Podcasts about masaaki imai

 Or, why we can't reach our goals?The Japanese answer is: we want too fast too much.The Japanese tradition is Kai (change) Zen (wisdom) invented by Masaaki Imai.We should not change our life spontaneously but slowly and wisely.The new habitsshould occur as a resultof our reflections and life experience.The concept includes of the One-Minute Principle for self-improvement.Every day, just for one minute, practice at the same time and do not do more. It should be no trouble for absolutely anyone, right?Because it is difficult to carry out for 30 minutes or an hour a day… one minute is easy…And we believe we should practice much more and end up in exhausting of us and leave with no tangible results.How can we learn in only 1 minute something new?The One-Minute Principle lets you see the progress you're making.We need to experience a sense of victory and success to move forward.We start for 1 minute and gradually we increase the time more and more to that 1/2 hour or 1 hour.All you have to do is understand what it is you want to achieve and start doing it for just a minute every single day in the beginning…My Video: What is Kai Zen?  https://youtu.be/aReBxTbPaMMMy Audio: https://divinesuccess.net/wp-content/uploads/2021/Podcast.B/What-is-Kai-Zen.mp3

Welcome back! Let me ask you: are you grinding away but still feeling stuck, like your hard work isn't paying off? In this episode, we dive into something that changed the game for me: obsession with value. What if doing less—not more—was the secret to getting better results? We'll talk about cutting out the fluff, knowing who you're really working for (hint: it might be you), and focusing on what truly matters. If you've ever felt overwhelmed or like your efforts aren't hitting the mark, trust me, you don't want to miss this one.Get up to 48% off Magic Mind mental performance shots. Go to https://magicmind.com/anthonysanni and use CODE: ANTHONYS20What You'll Learn in This Episode:What it means to have an obsession with value and why it's essential for productivity.How to identify your “customer” in every interaction—even when it's yourself.The dangers of overproduction and how to avoid wasting time and effort.Real-world examples of applying Kaizen to personal and professional growth.Simple strategies for seeking feedback to refine your work and improve outcomes.The Vital Few (TVF) Timestamps:[00:00 - 00:26] What's the Missing Link in Your Productivity?Kick off the episode with a surprising insight into Kaizen's second principle.[00:27 - 01:06] Why “Value” Might Be Your Secret WeaponDiscover why understanding value changes everything about how you work.[01:07 - 02:00] The Question You're Not Asking (But Should Be)Find out how redefining “customer” can transform your focus.[02:01 - 06:00] Unlocking Value in Unexpected PlacesExplore how small mindset shifts reveal opportunities to deliver more.[06:01 - 09:00] A Hidden Lesson from Toyota's SuccessWhat industrial giants can teach us about cutting waste and maximizing results.[09:01 - 13:00] Are You Focused on the Wrong Things?How to stop spinning your wheels and uncover what truly matters.[13:01 - 15:00] The Silent Productivity KillerWhy doing too much might be the exact thing holding you back.[15:01 - 18:00] A Simple Shift That Changes EverythingLearn how feedback can help you work smarter, not harder.[18:01 - End] What's the One Thing You'll Do Differently?Challenge yourself to take action and make Kaizen principles work for you.Get up to 48% off Magic Mind mental performance shots. Go to https://magicmind.com/anthonysanni and use CODE: ANTHONYS20Notes and ReferencesPart 1 of Kaizen Episodes: Ep-028: The Kaizen Secret—How Tiny Changes Lead to Big Wins: https://anthonysanni.com/podcast/ep-028-unlock-unstoppable-productivity-how-small-daily-improvements-can-overcome-burnout-procrastination-and-overwhelmVirtuous Laziness Episode:Ep-009: On Zipf's Law of Least Effort and virtuous laziness: https://anthonysanni.com/podcast/ep-009-zipfs-law-of-least-and-why-laziness-is-goodEpisode on 80/20 Quadrants for productivity: Ep-025: Zero sum game of time—How to beat the game and do more by doing less I: https://anthonysanni.com/podcast/ep-05-how-to-beat-the-losing-game-of-time-management-using-the-pareto-principleKaizen: The Key to Japan's Competitive SuccessImai, Masaaki. Kaizen: The Key to Japan's Competitive Success. McGraw-Hill, 1986.For those interested in learning more about Kaizen and how this principle transformed Japan's manufacturing industries, check out Masaaki Imai's classic book, Kaizen: The Key to Japan's Competitive Success. It's a great read for understanding the roots of this continuous improvement philosophy.3. Justin Welsh's newsletter on the businesswoman who sought feedback and used to to increase profits after her product flopped.https://www.justinwelsh.me/newsletter/her-product-flopped-then-she-3xed-revenue4. Referenced Book by Jack Canfield's book about asking a partner for feedback on relationships1. The Success Principles: https://www.harpercollins.ca/9780062395702/the-success-principlestm-10th-anniversary-edition/5. Pareto Principle (80/20 Rule)Sanni, Anthony. The 80/20 Way to Productivity: Do More by Doing Less. Anthony's Book: The Law of The Vital FewAt 80/20 Productivity, we believe in focusing on the few things that make the biggest difference. This idea is based on the Pareto Principle, which tells us that 80% of our results come from 20% of our efforts. To dive deeper into this, check out The Law of The Vital Few which breaks down how you can apply this rule to everything from work to personal growth.

What if you could create mind-blowing improvements in your performance and life with minimal effort every day? In this episode, we introduce Kaizen—the Japanese philosophy of small, consistent improvements that has fueled massive success in industries like manufacturing. Learn how applying this simple but powerful concept to your own life can help you crush your goals without the burnout.Get up to 48% off Magic Mind mental performance shots. Go to https://magicmind.com/anthonysanni and use CODE: ANTHONYS20The Vital Few (TVF) Timestamps:[00:00] – What Is Kaizen and Why It Works[03:01] – Stop Chasing Big Changes: Why Small Wins Matter More[06:09] – Fitness, Finance, and Compounding: The Real Power of Incremental Growth[15:25] – The Invisible Path to Success: Why 1% Matters Every Day[16:54] – How to Start Using Kaizen Right NowNotes and ReferencesKaizen: The Key to Japan's Competitive SuccessImai, Masaaki. Kaizen: The Key to Japan's Competitive Success. McGraw-Hill, 1986.For those interested in learning more about Kaizen and how this principle transformed Japan's manufacturing industries, check out Masaaki Imai's classic book, Kaizen: The Key to Japan's Competitive Success. It's a great read for understanding the roots of this continuous improvement philosophy.Lean Management and Six SigmaWomack, James P., and Daniel T. Jones. Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Simon & Schuster, 2003.Kaizen is closely associated with Lean management and Six Sigma, frameworks widely used to reduce waste and improve efficiency. For more on these, consider reading Lean Thinking by James Womack, which gives an in-depth look into how these concepts can help businesses grow and thrive.Einstein's Quote on Compounding InterestThe attribution of the quote “Compounding interest is the eighth wonder of the world” to Albert Einstein is widely debated, and there's no definitive evidence that he actually said it. Whether or not Einstein said it, the principle behind it is incredibly powerful. By making small, consistent improvements—just like compounding interest—you can see exponential growth in almost any area of life.Compounding Interest and 1% Daily ImprovementIf you improve by just 1% every day, that adds up much faster than most people expect. Over the course of a year, those 1% gains can compound into something like 37 times better performance. While this example simplifies things a bit, the principle of compounding is key here. It's about getting a little better each day and letting those gains multiply over time.Pareto Principle (80/20 Rule)Sanni, Anthony. The 80/20 Way to Productivity: Do More by Doing Less. Anthony's Book: The Law of The Vital FewAt 80/20 Productivity, we believe in focusing on the few things that make the biggest difference. This idea is based on the Pareto Principle, which tells us that 80% of our results come from 20% of our efforts. To dive deeper into this, check out The Law of The Vital Few which breaks down how you can apply this rule to everything from work to personal growth.

Joe has a book “Agile Kata” in the making, if you like to be the first to know when it launches, please visit www.agilekatabook.com.KataCon10 in Indianapolis April 9-10, 2024Transcript: Agile F M radio for the agile community. [00:00:05] Joe Krebs: Thank you for tuning in to another episode of Agile FM. I'm here today with Jim Huntzinger, who is speaking with me about behavioral patterns. We'll talk a little about the history of Kata. This is the Agile Kata series on Agile FM. So my goal is to bring you people closer from the Kata community to the Agile community and build bridges.So Jim is here with me today. Welcome to the show. [00:00:35] Jim Huntzinger: Yeah. Thank you, Joe. It's great to be here with you. [00:00:37] Joe Krebs: Yeah, and Jim, you are with the Lean Frontiers and as the name indicates, Frontier on many things including the KataCon conference, or actually there's different kind of names, but it emerged.And for all the listeners here on Agile FM who have been going to Agile conferences for a long time, and they are hearing possibly about Kata the very first time they would be surprised that this is going into the 10th year, this conference, the KataCon this year in 2024, and it's going to be in Indiana, [00:01:12] Jim Huntzinger: Indianapolis, you have caught a content in Indianapolis.So yeah, part of will be celebrating I guess the 10th birthday for it at the conference. [00:01:19] Joe Krebs: That is awesome. 10 years in the making, obviously, we want to go down memory lane a little bit together. Today there was obviously a starting point where you got exposed into Kata and scientific thinking.And I would like to go back, like, how did this all start for you? And for all the listeners here, what is an interesting piece of information is there is A person out there who started it like way, way back, 1890s, even. So, let's go [00:01:50] Jim Huntzinger: 1830s around the [00:01:52] Joe Krebs: 1830s, Jim, how did this all start for you?[00:01:57] Jim Huntzinger: Yeah. So, so yeah, I'll tell a little bit about, I'll tell my background, which a little bit of my history, which will bring in some of the. Older history that correlates and also a lot with TWI training within industry, which correlates as well too, and that'll actually come together on kind of that scientific thinking and scientific behavior.So anyway, when I came out of school, I my first job out of school was with a company that was a Toyota group company. That was in the process of transplanting in North America to support the Toyota plants. At that time there was the Toyota in Canada, the NUMMI plant, the joint venture with General Motors in California, and the Georgetown plant, which wasn't even started yet.It was, They were still setting it up at the time I started. And I went to work for Aisin, and they were a Toyota group company. And it's obviously a supplier into the transplanting here to supply into those plants. So, you know, part of my responsibility, I was a manufacturing engineer was helping ramp up the manufacturing processes.As we as we ramped up the plant and when I got there, my half the plant wasn't even built yet. So I was there through the actual construction of half the plant and we were doing great components drums, rotors brake boosters, oil pumps, water pumps on my part of the plant. So I went to Japan for nine weeks to train on the processes we had, the products.I went to different Aisin plants. where the products were made Toyota plant and also get training on the Toyota production system, which at that time didn't really have any meaning to me, you know, but we learned it. So came back and went through that ramp up process. To do that. So from there I left because I want to get more involved in the upfront process development because that was done by the Japanese of engineers, of course.So I moved to Wisconsin and took a job with Briggs and Stratton, who at that time, this is in 1990, were one of the first companies to really do some of the this lean stuff, trying to physically do it. So I was brought in here because supposedly I knew something about TPS, you know, haven't worked for Aisin.But the nice thing about that is basically we had a sandbox to play in. The guy I worked for said go find something you're interested in. Obviously it's beneficial to the company and go do it. So we were, you know, implementing flow production at a relatively now, even looking back now, 30 years, 30 plus years at a very rampant rate across the plant.So we did machining. And assembly of small engines for Briggs and Stratton. Now, the nice thing with me working for Aisin, even though it was a Toyota group company had TPS in it versus Toyota. Obviously Toyota is the practitioner of TPS, but their product is a great big, huge automobile. So you don't physically get all those correlations as easily since it's this big product versus when I worked for Aisin who made components.So the components correlated to the components we made at Briggs of doing one piece flow. So we were doing that, putting in standard work. We got involved with the Shingijutsu out of Japan. And we were doing, we internalized our own Kaizen workshops to do all that, implementing this. So in the course of doing that we changed the plan around entirely and actually a very rapid time all considering.And even to this day, let's go back 30 years ago, the basic designs of the cells, you know, one of these slow cells were actually. Pretty good. The things and attributes we did were very much one piece flow. So partially correlating it to Kata you know, one thing with the improvement Kata is you need to understand your direction or the challenge.Well, essentially our challenge back then was One piece flow, everything we did, we wanted to achieve one piece flow. And in that we had machines, obviously mostly machining the, actually some of the grinders I worked with when I got the manuals to them, the date on the manuals was prior to the U S being bombed at Pearl Harbor.So we had machine tools of that old up to an old, every place in between, you know, newer CNC equipment. So we're trying to put all this into true one piece flow. Now, we did that successfully, but the problem is we couldn't get the consistency that I had seen at Aisin of the consistency of output, consistency to tactile.And I, I didn't really know why, but I knew, you know, working for, you know, Japanese company, actually even some of the managers and engineers here, 37 years later, I still stay in contact with. Japanese are humans like everybody else. I knew they had to have some thing, whatever this thing was. That they were using that we just didn't know about and all that.So over the course of time, I ended up a number of years later, writing a couple books were published, one by Jeff Liker and one by Masaaki Imai. Jeff Liker's, I think, first book Becoming Lean and the one by Misaaki Imai, Gemba Kaizen, around 1997. And I read Liker's book and in it, it mentions this thing called TWI, Training Within Industry, in about a sentence or two.And I thought, what, and World War II program. I thought, what the heck does some World War II program have to do with the Toyota production system? Well, that's interesting, move on. The, about two months later, I miss, Imai's book, it has a couple pages discussing training with industries. And I just, I've got to find out what the heck some World War II program has to do with the Toyota production system.So I started diving into it. Just to jump forward a few years, it took me a while to dig. I was calling Washington, D. C., the archives, just trying to gather up information. And eventually, finding that the Depository Libraries of the United States was supposed to have information on it in the Milwaukee Public Library I finally found some information that there was a report done, which I was able to, in the library alone, to get this 300 page TWI, post World War II, written 1945 report.Got it, went to Kinko's, made copies of it, and then sat on it because I thought, I don't know how excited I am to read a 300 page government report. But eventually I went through all the work to get it. So I eventually pulled down and read it and started reading it. And I couldn't believe what I was reading.What I was reading through the report was it was correlating some of the things I had learned, you know, somewhat indirectly at Aisin. And also when we use the Shingijutsu group, some of the verbiage, it gave me the link to the manuals they use during the war. So I was able to start getting those through a library loan.And as I got the first one, the job methods. One is about improvement and read it. The language verbatim in that manual from 1943 was verbatim. What we had learned with like in Shingijutsu and some of that stuff. But now I understood the source. I understand what it's doing. So that kind of started this, the TWI.Now that now the importance of this TWI is if you look at all the main programs, job instruction is about training. Job methods is about improvement and job relations is about leadership and people problems. All of them used. I have some of the cards here. All of them use a the four step four step methodology based on the scientific method.Now the history with TWI because I got into that is it goes back to at least 1830. So a German philosopher and educator named Johann Harbert had developed a five step program to educate kids. Pedagogy. Five step method. In the 1830s. So in Europe, there are people, they called him herbations.So European herbations that followed his philosophy American herbations that did too. And one of them was a guy by the name of Charles Allen, Charles Skipper Allen. And I, and he was one and he took Harbert's five step methodology and he put it into a four step method, methodology that he called job instruction.And he wrote a book. He wrote a book on it. Around 1918. It's like a 500 page book just on the four step method. It's an amazing book. So in depth, but basically that job instruction when we get when the U. S. Got into World War Two, the guys they put in charge of the T. W. I. Program 3 of the four that were in charge of it.One had worked for Alan directly. The other two have been trained by so they pulled that job instruction forward. Yeah. And that became TWI job instruction and eventually pulling from some other, I won't go through all that history job methods, which is I industrial engineering techniques. That really has their base in the Gilbreth, some of the pioneers in industrial engineering and a guy named Alan Mogenson put that into place.So that was the instructing, the improvement, and then eventually job relations was leadership. So that comes into Toyota post World War II in the early 1950s, as Ono had struggled implementing flow production, trying to emulate the Ford motor company. One piece flow, as we call it today. And he'd struggled with it in their machine shop for about eight years.When the TWI program came in during the post war occupation through their training department, Ohno grabbed onto that. J I all three of them, J I J M and J R. And that's when he started succeeding. Yeah. So see implementing flow production, trying to emulate early Ford motor company. Yeah. So it's all based on a scientific method.[00:11:12] Joe Krebs: Absolutely. And this is, I think this is where we're, we want to go with it. It's the second, this is a great that you're going back in time because I think this is important for everybody to see that this is not like the latest, greatest trend that just emerged just recently. And we'll you were talking about Kata, you know, in a brand new way this has been a well established thinking patterns.Now just to go quickly back to this Johan n Harbart he if I understand this, right, he applied this in a five steps. But that was more on the educational level. He's redesigned instruction for kids in schools, I would assume, and colleges. And so, [00:11:50] Jim Huntzinger: Yeah. So it's for educating kids pedagogy type of thing, although it's very much on.On practicing, which again correlates to what Charles Alan did. He Charles Allen was actually vocational trainer. That's why he was a probation and took that and put it into, because he was trying to train people, especially in shipbuilding on, in, in the, you know, night 1890s, 19. Early 1900s and all that.So he was trying to train people. So it was a very pragmatic way to, to educate children by practice. And he put that into, in a way, educating, training people in vocational training. [00:12:26] Joe Krebs: Yeah. So as a community of Kata thinking, we could say we're speeding things up quite a bit now. Like there were 1830s, 1890s, 1900s 20th century, right?But now things get really into motion and we, you mentioned some of those books the, we're increasing the rate of publications, I think that's what's what has been seen. So I think. Scientific thinking applied outside of education possibly even outside of lean manufacturing becomes really interesting.And that's why we have you on the, in the Agile Kata series, right? How can these things possibly influence things outside of lean manufacturing? [00:13:02] Jim Huntzinger: And I want to, and I'll bring this to Toyota. So, the TWI stuff, as I researched, it was the late 1990s. And very early 2000s. So Mike publishes Toyota Kata in 2009.So, so I got that and read it. And Mike's always been a person that just does a good job of taking things, parsing them down and articulating them very succinctly. Mike's always been very good at that. So I read Toyota Kata and I'm going, what I'm reading through there, I love because this is exactly the behavioral patterns we were doing back in my days.When we were implementing it, Briggs and Stratton. Now we weren't doing it near to the prescriptive level, near to the discipline level, near to any of that, that Mike was doing, but the fundamental patterns. We were doing like for example, like I said, our challenge was one piece flow. We would have to go out and establish the current condition.We didn't use that terminology, the current condition, the machines or the processes as they were, and then we'd have a what our target condition was, how do we put those into one piece flow and we would go through iterative steps. We were practicing scientific method is mainly because we didn't have a choice.We weren't quite sure what we were doing. So we had to go through these iterative steps to figure it out. So experimentation, like Mike says, and my favorite diagram he has in Toyota Kata, he has the one where, you know, on each end, he has the current condition and a target condition. Then kind of in between them is this unclear territory.And that's why I related to it so much. That's exactly what we were doing when we were doing that lean thinking what now all the, you know, there's a few books but not much. There was no internet. So we had literally do this, learn by doing, which actually came from TWI actually learn by doing. So we were doing it through iterative steps, this unclear territory to get it.So that's why the Toyota kind of related to me. And then it gave a pattern, a better, more prescriptive pattern. And also too, when Mike was researching that, as he looked at these different companies, practicing it, none of them did it exactly alike. They had their own way. But of course, again, that's what Mike's good.He had to put it into something a little more prescriptive in order to articulate it back out to everybody, so people could grasp it, you could practice it, people could learn it. Right. And ultimately it is, and that's why the book, I have it here. Sylvain Landry's book bringing scientific to life is so important because that's really, that's what TWI is practicing scientific behavioral patterns, Kata goes through that practicing scientific behavioral patterns so that.You don't think your way through practice, you practice your way to thinking.. And that's what these are about. And that's why again, Toyota Kata is. So important about practicing so you get in that pattern, it just becomes natural and instinctive. [00:15:42] Joe Krebs: Oh, yes. And the terminology as you said, you reused other terms, right? I think when people are looking at these behavioral patterns, they're realizing, Oh, these are things I have done in a very similar way.And that's good. Right. And you might have used different terminology. I think the benefit of using a consistent terminology within an organization, let's say. It's obviously we all know what, where we are in terms of the journey, but that might change over time. Right? So I think as long as the pattern stays the same, the behavioral patterns.Yeah, one thing with that, I'd like to say over the years is I'll use this and this illustrates the importance of practice and continuing practice. So I say if if you're not using Kata or even TWI the same in three months, that's a problem. Because you need to practice the pattern, practice the behavior.But the other part of that is, if you're using if you're using Kata or TWI the same in three years, that's a problem. Because you should be learning it, so it becomes instinctive, so you do expand out your ability to use it. And it can be used, I realize, anywhere there's people and processes. You can use it.It doesn't have to be in manufacturing. It could be in healthcare. People are successfully using healthcare. In some of the insurance companies, I know people are using these. Anywhere there's people and processes, it's a, it helps you to be more successful because you're using that pattern, those behavioral patterns of scientific thinking.Yeah. To solve problems and move to a better level. Yeah. Oh, absolutely. Your KataCon conference, just to come back to that for one more moment, it's like, I think it's a representation of exactly what you just said. It's like who comes to these conferences, right? It's a broad mix of people. Yes.[00:17:25] Jim Huntzinger: Yeah. Yes. Broad mix of people out of different industries, broad mix of people at different levels along their journey. [00:17:33] Joe Krebs: Yeah. And you're all running as part of these conferences or you have ran these kind of onsite, but also workshops in parallel to these conferences, right? But they are more focused on the lean manufacturing side, if I'm not mistaken, right?But that is very hands on practical skills. Yeah, [00:17:49] Jim Huntzinger: Very hands on. In the case, the comp, so the conference we try, what we do is try to bring together the community. So we, with Lean Frontiers, I guess we like to say we like to build communities within the lean community. So, you know, we've had a lean accounting communities, of course, the Kata community with KataCon, TWI community, product, you know, lean product development, so communities within there.And it's a chance what we want to do is bring together thought leaders, practitioners, sometimes academics, people to come in and just share what they're doing and learning with each other within that community. With our intent is hopefully people make connections and get to know each other. So we don't, we just don't want them there together.You know, the two days or three days of the conference, we like to make them good networking connections. So as they go out the other 300 and some days out of the year they talk with each other. They communicate, they, they help, they share, try to bring what's going on together. So people go out and do good things with it and hopefully come back a year later.Continue to share what they've learned over the last year. Yeah. [00:18:47] Joe Krebs: And Jim how, like for somebody who is like maybe in the agile community right now, it says, this sounds very interesting. I'm listening to the Kata series. I'm starting to maybe read one of the books you you mentioned you on this podcast, how.What's the speaking situation? Like, who's speaking? What's the format of this conference? Because the scientific thinking is you know, is obviously in the forefront of that and the behavioral patterns you're pointing out. But what's the format? Or do people have to envision this conference to look like it's two days, right?[00:19:17] Jim Huntzinger: So what we do with the KataCon, actually, we actually run the KataSummit, KataCon same thing. And the TWI Summit, we run them concurrently. Because there's obviously, just because of the deliberate practice and scientific, there's so much correlation. But we always like to say, if people want to come and all they want to do is Kata, we got them covered.All they want to do is TWI, got you covered. If they want to mix it up, however much they want, they can do that. But we have, Keynotes and our keynotes are usually shorter. Try to make them just the pace, you know, like shorter 15 or 20 minute keynotes we have going on. We have breakout sessions where some are by practitioners.So you're learning what people are doing in companies, some by some thought leaders where they could expand a little bit more. A lot of times they're usually working with companies about what they're doing. We have some deep dive sessions where they're even a little bit longer. They're almost like a, kind of a mini sub workshop where people can go in and practice, you know, some of the aspects a little bit more.We actually have workshops. We have like a level set, a TWI level set and a kata, like their half day kata level set. So if you're kind of new, you could come in and kind of get up to a baseline. So you can, that's pre summit. So you can get more out of the summit, but we have some workshops and then even.Post summit. We have a Kata dojo workshop by Tilo Schwartz, who him with just another good book, giving wings to your team and all that. And we also do the 10 hour session so that TWI was trained actually the same format. It was used during the war, these 10 hour sessions. So there's five two hour sessions.So we run those think we're running for one for job instruction and job relations post summit and also one for Toyota Kata. Where they go through most of the improvement kata, but some on the coaching kata also a 10 hour training so people could come out and get, you know, like a certification on they can go, you know, know how to go practice and those are really practice based kind of workshops, a 10 hour training.[00:21:14] Joe Krebs: And I think that's also important, right? Because it is about practicing scientific thinking. So the practice piece needs to come in. I think for what was pretty awesome in this episode, I want to thank you for that is your background and how you know, take us on this journey of how this all started, but also how deeply rooted it is in many things we do as humans in various different kinds of industries.And even though it's only a small piece of history of what we just covered. The 10 years of KataCon is significant. It's a huge accomplishment. I want to thank you for putting this out there and putting your energy into organize something like this as an a past conference organizer myself. I know how much work that is.[00:21:58] Jim Huntzinger: One of the thing I might touch on because this is also about practicing is we have these are outside of that. the summit. But we have a couple workshops, one called skill point, one called skills lab where you go practice, you go learn TWI and also Toyota Kata. But it's actually on a full scale simulator.So it's a life size line. Now, the reason I'm bringing that up is you learn these skills because these are about skills. you skill of the Toyota Kata, the skill of improvement, Kata skill of the coaching kata. Same thing with TWI, but it's always interesting when we run those workshops we used have people from different companies come in and literally by the end of day one, and certainly by the day two there, these three day workshops, you would think these people had worked together for 10 years.Even though for different industries, different companies, and that's not something we're directly trying to do. So the whole working together as a team and all that, that when you practice these things together, by default, you'll reap that benefit of people understanding each other, people working collaborative together.So it's been fascinating to watch those. Workshops and watch that just spontaneously happen that these people look, I said, they look like they've been working together for 10 years and just met less than 24 hours before. [00:23:12] Joe Krebs: Yeah, it's amazing. Great bonding, right? If you have a shared goal and you work as a team and you collaborate and you have the same language and can navigate.That's fantastic. Jim, I want to thank you. On the show page people will find a way of finding the conference for sure. They can also just Google KataCon and and get in touch and get their tickets and meet you in April in 2024 in Indianapolis. Thank you, Jim. [00:23:39] Jim Huntzinger: Yeah. Indianapolis.Thank you so much, Joe. Yeah. Looking forward to it and thank you so much for taking the time to talk with me today.

Harness the power of continuous improvement (CI) as it nods to many facets of both personal life and business in our KaiNexus Continuous Improvement Podcast featuring speakers Mark Graban and Greg Jacobson. Get a closer look at the impact of CI on daily activities with an interesting focus on cooking a Thanksgiving turkey and see how the establishment of standard operating procedures (SOPs) can aid in safety and efficiency. Learn more about KaiNexus: https://kainexus.com/ In addition, the podcast delves into the critical role of checklists and SOPs in complex tasks, using the turkey preparation as a case study. Tune in and explore how technology integration can further enhance safety and cooking outcomes. Understand the application of CI principles in scheduling the timing of various festive dishes for stress-free holiday meals, on par with standard industrial processes. The takeaway from this podcast emphasizes the profound influence of CI on personal traditions and professional progress. Books and Resources for Aspiring Leaders Educating oneself on effective leadership practices can significantly transform how one goes about influencing behavior and instituting lasting change. Books like Crucial Influence: Leadership Skills to Create Lasting Behavior Change offer guidance on how to lead with intention and purpose. Other notable texts include: Never Lose an Employee Again by Joey Coleman, which focuses on employee retention through onboarding and integration into company culture. Drive by Daniel H. Pink, that delves into human motivation and the factors that compel us to excel in what we do. Atomic Habits by James Clear, emphasizing the power of small consistent changes over time. Finally, foundational reads like Kaizen by Masaaki Imai remind leaders of the roots of continuous improvement and lean thinking.

Bei einem Aufenthalt in einer Ferienwohnung bin ich über ein mir aus meinem BWL-Studium bekanntes Buch von Masaaki Imai gestolpert. Es heißt "KAIZEN – Der Schlüssel zum Erfolg der Japaner im Wettbewerb". Beim Blättern stieß ich auf eine Reihe von Tools und Fragen, die teilweise auch heute noch interessant sind und mich inspiriert haben. Daher stelle ich Ihnen folgende in diesem Podcast vor: - 5 Mal "warum" fragen - 3 MU Checkliste - 5 S Bewegung - 6 W Fragewörter (diese fand ich am interessantesten) - 4 M Checkliste Ich hoffe, ich kann Sie mit diesem Podcast inspirieren oder Sie in Erinnerungen schwelgen lassen. Ich wünsche Ihnen viel Spaß beim Zuhören und erfolgreiche Prüfungsprozesse! PS: Links zu weiteren Folgen: Die Taylorwanne: Folge 017 https://www.puhani.com/index.php/2018/09/09/folge-016-die-taylorwanne/ Das Stakeholderkonzept von Carol Sanford: Folge 255 Paradigmenwechsel für Führung und Management https://www.puhani.com/index.php/2023/02/12/folge-255-paradigmenwechsel-fuer-fuehrung-und-management/

This week's guest is Bruno Pesec. Ron and Bruno discussed journaling, practical tips for reflection, and the relationship between lean, change, and reflexivity. You won't want to skip this one! An MP3 audio version of this episode is available for download here. In this episode you'll learn:  The quote that Masaaki Imai shared with Bruno (2:57) His background (3:52) The relationship between lean, change, and reflexivity (5:03) How Bruno approaches journaling (14:12) The four territories of experience (19:50) Practical tips for reflection (22:39) How often he practices reflexivity (25:56) Podcast Resources Right Click to Download this Podcast as an MP3 Bruno on LinkedIn Bruno's Website Bruno on Twitter Bruno's Article on Reflexivity Get All the Latest News from Gemba Academy Our newsletter is a great way to receive updates on new courses, blog posts, and more. Sign up here. What Do You Think? Do you journal? Describe your approach.

In this episode, Mark and Greg remember Masaaki Imai, who recently passed away at 92. They were both deeply influenced by Mr. Imai and his book "KAIZEN: The Key to Japan's Competitive Success." Without Greg being given this book by his Emergency Department leader, there would be no KaiNexus. Greg discusses the importance of the book to him and others -- and the broad influence it has had. Mark shares stories about meeting Mr. Imai (once in Seattle and twice in Japan) and some of the classic ideas -- that Kaizen means everybody improvement, everywhere improvement, every day improvement. See Mr. Imai talk about this: https://www.youtube.com/watch?v=WqKMlRJUAJk&ab_channel=KaizenInstitute-SouthAsia%26Africa They also discuss the connections between Kaizen and Lean books and practice -- and how Kaizen should be a core part of a Lean strategy, as it is at Toyota and other companies. Get the book KAIZEN on Amazon: https://amzn.to/3XAg2mz This approach should be the key to a hospital's success, or any organization's success -- not just manufacturing and not just in Japan. Mark's blog post about meeting Mr. Imai: https://www.leanblog.org/2012/06/meeting-mr-imai/ Greg's journal article about Kaizen: https://onlinelibrary.wiley.com/doi/full/10.1111/j.1553-2712.2009.00580.x

Blog post with photos and more I was saddened to learn today that Masaaki Imai passed away, as announced this week by the organization he founded, KAIZEN Institute. He was 92. Mr. Imai was well known for his books, including KAIZEN, his follow up Gemba Kaizen, and his latest, Strategic KAIZEN™ (published in 2021). He traveled the world teaching people about continuous improvement. I'd like to first express my deepest condolences to Mr. Imai's family, friends, and colleagues. I had the fantastic opportunity to meet Mr. Imai a few times -- once in Seattle when he was visiting and speaking at a healthcare organization, and twice during Japan study tours organized by Kaizen Institute. Thank you for your contributions to the world, Mr. Imai! --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

 Or, why we can't reach our goals?The Japanese answer is: we want too fast too much.The Japanese tradition is Kai (change) Zen (wisdom) invented by Masaaki Imai.We should not change our life spontaneously but slowly and wisely.The new habitsshould occur as a resultof our reflections and life experience.The concept includes of the One-Minute Principle for self-improvement.Every day, just for one minute, practice at the same time and do not do more. It should be no trouble for absolutely anyone, right?Because it is difficult to carry out for 30 minutes or an hour a day… one minute is easy…And we believe we should practice much more and end up in exhausting of us and leave with no tangible results.How can we learn in only 1 minute something new?The One-Minute Principle lets you see the progress you're making.We need to experience a sense of victory and success to move forward.We start for 1 minute and gradually we increase the time more and more to that 1/2 hour or 1 hour.All you have to do is understand what it is you want to achieve and start doing it for just a minute every single day in the beginning…My Video: What is Kai Zen?  https://youtu.be/aReBxTbPaMMMy Audio: https://divinesuccess.net/wp-content/uploads/2021/Podcast.B/What-is-Kai-Zen.mp3

Japoński przedsiębiorca Masaaki Imai jest autorem metody Kaizen. W tłumaczeniu na język polski ,,Kaizen'' oznacza polepszenie, poprawę, zmianę na lepsze. To metoda małych kroków, która w dłuższej perspektywie prowadzi do dużego sukcesu. Ta japońska filozofia jest dedykowana głównie obszarowi biznesu, jednak zastosowanie ,mikro kroków' przyniesie korzyści w każdym obszarze naszego życia, zwłaszcza w dziedzinie zdrowia i rozwoju osobistego.Link do mojego Instagramahttps://www.instagram.com/fit_gruszecka/Link do mojego Facebooka:https://www.facebook.com/KarolinaGruszeckaDietetyk/Link do mojego YT:https://www.youtube.com/channel/UCpsiLtnZUA1QT8VH3PaipvQ

La méthode Kaizen, amenée en Occident par Masaaki Imai dans les années 80, est un processus d'amélioration continue qui repose sur de petites évolutions répétées au quotidien. L'idée est de se focaliser chaque jour sur l'élimination des problèmes et la proposition de nouvelles idées. C'est une démarche douce et progressive, à l'opposé des changements plus brutaux. Sara t'en parle plus en détail ici https://ledigitalpourtous.fr/2020/12/31/la-methode-kaizen/ Lien pour t'abonner à la newsletter https://bonjourppc.substack.com Lien pour t'abonner à notre chaîne YouTube https://bit.ly/YTbonjourppc

“The Kaizen Philosophy assumes that our way of life - be it our working life, our social life, or our home life - deserves to be constantly improved.” -Masaaki Imai   In 2021 the consumer expects more, thank goodness. We want to know who is behind the company, their why, and what they are doing for the world beyond slanging their product and services. Quick KO ethos (why I’m saying what I’m saying): 18+ years in the marketing and branding space, 12+ years of competitive CrossFit, 5 games appearances, and have worked with every major fit biz, apparel, equipment, CPG, etc. company that is out there from startups to the majors. Many laps run on and off the field:)   I came across Element 26 at CrossFit, my Dad introduced me to the grips and I was super impressed. If you CrossFit you know there is more gear than you’ll ever need… you can do more “outfit changes” before a workout than a high-end fashion model starring in a top designer’s show, showcasing an entire season. There are specific accessories for specific exercises and most of it can be useful- actually necessary is another podcast. CrossFit is a marketer’s dream, we buy EVERYTING! That being said If you are training for life aka for the long term, certain functional training tools and gear can greatly supplement the journey and protect your body for the IRL activities. The Founders of Element 26 lead with their core values, making functional training equipment for functional athletes. They’re not only working to upgrade the training tool options on the markets, they are also working to further build community, connecting with their consumers and fans. They provide a wealth of valuable content and are accessible- they are listening!! For consumers out there looking to learn to be more “picky” and vote with their dollar or business owners looking to further highlight their own core values through their business operations, this is the cast for you! Consumers, consciously spend and business owners, intentionally humanize your brand highlighting your own core values wherever possible. People care… and it inspires long-term, positive change!!   Highlights: Business and core values. Chasing the dream. Balancing a start up with life. Commitment, dedication, chasing your passions. Being a competitor and consumer in the space you work in. Quality, durable gear in the high intensity training space. Cultivating a community and making business moves with the long game in mind. Graceful disruption.   Element 26: Element 26 believes physical training is the gateway to a healthier and happier life. Our mission is to end training setbacks due to injuries and limitations of the human body. To do this, we provide functional gear to functional athletes so that they can destroy their PR’s, not their body.  Element 26 was founded by a Doctor of Physical Therapy and US Army Veteran and is a majority Veteran owned and run company. We serve you, our amazing customers first. If you have any questions or problems with any of our gear, please email us at the email address below and we will do everything we can to ensure your complete satisfaction. Contact Us: Support@Element26.co   Phil Gauthier: Received a Doctorate of Physical Therapy from Northeastern University in Boston in 2015. Throughout my schooling, I was also doing personal training part time for the general pop. Strength and conditioning is also a passion or mine and I have held several internships in the S&C field: Cressey Sports Performance 2009, UMASS hockey 2009, and Northeastern Basketball 2011. I engaged in competitive powerlifting from 2014-2015. Best comp lift is a deadlift of 550 lbs at BW of 165 lbs. Recently turned to CrossFit shortly after starting Element 26 and have a new passion. I will be doing the Open this Spring and I'm excited! I have been practicing as a full-time outpatient Physical Therapist since 2015 and as of the end of this month (Jan 2021) I will be full time with Element 26. Jason and I started Element 26 in July 2017 and we sold our first belt in September. At E26, my primary role is the brand messenger who maintains and enhances the relationships with our customers and athletes. I do this through email marketing, Instagram content, the private Facebook group, and product development. I truly love to help people succeed whether it's in the clinic, in the gym, or online.   Jason Franciosa: Originally from East Longmeadow, MA, I graduated from the University of Massachusetts Amherst with a Bachelors of business administration. From there, I commissioned as an Officer in the US Army and served 4 years, stationed at Schofield Barracks, Hawaii. After my service I moved to Colombia and helped run a drone business focusing on government contracts, mapping, and agricultural work. After this I founded a software company focused on drone analytics and went through multiple business incubator programs including Stanford's Ignite program and MIT's FUSE program. After many mistakes and a ton of learning, Element 26was formed. As the CEO of Element 26 my primary role has been business direction, strategy, and implementation of our goals. Links:  Element 26 Facebook Group: Team E26: Less Ego, More Iron @element26.co Online Store: www.element26.co     Connect with T&T: IG: @TurmericTequila Facebook: @TurmericAndTequila Website: www.TurmericAndTequila.com   Host: Kristen Olson IG: @Madonnashero Tik Tok: @Madonnashero Email: Info@KOAlliance.com Website: www.KOAlliance.com

La méthode Kaizen, amenée en Occident par Masaaki Imai dans les années 80, est un processus d’amélioration continue qui repose sur de petites évolutions répétées au quotidien. L’idée est de se focaliser chaque jour sur l’élimination des problèmes et la proposition de nouvelles idées. C’est une démarche douce et progressive, à l’opposé des changements plus brutaux. Sara t’en parle plus en détail ici https://ledigitalpourtous.fr/2020/12/31/la-methode-kaizen/ Bonne écoute à toi. Lien vers le groupe Discord si ça te dit de nous rejoindre et de pratiquer le cozy web https://discord.gg/bonjourppc Lien pour t’abonner à la newsletter https://bonjourppc.substack.com

I had a call this week helping out with a Black Belt project, and I was reminded about the Standardize-Do-Check-Act model that should be implemented first, before trying to make improvements to a process using the PDCA model (Plan-Do-Check-Act) Links BIZ-PI.com LeanSixSigmaDefinition.com Kaizen - The Key to Japan's Competitive Success by Masaaki Imai Photo from Masaaki Imai's "Kaizen" book about SDCA and PDCA --- Send in a voice message: https://anchor.fm/leansixsigmabursts/message

Kaizen è una parola giapponese che significa, letteralmente, cambiare in meglio. Kai significa cambiare, cambiamento, mentre Zen viene qui tradotto con buono, migliore.Questa parola è stata coniata da Masaaki Imai nel 1986 con la pubblicazione del suo libro sulla gestione aziendale “Kaizen: lo spirito giapponese del miglioramento”. Masaaki è un economista giapponese che ha dedicato la sua vita al controllo della qualità.In realtà, il concetto di Kaizen, a lui attribuito, ha radici nel lavoro che un ingegnere saggista, di nome William Edwards Deming, venne chiamato a fare nell’immediato dopo guerra in Giappone, per migliorare le aziende nipponiche.Deming viene ancora oggi considerato un eroe in Giappone, insignito, direttamente dall’imperatore, del titolo di Cavaliere di II Classe dell’Ordine del Sacro Tesoro.

My word of the year for 2019 is "kaizen", the Sino-Japanese word that means "improvement".  The process of continuous improvement has made incredible changes in my life, allowing me to start focussing on "how can I make this action / behaviour / decision better next time?". I share my experience with the concept, and also give you some ideas of how to apply it in your own life     0-7: Defining 'kaizen'. How it originated at Toyota, and the process that they undertook at the car factories. 7-16: How we can apply the standardisation concept of kaizen in real life. 16-23: Kaizen doesn't entail any notion of completion.  23-31: My suitcase packing analogy, and how it's okay to try different methods to try and find improvements in our lives. Dr Adi Jaffe's 1% Principle - taking baby steps to progress in recovery / abstinence programmes. 31-36: The ease of measurability in kaizen, and ways in which you can apply the ability to measure time / distance etc to make kaizen more applicable in everyday life. 36-40: Looking at innovation, and how one of my dogs has totally benefitted from kaizen in doggy dental care! 40-44: Quote of the episode. 44-55: My personal experiences with using kaizen, how I've learnt to prioritise, and bought into the 80/20 Pareto Effect alongside kaizen. The one question I now regularly ask myself. 55-57: Conclusions.   Quote of the Episode: "You can't do kaizen just once or twice and expect immediate results. You have to be in it for the long haul." Masaaki Imai   Honorable Mentions Dr Jaffe's IGNTD Recovery Program Dr Adi Jaffe - IGNTD Recovery Secrets Podcast - The One Percent Principle   FREE guide to my TOP TEN motivational tips for a better life Instagram: @wildeaboutwellbeing Pinterest: @wildeaboutwellbeing Wilde About Wellbeing website    

El episodio 11 habla sobre Kaizen, que mencione la semana pasada como un método poderoso para tratar la ansiedadKaizen originó en Japón, y el término consta de dos conceptos: “kai” (cambio) y “zen” (sabiduría). Esta teoría fue inventada por Masaaki Imai, quien confirma que esta filosofía se puede aplicar con éxito en los negocios y en la vida personalDebido a su naturaleza, a veces hay incredulidad en el logro de los resultados deseados en la cultura occidental, ya que las personas están capacitadas para concentrarse en la línea de meta. Sin embargo, como explica Kaizen, si dividimos nuestras metas en pequeños pasos y trabajamos en ellas, alcanzaremos estas metas con éxitoKaizen también afirma que los programas altamente estructurados y desafiantes de superación personal pueden privar a una persona de una gran cantidad de energía que resulta en el agotamiento y en resultados incompletos. Contrariamente, Kaizen dirige hacia la mejora continua como una rutina diariaEn otras palabras, la mejora continua no es la definición de kaizen sino su resultado si se ejecuta bienLo mejor de Kaizen es que cualquiera puede probarlo en cualquier parte del mundo y en cualquier momento. ¡Todo lo que tenemos que hacer es determinar lo que queremos lograr y estamos listos!Hay una gran cantidad de información en el internet sobre cómo las empresas han crecido después de implementar la metodología de Kaizen en sus áreas de trabajoSin embargo, me gustaría hablar sobre cómo Kaizen puede afectar nuestro crecimiento emocional. Kaizen no es solo una mejora continua, sino también un auto desarrollo continuo, ya que uno necesita trabajar en factores internos para lograr resultados exitosos en todas las áreas de sus vidasDe hecho, Kaizen es un proceso mental de traer nuestro potencial innato a la superficie mediante el desarrollo de una fuerza de voluntad fuerte para romper el status quo o el estado existente.El punto no es crear este cambio con pensamiento positivo, sino ser responsable de tus luchas y reconocer tus emociones negativas. Siempre les digo a mis clientes que no hay nada como una emoción positiva o negativa, ya que ambos son dos caras de una moneda. Dependiendo del lado en el que estés, anhelas sentir el otro lado. En otras palabras, si solo experimentáramos una vida completamente feliz, nunca creceríamos a medida que aprendemos de nuestros errores. Por lo tanto, es necesario golpear el fondo de la roca a veces para saltar con fuerza y hacer que ese cambio sucedaHay que entender que sin aceptar esta lucha interna no estaremos motivados para evitar la derrota en el futuroHansei es la práctica de la autocrítica que alimenta a Kaizen, ya que nos inspira a trabajar hacia la superación personal. Lo que sucede es que solo el pensamiento positivo no deriva ningún crecimiento personal porque dificulta cualquier tipo de desarrollo. Cuando te críticas a ti mismo, entiendes en qué necesitas trabajar y con la motivación y dedicación creas el cambio para convertir tus debilidades en tus fortalezasSentir estas emociones es esencial para llevar a cabo el proceso de Kaizen, ya que obliga a tus instintos humanos a llevarte a mejores resultadosComo que ya sabeis, un proceso solo es efectivo si se practica de manera constante, asi que, hasta que no estemos motivados para reconocer nuestros errores, no se producirá un verdadero cambioNo estoy degradando el poder del pensamiento positivo, ya que requerimos positividad día a día, pero como dice el proverbio, "sin dolor, no hay ganancia"Nunca hay una línea de meta como si la hubiera, no empujaríamos nuestros límites y lograríamos lo imposible. Y mientras logramos nuestros objetivos en la vida, debemos recordar mantener nuestros egos al mínimo, ya que nuestro ego detiene nuestro crecimiento personal. Mientras estamos en nuestro viaje hacia la meta, también ayudaremos a los demás porque todos somos eventualmente una sola creación. Después de todo, las cualidades de liderazgo solo se alcanzan si mejoramos muestras debilidades y las de otros para lograr los resultados deseadosKaizen no es un objetivo que uno tiene que lograr, sino la capacidad de desafiar nuestra mentalidad aceptando nuestros inconvenientes y los de otros y creando la motivación interna para establecer un cambioEntonces, demos pequeños pasos y trabajemos en ellos para alcanzar nuestras metas y, mientras lo hagamos, concentremos en nuestras emociones y los utilícenos como motivador para crear un cambio desde el interior que irradiará resultados fantásticos en nuestras vidas personales y profesionalesMe encantaria saber vuestras experiencias en el tema de Kaizen asi que por favor dejadme comentarios a continuacion

Episode 11 talks about Kaizen which was mentioned last week as a powerful method to treat anxietyKaizen originated in Japan, and the term consists of two concepts — “kai” (change) and “zen” (wisdom). This theory was invented by Masaaki Imai, who confirms that this philosophy can be applied successfully in business as well as to one’s personal lifeDue to its nature, at times there is disbelief on achieving the desired results in the Western culture as people are trained to focus on the finish line. However, as Kaizen explains, if we break down our goals into small steps and work on them, we will successfully attain these goalsKaizen also states that highly structured challenging programs of self-improvement can deprive a person of a lot of energy resulting in exhaustion, and incomplete results. Whereas, Kaizen focuses on continuous improvement as a daily routineIn other words, continuous improvement is not the definition of kaizen but the result of it if executed wellThe best thing about Kaizen is that anybody can try it anywhere in the world and at any time. All we need to do is determine what we want to achieve and we are set to go! There is tremendous amount of information online on how companies have grown after implementing the methodology of kaizen into their work areasNonetheless, I would like to bring to your attention how kaizen can affect our emotional growth. Kaizen isn’t only continual improvement but also continuous self –development as one needs to work on internal factors to achieve successful results in all areas of their livesIn fact, Kaizen is a mental process of bringing your innate potential to the surface by developing strong willpower to break the status quo or the existing stateThe point is not creating this change with positive thinking but by being responsible for your struggles and acknowledging your negative emotions. I always tell my clients that there is nothing as a positive or negative emotion as both are two-sides of a coin. Depending on which side you are on, you crave to experience the other side. In other words, if we would only experience a completely happy life we would never grow as we learn from our mistakes. So you need to hit rock bottom at times to spring up with a bang and make that change happenWe shall understand that without accepting this internal struggle we will not be motivated to avoid defeat in the futureHansei is the practice of self-criticism that fuels Kaizen as it inspires us to work towards self-improvement. What happens is that just positive thinking does not derive any personal growth because it hinders any sort of development. When you criticize yourself you understand what you need to work on and with motivation and dedication you create the change to convert your weaknesses into your strengthsDigging deep within is not easy and if it were easy we wouldn’t value it at all! The human mind is conditioned in such a way that we don’t like anything easy in life but also get disheartened when our actions don’t reap our desired results. That’s when emotions such as anger, anxiety, jealousy and shame come into power to create that motivation in us to improve the situation at handExperiencing these emotions is essential to carry out the process of Kaizen as it forces your human instincts to drive you to better resultsAs you know, a process is only effective if practiced on a consistent basis so until you are not motivated to acknowledge your failures, no true change will occurI am not demeaning the power of positive thinking as we require positivity from day to day but as the proverb states, “no pain, no gain”There is never a finish line as if there would be, we wouldn’t push our limits and achieve the impossible. And while achieving our goals in life, we need to remember to keep our egos to a minimum as our ego stops our personal growth. While we are on our journey towards the goal we shall also help others because all of us are eventually one creation. After all, leadership qualities are only attained if you improve your and others’ weaknesses to achieve the desired resultsKaizen isn’t a goal one has to achieve but the ability to challenge your mindset by accepting your drawbacks as well as others and creating the motivation from within to establish a changeSo take small steps and work on them to achieve your goals and while you are at it, focus on your emotions and use them as a motivator to create a shift from within that will radiate fantastic results on your personal and professional lifeYou are most welcome to write your comments below

Is "Kaizen" a Slogan or a Methodology for the Seattle Mariners? Here is an interesting article that a few people pointed me toward the other day about the Seattle Mariners team: Mariners Sunday mailbag: Explaining the Japanese origin of the team's new slogan “Manager Scott Servais does have a mantra each year for the team, which is supposed to serve as a reminder of their purpose and responsibility… This year, Servais chose a Japanese word: Kaizen. An avid reader, Servais got it from a book by Masaaki Imai called Kaizen: The key to Japan's competitive success.” --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/lean-blog-audio/support

Show Summary In this episode we dig into an old but new-to-us concept called Kaizen that helps us streamline our approach to life, business, and marriage. We’ll let you know briefly what we’ve been up to since the last episode, and we’ll answer a listener question about fighting in front of the kids. Marriage Kaizen Our “first pass” without much explanation (yet). Listen & Rest Improve Do Check-in Repeat Show Resources Kaizen, at least in a business context, was brought to the west by Masaaki Imai in his book Kaizen: The Key to Japan’s Competitive Success (Amazon affiliate link) Masaaki explains Kaizen (warning, boring yet informative video) Kaizen Debunked or Nerds Argue about Word Meanings (for those that like arguing about things) Pixel and Tonic & Craft CMS Craft Podcast Design & Content Strategy Conference Bonus! Most of the conference talks are on the their blog. The Feeling Good Handbook (Amazon affiliate link) Glimmering LLC (hire Leslie, for next year) Wild Goose Guidance – Get Unstuck Support Glimmering Podcast