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Kaizen or Kaikaku
Two Approches to Improvement
Scrum Gathering London, October 12, 2011
Agenda
• Continuous Improvement
• Kaizen
• Kaikaku
• Conclusions and Summary
Exercise 1
Think of three things you already know about
Continuous Improvement and one thing you
want to learn today
Intro...
Continuous Improvement
• Different Types
• Prerequisites
• Kaikaku
• Kaizen
• How to use Hansei to strenghten
continuous i...
Different Types
• There are different
types of Continuous
Improvement.
•Kaikaku
•Kaizen
•Retrospectives (team
based)
•Etc.
Learning organizations [are] organizations where
people continually expand their capacity to
create the results they truly...
Continuous Improvement
• Continuous improvement is strongly
connected to learning organizations.
• To become a truly learn...
Characteristics of a
Learning Organization
• Management is continuous innovation and
improvement
• Leaders as Teachers who...
Obstacles to Learning
• Silo thinking
• No time for reflection
• No compelling long-term-vision
• Apathy
• Problem denial
...
Kaizen
http://imperia.info/e_unternehmen_histo.htm
Kaizen (改善?), Japanese for "improvement", or "change for the
better" re...
Kaikaku
http://designofluna.blogspot.com/2011/06/en-rod-liten-stuga.html
Hansei
Hansei, "self-reflection") is
a central idea in Japanese
culture.
Its meaning is to
acknowledge your own
mistake an...
Continuous Improvement
• Learning Organization
• Kaizen – Evolutionary or Stepwise
Improvement
• Kaikaku – Radical Improve...
Pursuing Perfection
Never-ending improvement effort
1. Map the current value stream
2. Identify sources of waste
3. Review...
Challenges in Kaizen
• Make people think bigger
• Improve business literacy
• Break through internal
boundaries
• Confront...
Kaizen
Kai - To Break
Zen - For the Better
Kaizen Mindset
Startingpoint: setting the right mindset
• Everything can and should be improved
• Not a single day should ...
The Hansei Attitude
Mastery requires careful
observation and reflection
To get better at what we do,
we must build observa...
Organizational Learning
© 2011 Lean Software Institute. All Rights Reserved.
Benefits of Kaizen
Systematic organizational learning
Opportunity to get better at getting better
Improved business perfor...
Kaikaku
Radical change
Precursor to Kaizen
AKA Kaizen Blitz
Necessary to break paradigms
Kaikaku commandments 1(2)
• Throw out the traditional concept of
manufacturing methods.
• Think about how the new method w...
Kaikaku commandments 2(2)
• Correct mistakes the moment they are found.
• Problems give you a chance to use your
brains.
•...
Key points of Kaikaku
Addition to Kaizen
Rapid change event
Revolutionary
Sometimes precursor to Kaizen
Finally
Kaikaku
(Radical Redesign)
Map and redesign
Business Systems according.
Kaizen
(Con nuous
Improvement)
Implement a...
References
• Senge, P. M. (1990) The Fifth Discipline. The
art and practice of the learning organization,
London: Random H...
Arne Åhlander
• arne.ahlander@aqqurite.se
• arne.ahlander@leansoftwareinstitute.com
• www.aqqurite.se
• www.leansoftwarein...
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Scrum is about continuous improvement among other things.
 
When discussing continuous improvement many think about Kaizen. In this presentation you will get the opportunity to discuss Kaizen and Kaikaku, another Lean approach to improvement, their suitability, benefits, and pitfalls.

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Kaizen or Kaikaku

  1. 1. Kaizen or Kaikaku Two Approches to Improvement Scrum Gathering London, October 12, 2011
  2. 2. Agenda • Continuous Improvement • Kaizen • Kaikaku • Conclusions and Summary
  3. 3. Exercise 1 Think of three things you already know about Continuous Improvement and one thing you want to learn today Introduce yourself to a person near you and tell this person what you thought of 1 + 2 + 2
  4. 4. Continuous Improvement • Different Types • Prerequisites • Kaikaku • Kaizen • How to use Hansei to strenghten continuous improvement
  5. 5. Different Types • There are different types of Continuous Improvement. •Kaikaku •Kaizen •Retrospectives (team based) •Etc.
  6. 6. Learning organizations [are] organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. (Senge 1990)
  7. 7. Continuous Improvement • Continuous improvement is strongly connected to learning organizations. • To become a truly learning organization you need to continuously improve.
  8. 8. Characteristics of a Learning Organization • Management is continuous innovation and improvement • Leaders as Teachers who help people grow and facilitate learning • Respect and trust for people • What are we learning? How can we improve? • Autonomy: Broad knowledge and decision rights © 2011 Lean Software Institute. All Rights Reserved.
  9. 9. Obstacles to Learning • Silo thinking • No time for reflection • No compelling long-term-vision • Apathy • Problem denial • Leaders don’t value learning • No systematic framework for learning © 2011 Lean Software Institute. All Rights Reserved.
  10. 10. Kaizen http://imperia.info/e_unternehmen_histo.htm Kaizen (改善?), Japanese for "improvement", or "change for the better" refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, game development, and business management.
  11. 11. Kaikaku http://designofluna.blogspot.com/2011/06/en-rod-liten-stuga.html
  12. 12. Hansei Hansei, "self-reflection") is a central idea in Japanese culture. Its meaning is to acknowledge your own mistake and to pledge improvement. http://relationalcontextofteaching.edublogs.org/files/2011/06/critical-thinking-self-reflection-2gm1cp3-150x150.jpg
  13. 13. Continuous Improvement • Learning Organization • Kaizen – Evolutionary or Stepwise Improvement • Kaikaku – Radical Improvement • Hansei - Reflection
  14. 14. Pursuing Perfection Never-ending improvement effort 1. Map the current value stream 2. Identify sources of waste 3. Review improvement ideas 4. Select improvements 5. Design and document future state 6. Implement future state 7. Monitor value stream performance © 2011 Lean Software Institute. All Rights Reserved.
  15. 15. Challenges in Kaizen • Make people think bigger • Improve business literacy • Break through internal boundaries • Confront skeptics • Invest time in learning • Ensure sufficient resources © 2011 Lean Software Institute. All Rights Reserved.
  16. 16. Kaizen Kai - To Break Zen - For the Better
  17. 17. Kaizen Mindset Startingpoint: setting the right mindset • Everything can and should be improved • Not a single day should go by without some kind of improvement being made somewhere in the company • Imagine the ideal customer experience and strive to provide it • Don't criticize, suggest an improvement • Think of how to improve it instead of why it can't be improved • think beyond common sense. Even if something is working, try to find the ways to make it work even better • See problem solving as cross-functional systematic and collaborative approach.
  18. 18. The Hansei Attitude Mastery requires careful observation and reflection To get better at what we do, we must build observation and reflection into everything we do It is not DOING that is the hard problem, it is SEEING the world correctly Reflection yields intellectual LEVERAGE © 2011 Lean Software Institute. All Rights Reserved.
  19. 19. Organizational Learning © 2011 Lean Software Institute. All Rights Reserved.
  20. 20. Benefits of Kaizen Systematic organizational learning Opportunity to get better at getting better Improved business performance Develop people through imroved critical thinking skills Improved motivation Improved clarity – connect strategy with execution challenges © 2011 Lean Software Institute. All Rights Reserved.
  21. 21. Kaikaku Radical change Precursor to Kaizen AKA Kaizen Blitz Necessary to break paradigms
  22. 22. Kaikaku commandments 1(2) • Throw out the traditional concept of manufacturing methods. • Think about how the new method will work, not how it won't work. • Don't accept excuses; totally deny the status quo. • Don't seek perfection; a 50% implementation rate is fine as long as it's done on the spot.
  23. 23. Kaikaku commandments 2(2) • Correct mistakes the moment they are found. • Problems give you a chance to use your brains. • Ask "Why" five times. • Ten person's ideas are better than one person's knowledge. • Kaikaku knows no limits
  24. 24. Key points of Kaikaku Addition to Kaizen Rapid change event Revolutionary Sometimes precursor to Kaizen
  25. 25. Finally Kaikaku (Radical Redesign) Map and redesign Business Systems according. Kaizen (Con nuous Improvement) Implement a system for con nuous reflec on and relentless improvement. Leadership (Coaching for growth) Leaders work as coaches helping their people solve problems. © 2011 Lean Software Institute. All Rights Reserved.
  26. 26. References • Senge, P. M. (1990) The Fifth Discipline. The art and practice of the learning organization, London: Random House. • www.leansoftwareinstitute.com
  27. 27. Arne Åhlander • arne.ahlander@aqqurite.se • arne.ahlander@leansoftwareinstitute.com • www.aqqurite.se • www.leansoftwareinstitute.com • www.twitter.com/ArneAhl • www.linkedin.com/in/arneahlander
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Scrum is about continuous improvement among other things.   When discussing continuous improvement many think about Kaizen. In this presentation you will get the opportunity to discuss Kaizen and Kaikaku, another Lean approach to improvement, their suitability, benefits, and pitfalls.

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