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Kaizen or KaikakuTwo Approches to Improvement
Scrum Gathering London, October 12, 2011
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Agenda
• Continuous Improvement• Kaizen• Kaikaku• Conclusions and Summary
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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
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Continuous Improvement
• Different Types• Prerequisites• Kaikaku• Kaizen• How to use Hansei to strenghten
continuous improvement
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Different Types
• There are different types of Continuous Improvement.
•Kaikaku•Kaizen•Retrospectives (team
based)•Etc.
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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)
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Continuous Improvement
• Continuous improvement is strongly connected to learning organizations.
• To become a truly learning organization you need to continuously improve.
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Characteristics of aLearning Organization
• Management is continuous innovation and improvement
• Leaders as Teachers who help people grow and facilitate learning
• Respect and trust for people• What are we learning? How can we improve?• Autonomy: Broad knowledge and decision
rights
© 2011 Lean Software Institute. All Rights Reserved.
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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
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Kaizen
http://imperia.info/e_unternehmen_histo.htm
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.
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Kaikaku
http://designofluna.blogspot.com/2011/06/en-rod-liten-stuga.html
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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
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Continuous Improvement
• Learning Organization
• Kaizen – Evolutionary or Stepwise Improvement
• Kaikaku – Radical Improvement
• Hansei - Reflection
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Pursuing Perfection
Never-ending improvement effort
1. Map the current value stream2. Identify sources of waste3. Review improvement ideas4. Select improvements5. Design and document future state6. Implement future state7. Monitor value stream performance
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Challenges in Kaizen
• Make people think bigger• Improve business literacy• Break through internal boundaries• Confront skeptics• Invest time in learning• Ensure sufficient resources
© 2011 Lean Software Institute. All Rights Reserved.
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Kaizen
Kai - To Break
Zen - For the Better
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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.
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The Hansei Attitude
Mastery requires careful observation and reflectionTo get better at what we do, we must build observation and reflection into everything we doIt is not DOING that is the hard problem, it is SEEING the world correctlyReflection yields intellectual LEVERAGE
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Observe Capture
Reflect(Hansei)
Solve(A3)
Organizational Learning
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Benefits of Kaizen
Systematic organizational learningOpportunity to get better at getting betterImproved business performanceDevelop people through imroved critical thinking skillsImproved motivationImproved clarity – connect strategy with execution challenges
© 2011 Lean Software Institute. All Rights Reserved.
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Kaikaku
Radical change
Precursor to Kaizen
AKA Kaizen Blitz
Necessary to break paradigms
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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.
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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
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Key points of Kaikaku
Addition to Kaizen
Rapid change event
Revolutionary
Sometimes precursor to Kaizen
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Finally
© 2011 Lean Software Institute. All Rights Reserved.
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References
• Senge, P. M. (1990) The Fifth Discipline. The art and practice of the learning organization, London: Random House.
• www.leansoftwareinstitute.com
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Arne Åhlander
• [email protected]• [email protected]• www.aqqurite.se• www.leansoftwareinstitute.com• www.twitter.com/ArneAhl• www.linkedin.com/in/arneahlander