Comments on: How to Kill an Organization: 5 Barriers to Kaizen http://www.schaefersblog.com/how-to-kill-an-organization-5-barriers-to-kaizen/ Learning Resilience in the Age of Turbulence Fri, 19 Mar 2010 15:07:56 +0000 http://wordpress.org/?v=2.9.1 hourly 1 By: Lisa http://www.schaefersblog.com/how-to-kill-an-organization-5-barriers-to-kaizen/comment-page-1/#comment-10926 Lisa Mon, 06 Oct 2008 02:42:04 +0000 http://www.schaefersblog.com/?p=203#comment-10926 I just finished reading the book, "Kaizen", and have begun to read "One Small Step Can Change Your Life". This philosophy/business practice was first created in depression era America. In 1940, the US realized it needed to send military equipment to the Allied Forces, so the factories had to step up quality production quickly. Trouble was that most of the experienced workers and supervisors had been sent off to war. Many of the factories had to hire women (most who had never done factory work). So the US Gov established a Management training program called Training Within Industries (TWI) and offered it to us companies. It focussed on continual improvement by small steps. In other words, finding hundreds of little things to improve within the company, using the cooperation and input of all employees. The result was that the equipment was of excellent quality and flew out of the factories in record time. Quality and efficiency were the focus. And the employees were very proud of their acomplishments. Dr W Edward Deming was the most vocal proponent of the training. He was a statistician who developed a theory of constant improvement. After the war was over and the veterans returned home to their jobs, Deming was egnored and most facory work returned to the status quo. However, General McArthur went to Japan to rebuild their smashed economy. Granted, it was nothing impressive to begin with. Japan produced mostly toys, because no one wanted their poorly produced products. Management had slack practices, and employee morale was low even before the war. But McArthur knew their economy needed to recover so North Korea didn't get any bright ideas of overthrowing Japan. So the US Gov. sent the same trainers to Japan that had trained the US companies. At the same time, the US Air Force held Management training as well, focusing on quality control, small steps to improvement, and veiwing employees as assets for input. Japan ate it up. They recognized that they were being trained by the country that not only was instrumental in winning the war, but also had a reputation for exporting quality products. They took this info to their places of business and began implementing it. In the 1950's, Japan invited Dr Deming to review their progress and add his input. The Japanese have since then so embraced this as the way of doing business, they made it their cultural philosophy and have named it Kaizen. The US was foolish to not continue what it had begun; perhaps too opulent to care. But now that the economy has taken a turn for the worse, US companies cannot afford to egnore the oportunities they have to increase their efficiency and product quality. The competition is too tight. I just finished reading the book, “Kaizen”, and have begun to read “One Small Step Can Change Your Life”. This philosophy/business practice was first created in depression era America. In 1940, the US realized it needed to send military equipment to the Allied Forces, so the factories had to step up quality production quickly. Trouble was that most of the experienced workers and supervisors had been sent off to war. Many of the factories had to hire women (most who had never done factory work). So the US Gov established a Management training program called Training Within Industries (TWI) and offered it to us companies. It focussed on continual improvement by small steps. In other words, finding hundreds of little things to improve within the company, using the cooperation and input of all employees. The result was that the equipment was of excellent quality and flew out of the factories in record time. Quality and efficiency were the focus. And the employees were very proud of their acomplishments. Dr W Edward Deming was the most vocal proponent of the training. He was a statistician who developed a theory of constant improvement. After the war was over and the veterans returned home to their jobs, Deming was egnored and most facory work returned to the status quo.
However, General McArthur went to Japan to rebuild their smashed economy. Granted, it was nothing impressive to begin with. Japan produced mostly toys, because no one wanted their poorly produced products. Management had slack practices, and employee morale was low even before the war. But McArthur knew their economy needed to recover so North Korea didn’t get any bright ideas of overthrowing Japan. So the US Gov. sent the same trainers to Japan that had trained the US companies. At the same time, the US Air Force held Management training as well, focusing on quality control, small steps to improvement, and veiwing employees as assets for input. Japan ate it up. They recognized that they were being trained by the country that not only was instrumental in winning the war, but also had a reputation for exporting quality products. They took this info to their places of business and began implementing it. In the 1950’s, Japan invited Dr Deming to review their progress and add his input. The Japanese have since then so embraced this as the way of doing business, they made it their cultural philosophy and have named it Kaizen.
The US was foolish to not continue what it had begun; perhaps too opulent to care. But now that the economy has taken a turn for the worse, US companies cannot afford to egnore the oportunities they have to increase their efficiency and product quality. The competition is too tight.

]]> By: Handpicked Artisanal Links - Jeredb.com http://www.schaefersblog.com/how-to-kill-an-organization-5-barriers-to-kaizen/comment-page-1/#comment-3338 Handpicked Artisanal Links - Jeredb.com Mon, 26 May 2008 21:04:15 +0000 http://www.schaefersblog.com/?p=203#comment-3338 [...] How to kill an organization: 5 barriers to Kaizen After a post on the Simplicity Habit about Kaizen, I found this. Or was it the other way around? [...] [...] How to kill an organization: 5 barriers to Kaizen After a post on the Simplicity Habit about Kaizen, I found this. Or was it the other way around? [...]

]]> By: Carl Johan Faarbæk http://www.schaefersblog.com/how-to-kill-an-organization-5-barriers-to-kaizen/comment-page-1/#comment-2405 Carl Johan Faarbæk Mon, 05 May 2008 11:33:59 +0000 http://www.schaefersblog.com/?p=203#comment-2405 explanation @ Cameron By too many resources, I was pointing to your very fine article ( #3) and more generally to the US. As you mentioned, in times of abundance who cares how things are going, its going better than ever. Frame this on the USA, you will have around 50-60 years of "who-cares" attitude on how things are going. Suddenly a nation that lit up in a world of darkness, is burdened with corruption at the peaks of power, anxiety in the middleclass, and widespread poverty just below. To put it short, I think its very difficult to make long term improvements in times of prosperity. explanation @ Cameron

By too many resources, I was pointing to your very fine article ( #3) and more generally to the US.

As you mentioned, in times of abundance who cares how things are going, its going better than ever.
Frame this on the USA, you will have around 50-60 years of “who-cares” attitude on how things are going.

Suddenly a nation that lit up in a world of darkness, is burdened with corruption at the peaks of power, anxiety in the middleclass, and widespread poverty just below.

To put it short, I think its very difficult to make long term improvements in times of prosperity.

]]> By: Father Sez » Archive » Applying Kaizen, the Japanese science of continual improvement in our daily lives http://www.schaefersblog.com/how-to-kill-an-organization-5-barriers-to-kaizen/comment-page-1/#comment-2398 Father Sez » Archive » Applying Kaizen, the Japanese science of continual improvement in our daily lives Mon, 05 May 2008 10:48:12 +0000 http://www.schaefersblog.com/?p=203#comment-2398 [...] wrote an excellent article on the American industrial system being “unfriendly” to continuous improvement and hence losing their leadership role. He mentioned Kaizen, the Japanese science of continuous [...] [...] wrote an excellent article on the American industrial system being “unfriendly” to continuous improvement and hence losing their leadership role. He mentioned Kaizen, the Japanese science of continuous [...]

]]> By: Zookie1 http://www.schaefersblog.com/how-to-kill-an-organization-5-barriers-to-kaizen/comment-page-1/#comment-2342 Zookie1 Mon, 05 May 2008 00:56:26 +0000 http://www.schaefersblog.com/?p=203#comment-2342 Excellent article. Just touches the tip of the iceberg that lies behind closed american Corporation doors. At times they almost seem to all be in bed together. Like Oil companies forcing us to buy Hybrid cars with high prices at the pump then tell us we have too many cars on the road using fuel. At$2.00 per gallon wer there half as many caars on the road so now we pay $4.00. When will huge Corps get a grip. If americans decide they dont want Hybrids they will walk to work its just the way they are. Reminds me of the starving Irish in the 1800s and the Quee n of England saying "well let them eat cake" Excellent article. Just touches the tip of the iceberg that lies behind closed american Corporation doors. At times they almost seem to all be in bed together. Like Oil companies forcing us to buy Hybrid cars with high prices at the pump then tell us we have too many cars on the road using fuel. At$2.00 per gallon wer there half as many caars on the road so now we pay $4.00. When will huge Corps get a grip. If americans decide they dont want Hybrids they will walk to work its just the way they are. Reminds me of the starving Irish in the 1800s and the Quee n of England saying “well let them eat cake”

]]> By: Jeff Jaekley http://www.schaefersblog.com/how-to-kill-an-organization-5-barriers-to-kaizen/comment-page-1/#comment-2333 Jeff Jaekley Sun, 04 May 2008 20:28:23 +0000 http://www.schaefersblog.com/?p=203#comment-2333 The person credited with starting the Japanese on the business model being discussed is Edward Deming. His ideas of valuing employees and their input over assembly line efficiency were ridiculed in the 50's by many in corporate america. Looks like he had the last laugh. The person credited with starting the Japanese on the business model being discussed is Edward Deming. His ideas of valuing employees and their input over assembly line efficiency were ridiculed in the 50’s by many in corporate america. Looks like he had the last laugh.

]]> By: Akshay Kapur http://www.schaefersblog.com/how-to-kill-an-organization-5-barriers-to-kaizen/comment-page-1/#comment-2325 Akshay Kapur Sun, 04 May 2008 19:34:45 +0000 http://www.schaefersblog.com/?p=203#comment-2325 I really liked JS' comment as well. Especially the part about champions leading an initiative. Without someone of authority supporting a (seemingly) difficult transition, there is little in the way of change. Internal credibility is at issue here. I run across similar change management issues in health care, trying to get folks to adapt to a more electronic world. Health care is far behind many industries and seniority politics still plague its organizational ladder. Buy-in comes from champions. All you need is that one person backing your belief, philosophy, whether it be kaizen or six sigma, and most people will jump on board. Diamonds in the rough I tell ya! I really liked JS’ comment as well. Especially the part about champions leading an initiative. Without someone of authority supporting a (seemingly) difficult transition, there is little in the way of change. Internal credibility is at issue here.

I run across similar change management issues in health care, trying to get folks to adapt to a more electronic world. Health care is far behind many industries and seniority politics still plague its organizational ladder. Buy-in comes from champions. All you need is that one person backing your belief, philosophy, whether it be kaizen or six sigma, and most people will jump on board. Diamonds in the rough I tell ya!

]]> By: Cameron Schaefer http://www.schaefersblog.com/how-to-kill-an-organization-5-barriers-to-kaizen/comment-page-1/#comment-2312 Cameron Schaefer Sun, 04 May 2008 18:04:40 +0000 http://www.schaefersblog.com/?p=203#comment-2312 @ John, I can't tell you how excited I was to see this comment because it's rare that you get insight from someone that is an expert in the field. Like I said above, this is my first exposure to Lean/Kaizen so these were just my initial thoughts after reading a bit. I'm so glad that you could add and expand Kaizen and give some real world application. I can imagine there are many barriers to coming in and helping change the direction of a company. I don't envy you, haha! Which companies in America today do you feel understand and implement Lean/Kaizen the best? -Cameron @ John,

I can’t tell you how excited I was to see this comment because it’s rare that you get insight from someone that is an expert in the field. Like I said above, this is my first exposure to Lean/Kaizen so these were just my initial thoughts after reading a bit. I’m so glad that you could add and expand Kaizen and give some real world application.

I can imagine there are many barriers to coming in and helping change the direction of a company. I don’t envy you, haha!

Which companies in America today do you feel understand and implement Lean/Kaizen the best?

-Cameron

]]> By: J S http://www.schaefersblog.com/how-to-kill-an-organization-5-barriers-to-kaizen/comment-page-1/#comment-2306 J S Sun, 04 May 2008 16:18:10 +0000 http://www.schaefersblog.com/?p=203#comment-2306 I do consulting in the Lean Manufacturing / Kaizen realm - primarily with automotive OEMs and Suppliers, but have also worked with Lawn & Garden and Health Care. Workers will resist until 1-It's clear that jobs are not being lost with the program (normal attrition is just not back-filled which creates the labor savings), and 2-they find out the new process changes are easier to use, the plants are cleaner (much less wip and scrap), and quality begins to improve - which front-line workers know will ultimately protect their jobs. Management, as noted, on the other hand is not amused by Lean / Kaizen - at least Middle Management (Executives and Owners are intently interested in improving the company and are the necessary champions of the project). Many managers feel threatened because the processes they are expert at will be changing (they probably got promoted because they were the "best at that old process" of the other workers). The best story I heard was to imagine trying to take a food bowl from a junk-yard dog - it has the best chance of resisting change. The Executives/Owners of the company must be strong Champions - which will be tested when the middle managers run to them to halt the progress for any number of excuses. There is also some job fear in this - Managers also fear losing jobs since 1-why didn't they implement this stuff the consultants are proposing (which shows up as 'oh we tried that before and it didn't work')? and 2-if the work force is slimmer, will the question be posed that there are too many managers? Again, as for the line workers, it's an attrition game. People move, retire, or leave for other jobs all the time. What sustains a company during the initial stages is the usual 50-70% reduction in inventory and purchases that happen in the first wave of improvements - and the excess capacity generated by the plant that can be sold to more customers absorb the excess labor pools. Many look at Lean / Kaizen as cost reduction programs (ie labor reduction and resist) but these techniques really enable a company to be more competitive and expand capacity with very little excess cost. Where they were choking on their current business they suddenly begin to realize their costs are lower and they can take on more sales - thinning all those fixed costs even more. It's not about national culture - it's about understanding the business of manufacturing competitively. John <a href="http://www.privateproductivity.com/" rel="nofollow">Private Productivity Consulting, LLC</a> I do consulting in the Lean Manufacturing / Kaizen realm – primarily with automotive OEMs and Suppliers, but have also worked with Lawn & Garden and Health Care.
Workers will resist until 1-It’s clear that jobs are not being lost with the program (normal attrition is just not back-filled which creates the labor savings), and 2-they find out the new process changes are easier to use, the plants are cleaner (much less wip and scrap), and quality begins to improve – which front-line workers know will ultimately protect their jobs.
Management, as noted, on the other hand is not amused by Lean / Kaizen – at least Middle Management (Executives and Owners are intently interested in improving the company and are the necessary champions of the project). Many managers feel threatened because the processes they are expert at will be changing (they probably got promoted because they were the “best at that old process” of the other workers). The best story I heard was to imagine trying to take a food bowl from a junk-yard dog – it has the best chance of resisting change. The Executives/Owners of the company must be strong Champions – which will be tested when the middle managers run to them to halt the progress for any number of excuses. There is also some job fear in this – Managers also fear losing jobs since 1-why didn’t they implement this stuff the consultants are proposing (which shows up as ‘oh we tried that before and it didn’t work’)? and 2-if the work force is slimmer, will the question be posed that there are too many managers? Again, as for the line workers, it’s an attrition game. People move, retire, or leave for other jobs all the time. What sustains a company during the initial stages is the usual 50-70% reduction in inventory and purchases that happen in the first wave of improvements – and the excess capacity generated by the plant that can be sold to more customers absorb the excess labor pools.
Many look at Lean / Kaizen as cost reduction programs (ie labor reduction and resist) but these techniques really enable a company to be more competitive and expand capacity with very little excess cost. Where they were choking on their current business they suddenly begin to realize their costs are lower and they can take on more sales – thinning all those fixed costs even more.
It’s not about national culture – it’s about understanding the business of manufacturing competitively.

John
Private Productivity Consulting, LLC

]]> By: Cameron Schaefer http://www.schaefersblog.com/how-to-kill-an-organization-5-barriers-to-kaizen/comment-page-1/#comment-2295 Cameron Schaefer Sun, 04 May 2008 14:29:44 +0000 http://www.schaefersblog.com/?p=203#comment-2295 @ John galt, I love your words, "By engaging and empowering each and every employee our company spends less time managing and more time creating value." So true! @ fathersez, You don't sound "lecturely" at all, it's always awesome to find subjects that readers are passionate about because it drives such a good discussion. @ john, Is labor really that much cheaper in Japan? I'm not being sarcastic, I really don't know. I know it is in places like China and Vietnam, but Japan has a much higher standard of living, so I wonder if that is really the case. Also, isn't part of the problem the huge union force active in GM and Ford? Sorry if I don't wrap my arms around your argument on first glance, but I am always skeptical of blaming cheap foreign labor when the problem is almost always much deeper than that. Maybe in the end Toyota is winning because their cars don't break as much. @ Carl, We all find ourselves in a pit of stupidity every now and then. Also, would love to hear a better explanation of your last few words, "Too many resources??? you'll learn..." What exactly do you mean? -Cameron @ John galt,

I love your words, “By engaging and empowering each and every employee our company spends less time managing and more time creating value.” So true!

@ fathersez,

You don’t sound “lecturely” at all, it’s always awesome to find subjects that readers are passionate about because it drives such a good discussion.

@ john,

Is labor really that much cheaper in Japan? I’m not being sarcastic, I really don’t know. I know it is in places like China and Vietnam, but Japan has a much higher standard of living, so I wonder if that is really the case. Also, isn’t part of the problem the huge union force active in GM and Ford?

Sorry if I don’t wrap my arms around your argument on first glance, but I am always skeptical of blaming cheap foreign labor when the problem is almost always much deeper than that. Maybe in the end Toyota is winning because their cars don’t break as much.

@ Carl,

We all find ourselves in a pit of stupidity every now and then. Also, would love to hear a better explanation of your last few words, “Too many resources??? you’ll learn…” What exactly do you mean?

-Cameron

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