Kaizen, or the philosophy of continuous improvement, has long been lauded for operational as well as output efficiency. The methodology focuses on gradual improvements, hence could not be ignored at all cost. However, despite the fact that the methodology is completely penned down, it fails in a number of cases.
Today we explore what are the principal elements because of which Kaizen consultancy fails for some companies.
#1. Kaizen Is Treated As a Short Term Project
Most often than ever, Kaizen is viewed with pessimistic eyes. The reason? Companies consider Kaizen consultancy as a short term that could be completed within six months or in a year. However, the methodology takes years to show visible results and hence could not be ignored at all costs.
#2: Tying the Philosophy with KPIs
No wonder KPIs are useful, but for a philosophy that believes in gradual improvement over years, are the KPIs good enough? The experts at Kaizen consultancy compare the philosophy with a snowball that picks up mass as it goes down the hill. Companies must allow time to see substantial changes as Kaizen is not revolutionary by nature but is gradual.
#3: Implementation in A Heavily Bureaucratic Organization
The Kaizen philosophy commands a flexible environment where positive changes are encouraged with open arms. However, most often, the companies focus on their pre-existing nature and hence fail to adopt the changes.
This, in turn, is one of the biggest drawbacks of an organization and hence could not be ignored at all costs. Often the government organizations are guilty of the same. Making any significant changes in such an environment where innovation is penalized is a major roadblock.
While there are multiple aspects on account of which the Kaizen consultancy fails, these three philosophies serve the primary basis and hence could not be ignored at all costs.