kaizen 2.0 : growth beyond cost reduction
Post on 05-Jul-2015
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VALUE COSTS
Improvement Innova,on
The #1 Specialist in: World Class Performance…
Operational Excellence…
Continuous Improvement Kaizen Lean !
Improving performances. Developing people who change for be8er their organiza,ons
The #1 Specialist in: World Class Performance…
Operational Excellence…
Continuous Improvement Kaizen Lean !
The #1 Specialist in: World Class Performance…
Operational Excellence…
Continuous Improvement Kaizen Lean !
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Change
Better Z E N
K A I
Everyone Everywhere Everytime
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Strategic
Change
Kai Zen
Con$nuous Improvement and Innova$on
TOOLS
Lot of tools for improvement Available and well known
BUT… Why only few catch their trend
of improvement ?
Because of Paradigm effect
§ Paradigms filter our perception of reality
§ We see better only what we know
§ Paradigms make difficult to see new solutions to our problems
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Do you see the old woman or the young girl ?
We have a proven process to mix both technologies
Gemba Kaizen Workshop
The results of Kaizen applied to opera,ons are great in terms of QCD
They will reduce costs BUT
they will not affect directly the growth unless there are posi,ve side effects of
lead ,me reduc,on or quality improvement on the exis,ng market
VALUE
COSTS Direct effect of KaiZen system in Operations
Side effect of improvements in operations
VALUE COSTS
How to improve directly business growth?
VALUE COSTS
How to improve directly business growth?
PRODUCTION & SUPPLY CHAIN
PRODUCTION & SUPPLY CHAIN
PRODUCT SERVICE
MARKET
PRODUCTION & SUPPLY CHAIN
PRODUCT SERVICE
BUSINESS MODEL
MARKET
PRODUCTION & SUPPLY CHAIN
PRODUCT SERVICE
BUSINESS MODEL
MARKET
PRODUCTION & SUPPLY CHAIN
PRODUCT SERVICE
Improvement Innova,on
Same process New Tools
“There are two types of crea0vity: the crea0vity of making zero to one and of making one to thousands” Kazuhiko Nishi, MSC-‐ASCII, he is considered the Steve Jobs of Japan
#_1 Idea genera,on is not easy
#_2 Anyone knows everything. We must leverage wisdom of a team.
The right Team…
#_3 Teams who try and fails earlier will succed sooner
crea,vity for “zero to one” is in the Gemba Kaizen Process
Some TOOLS for Kaizen 2.0
BUSINESS MODEL
MARKET
PRODUCTION & SUPPLY CHAIN
PRODUCT SERVICE QFD new
Customer experience Open Innovation
QFD new Customer experience
Business Model Canvas Value Curves A/B test Minimum viable product
New Quality Func$on Deployment
Company goal: Ex. Growth in north Europe
Customer needs deployment (brainstorming + affinity diagram)
Competitor analysis
Consumer survey
Market segment Market area Team
Consumer survey Consumer
survey Consumer survey +
observation
“Go to gemba and have a good look”
Preparation GEMBA observations QFD Matrix
Concentrate ONLY on few important critical
Damien Newman blog posts
§ Innovation is a continual learning process § When you move “outside the home field”
you are likely to make mistakes § Fail early , succed sooner § If we miss an information, we set up an
experiment to get it (A/B test or pilot) § “Are we running the right experiments?” § Minimum viable product
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“…If it works …”
• Product • Process • Market / Sales
Business Model
3 levels of Innova$on
Livello “1” Livello “2” Livello “3”
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Tradi$onal strategy KaiZen strategy Planning and execu,on Set of PDCA cycle: plan , build, check, learn
Test only the Perfect product Build and test the Minimum viable product (MAKE A LITTLE SELL A L ITTLE)
No feedback un,l the end. One shot. Big vision in small increments. Itera,on.
Hire experts from the industry Build knwledge through iterated experiments
Control big batch of work Small amount of work released (3 days)
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Some success stories presented
Company Strategic issue
SME components supplier for major house appliances manufacturer
Increase turnover through new products introduc,on
SME Professional equipment manufacturer
Start new business model
Large Premium Shoes Manufacturer Design products thath fit whith new market expansion
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Kaizen workshop: Open Innovation
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Kaizen workshop: Open Innovation
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Kaizen workshop: Open Innovation
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Kaizen workshop: Open Innovation
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Kaizen workshop: Open Innovation
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“ There is always a beLer way of doing things, There is always a new challenge to reach “
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Bruno Fabiano Partner Kaizen Institute Italy mobile +39 338 5355898 bfabiano@kaizen.com
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