Harvard Business Review

SEPTEMBER 4, 2017

Companies that follow the Toyota Production System use Kaizen events to improve productivity on the manufacturing line. Both Kaizen events and Agile sprints are investments in innovation and human capital productivity. This includes more autonomy and agility as well as inspirational leadership.

Human Capital 15

Human Capital Kaizen Agility Energy 15

Harvard Business Review

AUGUST 15, 2011

Though charmingly valuable, Kaizen and suggestion boxes are 20th-century productivity anachronisms. An earlier post suggested that new technologies were fabulous media for augmenting and enhancing individual job performance. Technology was as much an enforcement tool as a process platform. Still true.

Kaizen 14

Kaizen Bottom-up Efficiency Technology 14

Harvard Business Review

OCTOBER 27, 2014

I studied large-scale change and innovation efforts in 56 randomly selected companies in the high-tech, retail, pharmaceutical, banking, automotive, insurance, energy, non-profit, and health care industries. Many change leaders use Six Sigma , Kaizen , and Lean for continuous improvement. Implementing the change.

Middle Management 13

Middle Management Six Sigma Taylorism Taylor 13

Harvard Business Review

OCTOBER 30, 2015

As an MBA, I had become fascinated with Kaizen and other process-improvement techniques. But as we’ve seen in the car industry recently with the Volkswagen scandal and banking before that — when people compete, they will always look for an edge. Aiming for gold was too daunting. People want to win.

Kaizen 8

Kaizen Critical Success Factor Competitive Advantage Brainstorming 8