Lean organizations look to minimize eight types of waste to create a flawless flow of value to the customer. In a perfect world, no resources are used until necessary, and every task contributes something for which customers are happy to pay.

In reality, achieving this is much more challenging than wanting it. That’s why Lean tools and techniques have been created to help leaders embark on this journey. Using software designed to support this type of positive change is one way to ensure success.

In Japanese, 'Kaizen" means "good change" (Kai = change, Zen = good). Kaizen describes a corporate philosophy of continuous improvement across the entire organization. In a clutter of Kaizen, employees work alongside each other to ensure consistent positive change.

Kaizen's foundation is simple: operations can always be made better, even if they are working well right now. When there are problems, people who practice Kaizen see them as opportunities for improvement.

The world's most successful companies have adopted Kaizen as a way to remain competitive by getting better all of the time.

While there are many tools and techniques used by Kaizen organizations, and even substantial management methodologies such as Lean and Six Sigma that build on Kaizen thinking, you don't need a complicated approach to benefit from Kaizen.

All that is required is a mindful approach to problems and processes. Of course, technology can be a big assist in implementing improvements, but positive change starts with what you and other leaders in your organization believe.

Standard Work is a simple, yet powerful process management technique. The current best practice for an operation or task is documented and followed until an improvement opportunity is discovered. Simple, right? In reality, it is a little more complicated than it sounds. We work with leaders who are implementing a host of improvement techniques, including Standard Work. We’ve seen it done very well, but we’ve also seen some ways it can go awry. Here are some of the most common errors we see organizations make when it comes to Standard Work.

Most people don't have much experience evaluating Kaizen software solutions, so you are not alone if you are at a loss about what to look for. Kaizen software can help bring your organization together around improvement work. It can accelerate the pace of good change and demonstrate the impact of the team's efforts. But there is a wide range of solutions available, some more helpful than others. Over the years, our clients have helped us build this list of essential features. It should prove useful during your search.

We are big fans of FAQ blog posts, but sometimes, it is even more interesting to think about the questions that don’t get asked but should. We talk to people about Lean software all the time. Folks usually ask about features, price, support, and implementation. Those are all critical considerations when comparing Lean software solutions, but we think there are a few others that are just as important.

Organizations that adopt the Lean approach to business management have many tools and techniques to leverage. That’s one of the most appealing aspects of the methodology, you simply select the right tool for the job and get about the process of problem-solving in a very controlled, and repeatable manner. Software supports many Lean tools in various ways and creates a unified platform for all types of improvement work.

Here are some of the most popular.

“All changes, even positive ones, are scary. Attempts to reach goals through radical or revolutionary means often fail because they heighten fear. But the smalls steps of Kaizen disarm the brain’s fear response, stimulating rational thought, and creative play."

One Small Step Can Change Your Life: The Kaizen Way – Robert Maurer Ph.D.

The word Kaizen comes from the Japanese words for “Good” and “Change.” In businesses and other organizations, Kaizen refers to activities that continually improve all processes and involve every employee from the executive team to front line workers. Kaizen, as a foundational business philosophy, was first embraced by Japanese manufactures after the Second World War.