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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....
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....
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...
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...
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...
When artificial intelligence enters the conversation in quality and continuous improvement (CI) circles, reactions tend to fall at two extremes.
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...
1. Die Komfortzone verlassen: Die Herausforderung der VeränderungVeränderungen sind schwer. Menschen neigen dazu, sich in ihrer Komfortzone einzurichten, insbesondere wenn aktuel...
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...
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.
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...
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...
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...
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