people through improved critical thinking skills
Improved motivation
Improved clarity – connect strategy with execution challenges
Kaikaku (Japanese for "radical change") is about making fundamental and radical changes to a production system, unlike Kaizen which is focused on incremental minor changes. Both Kaizen and Kaikaku can be applied to activities other than production.
Kaikaku is sometimes used as a precursor to Kaizen activities. Kaizen is essential for a long-term Lean transformation.
Kaikaku is a lean production term that means radical change, transformation, a revolution. It means radical overhaul of an activity to eliminate all waste (muda in Japanese) and create greater value. It is a rapid and radical change process.
Kaikaku is a breakthrough rapid and radical improvement, of any activity, It is similar to radical innovation, though innovation is not necessary for Kaikaku.
Kaikaku is also known as Breakthrough Kaizen, Kaizen Blitz, Flow Kaizen and System Kaizen.
Kaikaku is necessary to break paradigms and elevate the awareness of people to a higher level of understanding. When approaching a problem situation, it might require radical improvement to start with (Kaikaku), then be continuously improved (Kaizen)..
Without Kaizen you are building Kaikaku on sandy foundations. And vice versa.
Throw out the traditional concept of manufacturing methods.
Think about how the new method will work, not how it won't work.
Don't accept excuses; totally deny the status quo.
Don't seek perfection; a 50% implementation rate is fine as long as it's done on the spot.
Correct mistakes the moment they are found.
Don't spend money on Kaikaku.
Problems give you a chance to use your brains.
Ask "Why" five times.
Ten person's ideas are better than one person's knowledge.
Kaikaku knows no limits.
Throw out the traditional concept of manufacturing methods.
Think about how the new method will work, not how it won't work.
Don't accept excuses; totally deny the status quo.
Don't seek perfection; a 50% implementation rate is fine as long as it's done on the spot.
Correct mistakes the moment they are found.
Don't spend money on Kaikaku.
Problems give you a chance to use your brains.
Ask "Why" five times.
Ten person's ideas are better than one person's knowledge.
Kaikaku knows no limits.
Kaikaku is sought in addition to Kaizen, not in place of Kaizen.
Kaikaku is a rapid change event as opposed to Kaizen which is smaller incremental improvements. Kaikaku is revolutionary while Kaizen is evolutionary.
Kaikaku sometimes used as a precursor to Kaizen activities. Kaizen is essential for a long-term Lean transformation.