When I get the chance to interview someone who would like to join the KaiNexus team, I really only have one important question. I can safely assume that someone else has reviewed the candidate’s qualifications and vetted that they have the skills required for the position in question. What I really want to know is whether the applicant understands the nature of our business and what we offer to our customers. With that in mind, my question is this,

“If you are selected for this role, and you go to your family reunion this summer, your aunt “Martha” will undoubtedly ask you about your new job. How will you describe what our company does?”

It’s a tricky question, but not a trick one. There is no one perfect way to describe our Kaizen software solution, but there are some things I’m looking to hear. Aunt Martha’s probably never heard of Kaizen, and she’s even less likely to know that there are technology solutions designed to support it, so where does one begin?

Here are the fundamental Ideas I’d hope someone would mention when describing our business.

Kaizen events are a frequent subject of discussion when we are meeting with potential clients or others who are interested in the technology that powers improvement. Although we talk to folks in almost every industry, almost everyone we talk to has one thing in common. They’ve lived through a disastrous - or at least ineffective - Kaizen event. We’re not surprised because there are lots of ways that rapid improvement blitzes can go off the rails. We don’t want that to happen to you, so we’ve assembled a list of our most important advice for making your Kaizen event a smashing success.

Organizations implement technology to support Kaizen for a number of reasons. It provides structure for improvement, allows for active management of projects, forms a repository of knowledge, gives leaders insight into the health of Kaizen, and allows for tracking of results.

People who try to manage Kaizen work in spreadsheets quickly find that they lack the interactive capabilities necessary to spread and sustain improvement.

Use this free download to compare and rank different Kaizen management systems:

Continuous Improvement Software Comparison Matrix

Download this free matrix to:

• See a list of all features and functionality available in improvement platforms
• Calculate a weighted score for each platform based on available features and your organization's unique needs
• Make an educated, intentional choice about which improvement platform is the best fit for your organization

We get the chance to talk to leaders implementing the Kaizen approach to continuous improvement on a regular basis. One of the questions people who are new to the Kaizen way often ask is, “Should I do daily Kaizen or Kaizen events?”

The short answer is, “Yes.”

Daily Kaizen is essential for tackling small problems before they become big ones and for sustaining improvements that have been implemented. Making continuous improvement part of everyone’s job forms the basis of Kaizen culture.

However, some challenges require a more focused approach. Kaizen events require a significant investment of human capital. The team puts their other work aside for three to five days to focus on the target process or problem. That’s not trivial, so Kaizen events aren’t always the right tool for the job. But here are some situations where they make perfect sense.  

Kaizen boards are a fantastic addition to any improvement program. They arrange information visually so that a quick glance provides useful information about the progress of improvement projects. They are popular in every industry from healthcare to construction. In terms of implementing a Kaizen board, there are really two choices. A physical board that hangs on a wall in or near the workspace or an electronic Kaizen board that can be accessed from computers or mobile phones.

While paper boards make nice artifacts, there are a bunch of things that only their digital counterparts can do.

Here are our top 10.

If a tree falls in the forest, we’re pretty sure it makes a sound even if no one is around to hear it. We’re 100% sure that if you implement Kaizen software and no one uses it, there will be no impact. There might be a lot of noise from grumbling executives who’ve just wasted a lot of money, but no positive change.

That’s why it is so important to plan your Kaizen Software roll out with a focus on broad user adoption. We’ve helped tons of clients with improvement technology implementations and here’s what we’ve learned works when it comes to getting people on board.

When someone comes to us asking for information about our Kaizen software, we like to ask a ton of questions. It helps us to understand their business and their approach to improvement. We ask about the team, the key business objectives, and past improvement efforts.

The subject of Kaizen events comes up often because so many organizations have tried or are looking to try the technique. These conversations reveal that there is a lot of “fake news” floating around about Kaizen events.

We’d like to set the record straight.

Here are things people say about Kaizen events that aren’t true:

If you are still tracking your Kaizen activities in spreadsheets, I get it. Spreadsheets are a tempting approach because you already have them, most people know how to use their basic functions, they’re infinitely configurable, they never get the math wrong, and rows and columns are an intuitive way to organize things.  

But let me ask you a question.

Do you use spreadsheets to track sales activity, inventory, customer support requests, and employee data? Probably not. You probably have a CRM, and ERP, and HR software.

Could you track those things in spreadsheets?

Sure, but you don’t because those functions are important enough that you want a solution custom-built to support them. You want consistency across users, you want data security and integrity, and you want active functionality.

If you are serious about continuous improvement, you’d want all of those things for Kaizen tracking as well.

There are a number of reasons that spreadsheets are a particularly bad fit for Kaizen tracking.

In 1986, Masaaki Imai founded the Kaizen Institute Consulting Group (KICG) to help western companies to introduce the concepts, systems, and tools of Kaizen. That year, in Japan he also published the book “Kaizen: Japanese spirit of improvement," which helped to popularize the Kaizen concept in the United States. He believed that “The message of the Kaizen strategy is that not a day should go by without some kind of improvement being made somewhere in the company.”

Most leaders would likely agree with that sentiment, but it is certainly easier said than done. In order to achieve daily improvement, there must be a structure for both supporting and measuring it. Without visibility into the work of Kaizen, leaders can’t say whether daily improvement is happening, nor can they take action to accelerate the pace of positive change. Fortunately, Kaizen software provides this insight and offers other significant advantages as well.

Kaizen events, also known as Rapid Improvement Events, are an effective way to tackle many difficult problems in short order. They can also help improve team cohesion and cross-functional collaboration. But like many other continuous improvement techniques, if they are not executed properly, they can cause more harm than good. We’re in the lucky position to have the opportunity to chat with people from all types of organizations about their improvement work. They’ve shared some lessons learned when it comes to Kaizen events. Here are some of the biggest mistakes.

Ignoring Daily Improvement

Kaizen events are one tool in the improvement toolbox, but not the only one. Continuous improvement requires daily attention. Efforts shouldn’t be limited to special events. In most cases, only a few people are involved in each Kaizen event, but daily improvement should be the responsibility of every person in the organization.