When I’m talking about building a culture where improvement is a norm, not an add-on, this is the level of performance you’re after.[blackbirdpie url=”https://twitter.com/martinburnsuk/status/269354226990321664″]
You can be sure that organisations at this level of performance are truly realising the capabilities of everyone. Compare this to an organisation striving to meet a single, static ‘standard’ defined by a very small group of SME eggheads in a conference room. That standard is the best they’re ever going to get.
Some of these high volume of improvements are light touch and simple. You’d even be tempted to call some of them
obvious. Well if they’re that obvious, why haven’t they already been done?
[lightbox thumb=”http://everydaylean.info/wp-content/uploads/2012/11/kaizen_mark_graban_japan_tour-e1353054604947-150×150.jpg” link=”” lightbox_link=”http://everydaylean.info/wp-content/uploads/2012/11/kaizen_mark_graban_japan_tour-e1353054604947.jpg” title=”” thumbwidth=”150″ thumbheight=”150″ align=”right”]Before/After Kaizen Summary at **REDACTED COMPANY** in Japan. QC team presenting improvement
Source: Mark Graban
As you build improvement DNA in your organisation and empower people to make improvements, they will get smaller on average.
In parallel, as you’re developing PDCA thinking as a reflexive way of responding to problems, a fully coached A3 for the smallest of improvements will trend towards [bs_tooltip animation=”true” html=”true” placement=”top” selector=”” title=”In other words, waste” trigger=”hover” delayshow=”0″ delayhide=”0″]Overprocessing [/bs_tooltip] so a high rate of tiny improvements becomes very possible without needing the full rigour and oversight.