QAspire

APRIL 14, 2013

Here are some common pitfalls that should be avoided in any form of reflective exercise: No Actions, No Results: In many other methodologies and cultures, Hansei is termed differently, like retrospectives in Scrum and After Action Reviews in American Culture (developed by US Army). Photograph By: Tanmay Vora.

Kaizen 152

Kaizen After Action Review Quality Bottom-up 152

Harvard Business Review

MARCH 23, 2011

New process improvement initiatives tend to start with some hype. To show how different it is, we have special words to describe them such as " Master Black Belt ," " DMAIC ," " Kaizen ," " A3 ," and " SIPOC.". Finally: "This may sound like process improvement programs that failed here before, but believe me, this is much better.

Six Sigma 14

Six Sigma TQM Kaizen Balanced Scorecard 14

Harvard Business Review

AUGUST 29, 2017

The Japanese employees, while already fluent with Japanese concepts such as kaizen (improvement) and omotenashi (hospitality), struggled to become proficient in English. These challenges differed depending on people’s backgrounds and location. Two groups had the steepest learning curve in particular. It consists of five key actions.

Succession 15

Succession Globalization Tacit Knowledge GDP 15

Harvard Business Review

MAY 8, 2012

Six Sigma , Kaizen , Lean , and other variations on continuous improvement can be hazardous to your organization's health. Sure it's important to inject discipline into product and service development, but not so much that it discourages creativity. Question whether processes should be improved, eliminated, or disrupted.

Six Sigma 17

Six Sigma Kaizen Govindarajan Telecommunications 17

Harvard Business Review

OCTOBER 4, 2013

It has a more rigorous organization structure that divides responsibilities between the innovation team and development team, and strengthens management around the opportunity pipeline. These teams have disciplined processes to get the technology to market, generally with a one- to two-year product horizon.

Technology 8

Technology Innovation Kaizen Chief Executive Officer 8

Harvard Business Review

AUGUST 5, 2015

Our expanding abilities to digitally, visually and pervasively self-monitor will transform how on-the-job feedback gets defined, developed, and delivered. In other words, feedback compliance — or assurance — becomes integrated into the networked fabric of day-to-day performance and processes.

Kaizen 8

Kaizen Self-aware Construction Compliance 8

QAspire

JANUARY 27, 2013

Self-inflicted chaos comes from constantly shifting (and often conflicting) priorities, excessive focus on hierarchy, unclear direction, unstable processes, unhappy customers and disengaged employees. This book also touches upon applicability of essential lean concepts including Gemba and Kaizen in building a high performance organization.

Organization 149

Organization Kaizen Review Bottom-up 149

Harvard Business Review

MARCH 7, 2011

When they set out to turn around processes that have become woefully inefficient or ineffective, most companies choose one of four process improvement "religions": Lean , Six Sigma , Business Reengineering or Business Process Management (BPM). You instill process improvement into the corporate DNA.

Six Sigma 15

Six Sigma BPM Process Hammer 15

Harvard Business Review

OCTOBER 27, 2014

When complaints to elected officials started mounting from property developers dissatisfied with delays, Girard pulled together a team from many divisions to address the problem. With their goals aligned, the department was able to get rid of some of the hitches in the process, such as communication between siloed departments.

Middle Management 13

Middle Management Six Sigma Taylorism Taylor 13

Harvard Business Review

JUNE 21, 2016

Soon what once was a satisfying process becomes a deeply troubling and threatening one (overload): plates start to wobble, and the spinner has to scramble ever faster to keep them all in motion. As the spinner sets more and more plates in motion (growth), he obviously has to keep them in motion. His mission has changed. Codify best practices.

Company 9

Company IPO Price Loyalty 9

Harvard Business Review

OCTOBER 9, 2012

Design a high-impact sales process for communicating and delivering value to customers. Train and coach that talent to continually develop the competencies (learned skills and knowledge) that salespeople need to add value for customers. That's where a clear head and a purposeful prioritization process come in handy.

Kaizen 8

Kaizen Incentives Market Segmentation Efficiency 8

Harvard Business Review

JANUARY 21, 2016

” Process and methodology debates have turned into the operational challenge of how best to boost people’s capabilities. So at a people-analytics-oriented global professional services firm, innovation has moved front and center in both interview and onboarding processes. The ethos is as much about culture as competence.

Innovation 8

Innovation Company Kaizen KPI 8