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Everybody, Every Day If you want to continuously grow your business, increase revenue, and build an engaged, energized team, without adding more cost or resources, there is one sim...
Most improvement work starts with a process someone can see: the steps their team follows, the metrics on their board, the problems in their inbox. That's where it should start....
You already know something is broken. The spreadsheet that tracked 40 improvements just fine is now a 12-tab monster maintained by a person who might leave next quarter. The sug...
Most CI coaches have experienced this frustration: you train a team on A3 thinking, they do one or two, and then... nothing. You launch a huddle cadence, it runs strong for a mo...
There's a phrase that Greg Jacobson, CEO of KaiNexus, uses that sounds like a minor word choice but functions as a completely different operating system for continuous improvement....
When artificial intelligence enters the conversation in quality and continuous improvement (CI) circles, reactions tend to fall at two extremes.
Every CI leader eventually faces the same conversation. A senior executive leans across the table and asks: "What are we getting from all this improvement work?" If your answer...
Here's something that happens every day in your organization: someone solves a problem. A workaround for a broken process. A fix for a recurring error. A clever adjustment that...
One operations leader, describing how he onboards people to his organization's improvement platform, said something that should make every CI professional pause: "It takes m...
Most organizations launching a continuous improvement program think the hard part is choosing the methodology. It isn't. The hard part is getting people to actually use the syst...
Every continuous improvement program starts somewhere, and that somewhere is almost always a spreadsheet. This makes sense. Excel is already on every computer. People know how...
It is always a question of how to manage the agreed improvements after Sprint Retrospectives, where you don’t want to miss any improvement items. So, I decided to depict the overa...
One of the most common mistakes in process improvement projects is also one of the most avoidable. Teams start with ideas. They start with complaints. They start with what they bel...
Quality giants like Joseph M. Juran, W. Edwards Deming and Armand V. Feigenbaum ushered in the era of total quality management (TQM) movement about seven decades ago.
improving-performance-in-products-and-processes
Most executives don't oppose continuous improvement. They support it -- in the way they support good nutrition or regular exercise. They believe in it, they want it for their organ...
You finish the project. The numbers look good. Your process is faster, your team is relieved, and you move on to the next thing. Then, twenty minutes into the next meeting, some...
1. Die Komfortzone verlassen: Die Herausforderung der VeränderungVeränderungen sind schwer. Menschen neigen dazu, sich in ihrer Komfortzone einzurichten, insbesondere wenn aktuel...
TL;DR: Lean daily management is the system that makes improvement happen between the projects — visual boards, huddles, gemba walks, leader standard work, and strategy alignment wo...
Every improvement program has a version of this story. Someone identifies a change they want to make. They build the business case, get the resources, run the project. The resul...
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The Challenge Electrolux runs one of the most mature continuous improvement programs in global manufacturing. Its Electrolux Manufacturing System (EMS) has been evolving for over...
Most CI software implementations don't fail because the technology is wrong. They fail because the rollout is treated as an IT project instead of a change management effort. The...
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