Kaizen as a Habit

Lately I read and listen about Kaizen & Lean manufacturing.? An interview that resonated with me was that Kaizen is about the attitude and the mentality.? It is a mindset of life and how we work. ? ?

For those who are not familiar with Kaizen, it is a Japanese term meaning change for the better or continuous improvement.? It is a Japanese business philosophy that continuously improve operations and involve all employees.? The reduction of waste and the 5S concept are the basic of Kaizen.? It reflects the fundamental values.? It is not a surprising to see companies conducting ad-hoc tidiness 5S audits prior to VVIP visits.? It is not uncommon to notice wastes are ignored on production floor (for whatever valid reasons).

I have never worked in a Japanese manufacturing organization before.? And do not have any direct experience of how Kaizen works in Japanese manufacturing that involve all employees.? But I believe in continuous improvement and strongly believe that if every single person in an organization make a small improvement every day or every week, the cumulative positive impact is unimaginable. ? ? ?

So, how can we implement Kaizen in the organization or even within a small team??In fact, “implement” is even the wrong word to use since Kaizen is about “attitude and “mentality”.

I personally view these challenges as a matter of developing habit of Kaizen or Continuous Improvement, and as such, I'd like to share 3 valuable learning insights I've gained from the bestselling book "Atomic Habits" by James Clear which may be applicable to implementing (again wrong word) Kaizen in the workplace.

Identity - James C. placed “identity change” as the first step in making a habit change.? Though identity is usually identified with individual, it could also be applied on an organization and department level.? Who are we as an organization, as a team and as an individual?? Questions like what kind of person or organisation we are.? What values do we want to project on ourself and on the organization to the customers and stakeholders?? When we have a clear identity of ourself, we will do the right things accordingly. ? ?

Craving - Understanding the motivating forces behind habits is crucial. Craving signifies our emotional state or desire that compels us to take action. For instance, a smoker doesn't necessarily crave the act of smoking a cigarette but rather the relief it offers even though he has to smoke under hot run.? Similarly, someone might not have a natural inclination for exercise but may desire an attractive physique or better health, serving as their motivation.? Employees are more motivated when their contributions are being valued.? It is the feeling of being important and significant that sustains the habit. ? ?

Make it easy - Establishing a habit is often easier said than done as human brain tend to favour ease over challenge.? The "make it easy" approach entails initiating a new habit in the simplest way possible to minimize resistance. For instance, embarking on a morning jogging routine by starting with a short distance and gradually increasing it over time is more likely to yield success than demanding a 10-kilometer run immediately.? Start small and get bigger gradually will always promise a greater and sustainable change at a habitual level.

There are a lot more ideas and principles James C. covered in his book.? I hope above 3 pointers would help you to get a starting idea in making positive changes in your workplace.

Thank you for reading to the end.? As I am also a learner in the field, would appreciate any sharing too.