Four factors for a successful Kaizen transformation

Many businesses are turning to Kaizen practices and philosophies to help streamline operations and improve efficiency. That being said, Kaizen mindsets represent a radical paradigm shift in the way companies are traditionally operated. To ensure a swift and seamless transition, organizations should aim to create these four mindsets as they go into the transformative period.

1. Job satisfaction
Kaizen revolves around a positive, uplifting work environment where employees are not only happy, but also represent a pivotal part in decision making. If current staff members aren't willing to be engaged, then it will be difficult to implement a Kaizen way of operations. Before making the transition to Kaizen, employers must work to engage their workers and prepare them to become a core part of decision-making under this new system.

2. Open mindedness
Many businesses are accustomed to a traditional way of operating wherein the leaders and upper management set expectations and give orders. Kaizen is a whole new way of doing business, and will require organizations to make some meaningful changes to the ways they operate.

“You and your staff need to have an open mind for a Kaizen strategy to work. It can be a significant departure from the way you are used to doing things,” the Small Business Chronicle asserts. “The constant analysis of job duties and employee interaction can seem unnecessary at times. Encourage your organization to give Kaizen a chance and enter into it willing to make it work.”

3. The ability to question responsibilities
In a traditional work setting, managers give workers directions and the employees are expected to carry these tasks out. In a Kaizen workplace, everyone is expected to be accountable for what they do. This means workers take on more responsibility and are encouraged to question company processes.

Why are certain tasks performed the way they are? Are there different methods of completing an activity more effectively? These are the kinds of questions workers at Kaizen businesses are expected to ask, and everyone needs to realize that there could be better ways of doing tasks.

4. Shared blame
A Kaizen workplace emphasizes the group, rather than the individual. This means that when mistakes are made, it's the fault of the group and not any specific person, unlike in traditional business settings. This can be a change that's initially difficult to get used to, because many companies are accustomed to being able to pinpoint accountability.