Creating a more sustainable future

Creating a more sustainable future

Welcome to KAIZEN? News – the monthly newsletter for Lean leaders who are committed to Continuous Improvement. Each time, we focus on ONE topic that drives business success from a KAIZEN? perspective and examine it from FIVE different perspectives. Dive into the KAIZEN? way of thinking. Our first focus topic: Circular Economy and Sustainability.

1) Circular Economy and Continuous Improvement: A Perfect Match

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Circular economy is a natural extension of #continuousimprovement that seeks to eliminate waste while maximizing resource utility. Circular business models outperform linear models in eight critical areas, such as reducing production times and generating climate-friendly products. Companies adopting #circularbusiness models can improve #profitability, #customersatisfaction, and #sustainability.

8 ways how circular economy and Continuous Improvement make a perfect fit

2) Maximizing Sustainability and Efficiency in Your Business

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Discover how to integrate sustainability and efficiency into your business practices through a #lean approach. This insightful article provides valuable guidance on identifying waste, setting clear objectives, and developing practical solutions for Continuous Improvement. Learn how to create a culture of #innovation, #collaboration, and #sharedresponsibility that will drive both environmental and financial benefits for your organization. Don't miss out on these essential tips for Lean leaders looking to make a positive impact.

How to be Sustainable and Efficient

3) Circularity: A Path to Customer Obsession

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By adopting circular economy principles, companies can improve their #profitability, #customersatisfaction, and #sustainability. Circular initiatives, such as designing out waste, circulating materials and resources, and regenerating natural systems, can help retailers and producers create a more #sustainablefuture. Additionally, developing a deeper understanding of customers and nurturing those relationships are also beneficial. It is important to treat the circular economy as a long-term objective to maintain the interest of key decision-makers.

Circular Economy Thinking: Cultivate, Collaborate, Compete

4) Re-thinking corporate sustainability

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Sustainability is often viewed as an expense rather than an investment, and sustainable practices are sometimes seen as a passing #trend. However, these misconceptions can put businesses at a competitive disadvantage. By implementing a circular economy model and adopting sustainable practices, companies can improve their profitability, customer satisfaction, and environmental impact. Kaizen Institute is committed to sustainability and the circular economy, and we encourage businesses to #rethink their approaches to sustainability.

8 myths about corporate sustainability

5) Guide to sustainability transformation

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As companies increasingly take #responsibility for their impact on the community and the world, sustainability practices become a strategic ambition. However, #ESG often competes with business management, leading to disorganized execution and slow progress. Kaizen Institute’s Guide to Sustainability #Transformation presents four steps to integrate sustainability into an organization's strategy, including reviewing and planning the business strategy, deploying the strategy until the point of impact, implementing strategic #breakthrough initiatives, and monitoring results and implementing countermeasures. Download the guide for more insights on achieving sustainability through Lean training and Continuous Improvement practices.

Guide to Sustainability Transformation


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Don’t miss other topics covered in KAIZEN? News, find all the issues of our monthly newsletters published by Kaizen Institute Global on LinkedIn here.

Bob Barker

Researcher - Author - Consultant

1 年

Time Based Analysis for Beginners - Remove all the Non Value Adding Time. Most organisations have poor value adding capability, typically less than 15% of the total calendar time consumed in the conversion of inputs to outputs. Removing non value adding time is the first corrective action when transformation is needed. Surprisingly a lot of so called lean organisations still have poor value adding capability and contain a lot of waste and untapped potential. Tracking a single product, service or health patient and recording value adding touch time and by default non value adding is the core measure of an organisations ability, it is much more severe than standard cost accounting or financial performance measurement because it cannot be corrupted. Some results of analysis - Electrical products 12%, Hydraulic rams 3%, Aircraft components 6%, UK Local government services 4%, UK NHS health patient 8%/14%. See The Time Based Organisation: Recreating and Transforming Existing Organisations: Amazon.co.uk: Barker, Dr Robert C: 9798653501593: Books for more examples and methods of analysis. Method of analysis at - https://www.drbobbarker.co.uk/forum/forum/time-based-analysis-animation?

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Jeevan Kasture

Freelancer/ Ex Amneal pharmaceuticals/ Ex Dr Reddys |Engineering| Projects mgt| safety Professional |TPM | operation excellence

1 年

Very useful

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