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How many times have you thought you wanted to give up everything and start a new life?
How many times have you felt trapped in your routine and failed to improve it?
And above all... how many times have you really succeeded in your intent?
Unlike the ineffective and sometimes expensive solutions that offer you advertisements every day, know that with the Kaizen method you will only need pen and paper to revolutionize your life. In this book you will find the pillars of the Japanese method that can unleash your unexpressed potential. You will learn to boost your mindset and productivity through a clear and simple protocol that will lead you to realize what you have always wanted.
Think about how many positive changes you could have on your life from the first applications: with " Kaizen " by Takashi Harrington you will get the tool to eradicate all those bad mental habits and practices that have so far blocked your potential.
Here is in detail what you will discover:
- The cornerstones of Kaizen
- The history of the method and the culture
- The 3 tools that will change your life for the better
- Steps to boost your mindset
- The application of Kaizen to diet and exercise
- The secrets to optimize time and the theorem to increase your productivity
... and much more!
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Kaizen
Japanese Philosophy
of Change
Improve Your Life and Achieve Success One Step at a Time by Following the Japanese Method of Personal Growth
Takashi Harrington
First edition: July 2022
Takashi Harrington © 2022
Copyright
All rights reserved. Subject to the exceptions provided for by law, the total or partial reproduction of this work, nor its incorporation into a computer system, nor its transmission in any form or by any means (electronic, mechanical, photocopy, recording or otherwise) without authorization is permitted. allowed in advance and in writing by the copyright holders. Violation of these rights entails legal penalties and may constitute an intellectual property offence.
Limited Liability - Disclaimer
Please note that the content of this book is based on personal experience and various sources of information and is for personal use only.
Please note that the information contained in this document is for educational and entertainment purposes only and is not provided or implied warranties of any kind.
Readers acknowledge that the author is not committed to providing medical, professional or other advice.
Nothing in this book is intended to replace common sense, medical consultation or professional advice and is only intended to inform.
The particular circumstances may not correspond to the example illustrated in this book; in fact, they probably won't.
You must use the information contained in this book at your own risk. The reader is responsible for their own actions.
The information provided in this book is declared true and consistent in the sense that any liability, whether in terms of negligence or otherwise.
Any use or abuse of the policies, processes or instructions contained therein is the sole and absolute responsibility of the recipient/reader.
By reading this book, the reader agrees that in no event shall the author be liable for any losses, direct or indirect, suffered as a result of the use of the information contained herein, including, but not limited to, errors, omissions or inaccuracies.
Summary
Introduction
Chapter 1. Kaizen: How does it work?
Chapter 2. Kaizen: Origins and Scope
Chapter 3. Benefits
Chapter 4. Advantages and Disadvantages
Chapter 5. Kaizen, Lean and Six Sigma
Chapter 6. The Phases of the Cycle
Chapter 7. Some Crucial Aspects
Chapter 8. Understanding the Main Metrics
Chapter 9. PDCA, SDCA and the 5 S
Chapter 10. Areas of Application
Chapter 11. Kaizen and Toyota Motor Corporation
Chapter 12. The Workplace
Chapter 13. What Are Kaizen Events
Chapter 14. The Kaizen Blitz
Chapter 15. Effectiveness of Kaizen Events
Chapter 16. Kintsukuroi
Chapter 17. Applying Kaizen to Your Life
Chapter 18. The Philosophy of Change
Chapter 19. Kaizen and Stress
Chapter 20. Time Management
Chapter 21. Kaizen for Fitness
Conclusion. Apply Kaizen Successfully
Introduction
K
aizen is a Japanese term, the meaning of which is: "change for the better", or "improvement". The most common translation, however, is: "continuous improvement". It is one of the pillars of the Lean Thinking current and requires self-control and continuous self-assessment. The basic idea is that nothing, absolutely nothing, can ever be perfect and, consequently, that everything can always be improved.
There are many meanings that the word Kaizen can take, depending on the areas. In the area of continuous improvement, many companies plan what are called "Kaizen events"; these are usually activities that temporarily free people from everyday work and place them in a team that has the task of completing a given goal in 3-5 days. These are highly targeted projects, with realistic short-term objectives, such as changing the layout of certain workstations to improve the continuity of a process, or creating a queue system for a given production flow, or even integrating an SMED (Single Minute Exchange or Die) process to speed up the setup of a machine. Regardless of the goal, the process consists of the same steps: Design, Do, Control, Decide.
The PDCA cycle (from the English Plan, Do, Check, Act, or Design, Do, Control, Decide) was conceived by W. Edwards Deming in a Lean perspective and introduced in the Japanese automotive industry in the 50s. It uses a scientific approach and is a precursor to the DMAIC procedures of Six Sigma processes (from the English Define, Measure, Analyze, Improve and Control, or Define, Measure, Analyze, Improve and Control). The meaning of the four steps is as follows:
● Design: if a concrete and reasonably achievable goal is envisaged, an appropriate strategy is developed.
● Do: you carry out the planned operations and, if necessary, the specific training of the personnel.
● Control: you need objectivity but also positivity.
● Decide: based on the results of the previous operation, validate the results or repeat the cycle.
The concept of continuous improvement is evident; in this sense, you can repeat the cycle over and over again until you reach the desired result. In Toyota's manufacturing system, which we will talk about later because it is considered the pioneer industry in the application of these processes, the lexicon has been slightly varied, we talk about Strategy, Application, Exposure and Systematization; different terminology, identical concepts and identical expectations.
Whether we talk about training, or we talk about resources, there is a distinction between two types of Kaizen: Kaizen of system, or flow, and Kaizen of processes.
System Kaizen generally has to do with reviewing and improving an entire production flow, and involves various levels of administration of the same flow.
Process Kaizen , on the other hand, aims to improve a single procedure, or groups together a series of similar procedures; usually a transversal team is involved, which is in fact dedicated to improving this specific process.
Both of these types of approach are common in successful companies that apply the Lean philosophy (from the English lean , lean, set of procedures aimed at minimizing waste in production processes), and are the beating heart. Working within a company that does not adopt these types of processes can be nerve-wracking, especially if you are somehow responsible for updating procedures. We are constantly trying to improve productivity, with often discouraging results, while waste literally accumulates around the machinery and our workstation. The material is thrown away and we watch helplessly as articles full of defects are produced, accumulated in a series of useless steps in the production chain. It is really difficult to maintain a constructive attitude.
Applied on a personal level, the Kaizen philosophy can help improve your life, and this will certainly also be reflected in your performance in the workplace. Use it in every aspect of your life: exercise, eating habits, vices. If you plan to start training, start with little, trying to increase the intensity every day, in small steps. These are imperceptible improvements, but in the end they will make a difference. If you tend to overeat, take away a bite of food every two days, then every day. If you smoke and are going to stop, slowly decrease; your health will thank you. Just as this approach in small steps is effective in personal life, it will be equally effective in professional life, from small daily tasks to the management of a large company.
Surely you will know people who believe that they no longer have room for improvement: well, they are wrong. Most successful people admit their imperfections, and even attribute their fortune to the constant attempt to eliminate them. If you are wondering if all this attempt to improve does not risk highlighting only our shortcomings, the answer is no. Once you agree to become aware of your shortcomings, it will be much easier to overcome them. An excellent slogan that summarizes this thought could be: always be happy but never satisfied . Bring a little improvement to your life every day. This is Kaizen.
Chapter 1. Kaizen: How does it work?
C
ome Kaizen functions is a question that virtually every executive who wants to bring an improvement in their business or department would like to know how to answer. If you are also among those who wonder how to apply the Kaizen philosophy to your needs, you are in the right place, since this book aims precisely to give you the keys to the realization of a better work environment; it is a theme on which every single worker should focus, in order to optimize their performance.
Before we look at the topic in detail, let's make sure that we understand what the essence of this philosophy is.
In the introduction we have already said that Kaizen is a Japanese word that contains the idea of continuous improvement. In the Japanese industry, the conception that a company should not fossilize on a specific strategy is very deeply rooted; on the contrary, it should continue to reinvent itself, analyze and identify the obstacles that hinder improvement, and then adapt accordingly.
Going into the discussion, at the company level Kaizen aims at the implementation of precise environmental changes, in particular in the divisions or departments that deal with engineering, monitoring, production and the like. But the real reason why this philosophy turns out to be so effective is that, before making any changes in the organization or procedures, the management team makes sure that everyone is consulted. When I say everyone, I mean not only employees, but also directors and shareholders; in fact, sellers and even customers should also be involved. In this way, any changes made internally to the company, will only be following the approval of all parties involved, and no one will have reason to complain or protest.
The main purpose is to eliminate all the steps that cause waste and procedures that do not guarantee stable results over time; we also make sure that the raw materials purchased from suppliers are of high quality and that shipments to customers take place on time. The in-depth analysis of after-sales services is also fundamental, to ensure that the end customer is satisfied from every point of view.
Using Kaizen means meeting the needs of every single department in the company. Concepts and strategies can be ideally applied in the marketing division, decision-making, human resources, strategic divisions, accounting and administration. They can be applied to large groups, to teams of a few people or even to individuals. Kaizen allows you to act on a multitude of aspects, improving the working environment and overall productivity.
As we will see later when we talk about Kaizen events, one of the fundamental aspects of this continuous improvement is the cyclicity with which it takes place; it follows that one of the greatest advantages brought by this philosophy is the possibility of reiteration; in fact, the repetition of the procedures is particularly effective to maintain the results obtained. The employees involved can apply them daily, so as to assess whether their respective departments are producing at the correct regime or not; and even if the production corresponds to expectations, it will always be possible to predict any future developments and adjust the process accordingly.
There is no need for all stakeholders to care about assimilating and understanding all aspects and processes of Kaizen. It is enough for management to take on the task of committing to implement the correct procedures, and soon the immense benefits will be clearly visible to everyone.
Chapter 2. Kaizen: Origins and Scope
K
aizen, as we have seen, originates in Japanese society, and refers to two distinct ideological backgrounds: that of change and that of virtue. Kaizen is generally mentioned in two different ways: as a culture of continuous improvement, or as a general term, to indicate a set of methodologies aimed at improving the production process.
When we started talking about Kaizen in the context of continuous improvement, we preached the search for perfection in everything; a very common mentality in the culture of Japanese society. For this reason, the adaptation of kaizen principles to an environment of improvement of business strategies was quite natural. It was immediate to apply them to all the processes carried out in the company, both personally and at the team level, to be able to evaluate them thoroughly and establish how they could be improved to fully meet the needs of customers.
