Rich Gee Group

NOVEMBER 14, 2023

(resource) Benchmarking: The process of comparing an organization's performance metrics with industry best practices to identify areas for improvement. resource) Kaizen: A continuous improvement philosophy that emphasizes making small, incremental changes to processes and operations to achieve long-term improvements.

Tools 195

Tools Ansoff ADKAR BPR 195

Leading Blog

DECEMBER 9, 2021

Which is why, along with kaizen, PBNS—pleased but never satisfied—has been part of our culture since the beginning.)”. Unfortunately, the bias toward short-term metrics can also make emotional intelligence a ‘nice to have rather than a requirement. ”. Persistence is an all-important quality on the road to success.

Kaizen 302

Kaizen Emotional Intelligence Short-term Self-aware 302

Strategy Driven

AUGUST 25, 2020

The Metrics. The management team ran through a myriad of metrics that had convinced the corporate office they had made real progress. Missing per-hour metrics. Management then explained that their sales-per-employee productivity metric increased from $280,000 to $360,000. Overproduction.

Company 109

Company Kaizen Benchmarking Metrics 109

Terry Starbucker

FEBRUARY 13, 2011

This was a goal typically tied to an operating metric, like the Net Promoter Score, or the company’s “fault rate&# (i.e. I’ve always remembered something I read in a book many years ago about the Japanese concept of “ Kaizen &# – small improvements (hence, the little bear). Why would I do such a thing?

Goal 283

Goal CPA BHAG Kaizen 283

Deming Institute

JANUARY 16, 2017

Speaking of continuous improvement, my GM plant also had a very traditional “suggestion system,” not a Kaizen-style approach to improvement. The Livonia Philosophy (as written, not practiced) also sounds like Lean in the goal of utilizing of all people’s skill and creativity, as we practice in the Kaizen model.

Kaizen 28

Kaizen Deming Lean Manufacturing Handbook 28

Harvard Business Review

MAY 8, 2012

Six Sigma , Kaizen , Lean , and other variations on continuous improvement can be hazardous to your organization's health. The mindset that is needed, the capabilities that are needed, the metrics that are needed, the whole culture that is needed for discontinuous innovation, are fundamentally different.". Absolutely not!

Six Sigma 16

Six Sigma Kaizen Govindarajan Telecommunications 16

Harvard Business Review

AUGUST 5, 2015

Feedback must be explicitly linked to metrics, measures, and mechanisms that track the desired — and desirable — change. Making the feedback more empathic or persuasive utterly misses the point. Feedback’s intrinsic flaw isn’t in the medium or the message — it’s in the metrology.

Kaizen 8

Kaizen Self-aware Construction Compliance 8