Failure of continuous improvement
Many organizations are struggling to make continuous improvements. But, one fact is obvious: often organizational leaders are disappointed with the results of continuous improvement. Is failure an option? Of course not. Especially in these trying times.
What to do? How to maintain the momentum for strategic improvements? How to get opposing factions to work together? Strategic Kaizen for performing Synchronous Profitable Operations (SPO; or ideal state of operations) ensures the simultaneous fulfillment of financial and operational expectations without investments. Details…
Organizations practice the following the 7 Principles of Strategic Kaizen Culture, self-sustaining culture:
- Establish tangible and congruent targets between the managerial ones and those for the activities of each employee;
- Clarify, position, and strategically implement Strategic Kaizen projects to achieve mid-term goals.
- Realizes the need for strategic transformation (flow reform) and the need for management capacity to implement the transformation.
- Build and operate interconnected result management mechanism with Strategic Kaizen results.
- Creating a continuous visibility of non-productivity continuously translated into costs, costs that are strategically improved – the Polar Star of Strategic Kaizen;
- Execution of Strategic Productivity Improvements in symbiosis with daily improvements – continuous financial visibility of productivity improvements at budget and cost level;
- Practice Strategic Kaizen Leadership effective for stimulating people’s creativity by offering useful examples and Strategic Kaizen best practices – with managers at the center.
Making people feel valued is essential to maintaining the momentum for Strategic Kaizen no matter how well the previous Strategic Kaizen process work.
Come to our unique training to learn how to be a Strategic Kaizen Coach from the author of the Strategic Kaizen concept. Details…
Source: Alin Posteuca on LinkedIn