Project Management

What you need to ensure your approach provides you

From the Manifesting Business Agility Blog
by
This blog concerns itself with organizations moving to business agility—the quick realization of value predictably and sustainably, and with high quality. It includes all aspects of this—from the business stakeholders through ops and support. Topics will be far-reaching but will mostly discuss FLEX, Flow, Lean-Thinking, Lean-Management, Theory of Constraints, Systems Thinking, Test-First and Agile.

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I wrote this blog for those considering what approach they should take to improve their organization’s ability to create value for themselves and their customers. I believe that any approach to improvement has three main objectives:

  1. It provides a better than random starting point
  2. It helps create a learning approach that facilitates continued improvement
  3. It enables making a series of small, validatable, actions that result in continuous improvement

By “better than random” approach, I mean something contextualized for your organization. Since there is no one size fits all, taking an approach with only one size is geared toward the average organization at best, certainly not yours. Your approach needs to both provide a way of assessing what you need and then enabling you to choose your way of working.

Most people learn best when they have frequent experiences that they recognize are opportunities for improvement. Lean’s learning method of explicit workflow and visibility facilitates this.

Finally, the heart of true change is Kaizen which literally means “good change” and is inferred to mean a series of small changes that result in improvement. Steps 2 and 3 work together by providing people with frequent, recognizable opportunities to make continuous improvement.

As a side note I do not mean to imply against doing Kaikaku (radical) or Kakushin (innovative) change.  But most methods tend to ignore Kaizen, which is equally, or even more, important. 

Posted on: February 29, 2020 10:10 AM | Permalink

Comments (7)

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Hi AI

I agree substantially with your post, nevertheless considering the size of the change, the size of the organization, the organizational culture and the needs of the organization I normally prefer to have choices and I normally I choose one or more of the 3k's (Kaizen, Kaikaku, Kakushin).
Knowing that if you use Kaikaku or kakushin in the end will end up use Kaizen when the changes stabilize to improve what was changed. But this is just me your regular commentator. I am here just to learn.

Alexandre

i totally agree. But kaikau will usually occur at the front. but not always ;)

I just added a line to the end to reflect this. Thanks again.

AI,

We are here to reflect and talk about our experiences, and help each other's, this should be the true spirit of the community. I appreciate your posts every time is possible and is in my knowledge are I have no problems in contribute if it's the case.

Alexandre

thanks. i have always found your comments constructive. I like this forum quite a lot because I have never been attacked personally, but like when my words are not accurate. Attack ideas - that's the essence of the scientific method. Respect people is the essence of community.

Hi AI,

I always enjoy watching.
"Kaizen" can bring better conditions to the organization by continuously making small changes.
This method, which can achieve the maximum effect with minimal waste and minimal change, can be called Lean’s reform method.

Agreed. but i'd prefer to call it "Lean's improvement method" :)

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I hope if dogs ever take over the world, and they choose a king, they don't just go by size, because I bet there are some Chihuahuas with some good ideas.

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