No executive in the world would turn down operational excellence if you handed it to them on a platter even if they don’t exactly know what it is. It just sounds like something awesome. But operational excellence isn’t like an hors d'oeuvre you can pluck off a tray. In order to be achieved, it must be clearly understood, injected into the culture, and supported with a methodology to guide decisions. The principles of excellence must become ingrained in everyday activities. Getting there isn’t easy, but it is operationally excellent companies that can achieve rapid growth and sustain a leading market position.

We saved this post for a couple of weeks into the New Year to give everyone a chance to get their exercise/weight loss/financial planning resolutions out of the way. Hope it’s all going well - but 98.9% of all New Year’s resolutions fail by February.

Ha, just kidding, I just made that up. But it rings true doesn’t it?!?

Why is changing habits so hard?

Certainly, unrealistic expectations are part of the problem. (You’re not going to lose 57 pounds by Marcia’s wedding in March.) But another part of the problem is that people focus on the “what” far more than the “why” and “how.”

That’s why we are going to focus on exactly why these resolutions will help you achieve your process improvement goals and how you can do it. These are a few simple, achievable, and measurable steps you can take to make 2019 a breakthrough year for continuous improvement.

We’ve written before about the reasons that traditional suggestion boxes rarely result in lasting positive change. The biggest problem is that they are just a passive receptacle for employee ideas without any structure for ensuring that every suggestion is evaluated and many are implemented. Fortunately, there is a modern alternative that is helping companies in every industry achieve continuous daily improvement and even a few breakthrough ideas. Digital idea boards are the ideal alternative to suggestion boxes or improvement spreadsheets.

Here’s how they make innovation happen faster.

One of the most significant challenges leaders face when they embrace the Kaizen culture of continuous improvement is getting the philosophy to take hold and become part of the DNA of the organization. We often see small bright spots where Kaizen is clearly working, but other departments or teams that have not yet put continuous improvement to work.

To shed some light on how to spread the Kaizen mindset, we’ve looked to some of the most successful leaders in business.

Here is what they suggest.

Respect and Empower People

Showing respect for people is one of the fundamental principles of Kaizen. Respect fosters improvement by reinforcing for each team member that their input is valued and that management is interested in creating the conditions required for everyone to do their best work.

“People are entitled to joy in their work and a sense of ownership.”

W. Edwards Deming

We like to keep things positive in this blog, but once in a while, it makes sense to explore the roadblocks that organizations can face when trying to achieve continuous improvement. Recently, we’ve spoken to a few leaders who are disappointed with the results of their organization’s CI efforts. A quick triage of their continuous improvement goals usually uncovers one or more of these common mistakes.

When people think of the Lean business management methodology, they often associate it primarily with waste reduction. The elimination of waste is indeed a significant goal of Lean organizations, and it does become a significant factor in decision making, but attention to waste reduction alone does not make an organization Lean. There are several factors that successful Lean organizations have in common.

The dictionary defines corporate culture as, “The set of shared attitudes, values, goals, and practices that characterizes an institution or organization.” Every organization has a culture whether or not leaders think about it or try to shape it. But smart executives know that culture is a crucial (if not the most important) ingredient for success. Leaders who are dedicated to the practice of continuous quality improvement (CQI) should understand the role that culture plays and actively work to shape it. Here are ten best practices for creating a culture in which CQI can thrive.

Standard Work is one of the bedrock elements of continuous improvement. In fact, Taiichi Ohno, the father of the Toyota Production System, once said, “Without Standard Work, there is no Kaizen [positive change].”

Unfortunately, we’ve seen many organizations create a Standard Work document, check the box, and move on to business as usual.

This does little to stabilize processes or prepare for the next improvement. In order for Standard Work to be effective, it must be widely shared and actively managed.

If you’ve visited this blog with any frequency, you may have noticed that we are very passionate about the work we do. Don’t get me wrong, it is work and we're in business to sell software, but way beyond that, we really believe in the work that our solution supports. Recently, a friend noticed that I was sharing articles about continuous process improvement on my personal Twitter feed and LinkedIn pages and she asked me why I was so into this stuff. That’s a good question so, Carol, this blog’s for you.

Every member of the KaiNexus team believes in the power of incremental improvement because:

It Starts from a Place of Optimism

The very fundamental premise of continuous process improvement is, “It can be better.”  That’s a pretty positive outlook from our point of view. Sure, problems will crop up and it often takes a lot of effort to replace the old way of doing things with something new, but if you believe in the power of positive change there isn’t much you can’t overcome.

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Organizations all over the world, in almost every industry, are turning to continuous improvement software to solve their most challenging issues. The most successful of these Lean organizations are aware that they need 5 elements to succeed in creating an improvement culture: bottom-up improvement, top-down improvement, strategy deployment, coaching, and visual management.

That sounds like a lot to excel at all at once, doesn’t it?

So how do these Lean organizations pull it off?

With continuous improvement software. In today’s post, we’re going to take a look at how technology facilitates improvement from the bottom-up, looking at it from both the perspectives of the staff AND of the coaches.

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With improvement software, employees are able to: