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Have you used the Kaizen approach before?

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If not, it is worth knowing about — particularly if you are dealing with a heavy workload and trying to figure out how to fit in that additional priority.

In short, Kaizen is the practice of breaking big goals down into the smallest possible next steps. The size of those steps is the key. Define a task small enough and you sidestep the brain’s instinctive fight-or-flight response to overwhelm.

In practice, the flight response shows up as procrastination. And it is easy to understand why. When the demands on your time are already stacking up, adding one more thing can feel like the last thing you need.

Defining the floor, not the ceiling

Once you have decided to use the Kaizen approach, you might wonder whether nudging a project forward in tiny steps will ever get you anywhere.

That is the crux of it. Kaizen defines the floor, not the ceiling.

Committing to spending no more than ten minutes a day writing up a proposal does not mean you cannot spend longer. The point is that you actually start. Instead of reaching the end of the day having made no progress, you make it easier to make a beginning. Once started, momentum tends to follow — ten minutes often becomes thirty, and the proposal gets written.

A real example

I worked with a factory trying to reduce their manufacturing lead time. The target was to cut three days, but the team were paralysed — everyone was searching for the one big change that would solve it all at once.

We shifted the focus to saving five minutes at a time. Small wins, modest impact — but they got started. As the team built confidence, they took on more ambitious changes. Within a few weeks, they had removed eleven days from the lead time.

A significant result from a very small starting point.

The takeaway

Kaizen works well when a project has stalled or when the volume of work has become the reason for avoiding it. If you have dismissed this approach because the pace seems too slow, it is worth reconsidering. The small step sets the minimum, not the maximum. Try it on something that has been sitting on your list and see what happens.

Giles

About The Author

Giles Johnston is a Chartered Engineer who has focused his career on continuous improvement and delivering continuous improvement projects for a wide range of businesses.

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