{"id":12415,"date":"2016-10-12T16:40:53","date_gmt":"2016-10-12T21:40:53","guid":{"rendered":"https:\/\/blog.planview.com\/?p=12415"},"modified":"2020-02-24T16:45:46","modified_gmt":"2020-02-24T22:45:46","slug":"continuous-improvement-in-lean","status":"publish","type":"post","link":"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/","title":{"rendered":"Continuous Improvement in Lean"},"content":{"rendered":"<p><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-12416\" src=\"https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/02\/Continuous-Improvement-Blog-Image-1024x614.jpg\" alt=\"\" width=\"1024\" height=\"614\" srcset=\"https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/02\/Continuous-Improvement-Blog-Image-1024x614.jpg 1024w, https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/02\/Continuous-Improvement-Blog-Image-1024x614-300x180.jpg 300w, https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/02\/Continuous-Improvement-Blog-Image-1024x614-768x461.jpg 768w, https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/02\/Continuous-Improvement-Blog-Image-1024x614-750x450.jpg 750w\" sizes=\"auto, (max-width: 1024px) 100vw, 1024px\" \/><\/p>\n<p>Continuous improvement is one of the pillars of a Lean environment. It sounds pretty lofty, doesn\u2019t it? \u201cI work for a company that\u2019s always evolving,\u201d is a great blurb for LinkedIn, but what does that even look like? How is a company sure that they\u2019re practicing continuous improvement in Lean ways? This article will discuss two techniques that you can use to build the right mindset across your organization for continuous improvement in Lean.<\/p>\n<div id=\"ez-toc-container\" class=\"ez-toc-v2_0_80 counter-hierarchy ez-toc-counter ez-toc-grey ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Table of Contents<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table of Content\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #999;color:#999\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewBox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #999;color:#999\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewBox=\"0 0 24 24\" version=\"1.2\" baseProfile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1 ' ><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/#Eliminate_Non-Value_Adding_Activities\" >Eliminate Non-Value Adding Activities<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/#Develop_Your_Own_Kata\" >Develop Your Own Kata<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/#Continuous_Improvement_in_Lean\" >Continuous Improvement in Lean<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-2'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/#Recommended_Reading\" >Recommended Reading<\/a><\/li><\/ul><\/nav><\/div>\n<h2><span class=\"ez-toc-section\" id=\"Eliminate_Non-Value_Adding_Activities\"><\/span>Eliminate Non-Value Adding Activities<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>To begin continuous improvement in Lean, taking a critical look at the current state of your company is a necessity. \u00a0Identifying areas of waste that can be eliminated is a good first step. Look for opportunities where you could make better use of your employees\u2019 experience, talents, and skills to produce better results for your customer.<\/p>\n<p>But \u201cidentifying areas of waste\u201d sounds scary \u2014 it makes people nervous to even begin. At one point in time, Lean got a bad reputation for cutting jobs, as the principles were oversimplified, misunderstood, and misapplied. When told that the company is \u201cidentifying areas of waste\u201d, people may ask themselves:<\/p>\n<p><em>\u201cDoes this mean that we\u2019re going to lose our jobs?\u201d<\/em><\/p>\n<p><em>\u201cWhat if cutting this activity has an unforeseen impact on us down the road?\u201d<\/em><\/p>\n<p>These are great questions; they can be answered by focusing on your main objective.\u00a0In\u00a0<a title=\"\" href=\"https:\/\/www.amazon.com\/Goal-Process-Ongoing-Improvement\/dp\/0884271951\" target=\"_blank\" rel=\"noopener noreferrer\" data-ol-has-click-handler=\"\">The Goal<\/a>\u00a0(one of my personal favorite books about applying Lean principles), Eliyahu Goldratt\u2019s protagonist discovered that his company\u2019s goal was to make money. This tends to be pretty common, wouldn\u2019t you say? We don\u2019t want to cause people to lose their jobs \u2014 we want them to work more efficiently in a way that allows your business to meet its goals. We want their jobs to grow \u2014 and to create more jobs for other talented people like them. Identifying areas of waste is how we can do that; it\u2019s how we practice continuous improvement in Lean.<\/p>\n<h3>Define Waste<\/h3>\n<p>How do you know if an activity is considered waste? Planview AgilePlace co-CEO, <a title=\"\" href=\"https:\/\/blog.planview.com\/welcome-to-the-new-lean\/\" target=\"_blank\" rel=\"noopener noreferrer\" data-ol-has-click-handler=\"\">Jon Terry<\/a>, defines the idea like this: \u201cIf a customer sees something as a line item and they would not want to pay it, it\u2019s waste.\u201d Some of these activities are unavoidable. For example, sending emails to a potential client is something that a reasonable customer would not want to pay to have happen, but must continue. The challenge when implementing continuous improvement in Lean becomes sorting out what waste can be cut and what can only be minimized. Here are a few examples of waste that could have easily been overlooked, from Planview AgilePlace:<\/p>\n<ol>\n<li>A plague of development-style work is the fact that folks become siloed into particular subsets of knowledge. There\u2019s just too much to know for any one person to be able to do it all. The problem with this is the fact that to finish any piece of work, more than one person needs to be involved. Each time someone else gets pulled into a project, he or she has to leave the work that is currently on deck. Nathan Perry, a software developer for us at Planview AgilePlace put this a great way: \u201cUntil you release code into production, you have no idea if it actually solves the business problem it was created for. Businesses don\u2019t stand still, so you\u2019re also trying to hit a moving target. The feature or code you are developing today is most likely solving yesterday\u2019s problem. So each context switch puts you further behind.\u201d<\/li>\n<\/ol>\n<p>So how is this waste? Work can possibly never get completed. By the time each person can get pulled in and complete their section of expertise, the business need may have evolved to a different issue. Thus, the work is never completed and the time spent on the original issue is lost time: waste.<\/p>\n<ol start=\"2\">\n<li>Related to the first issue is the idea of non-utilized talent. This can appear in a few ways. As people get siloed into the type of work that they\u2019re naturally gifted at doing, they may miss opportunities to grow. Equally complicated is the idea of someone that has a skill set that the company just doesn\u2019t have time to put into practice. This is a tricky area of waste, because it feels less threatening than, say, a huge defect that needed to be reworked. But it still presents an opportunity to apply\u00a0continuous improvement in Lean ways \u2014 like by developing those skills during slack time.<\/li>\n<\/ol>\n<p>However, just because repercussions are hard to analyze, doesn\u2019t mean that they don\u2019t exist. For example, perhaps your company hires a new person but that skill set already existed in a current employee. Perhaps this skill could be nurtured during times of constructive slack. This tends to be a resource-intensive process, but what\u2019s gained for your company? A lower impact to your operating costs\u00a0<em>and<\/em>\u00a0a more loyal employee \u2014 plus, as you grow, it\u2019s likely that you\u2019ll need more people with that skill set. A lower impact to your operating costs plus a more loyal employee. That is just one way continuous improvement in Lean promotes\u00a0<em>sustainable<\/em>\u00a0growth.<\/p>\n<p>People enjoy feeling that their employer cares enough about their future that time and resources are invested into helping them blossom into a better employee. Diana O\u2019Brien of Deloitte Consulting LLP\u00a0<a title=\"\" href=\"http:\/\/www.forbes.com\/sites\/lisaquast\/2012\/05\/14\/want-your-company-to-succeed-in-the-future-invest-in-employee-skills-training-like-deloitte-llp\/#7a8e8988671f\" target=\"_blank\" rel=\"noopener noreferrer\" data-ol-has-click-handler=\"\">stated<\/a>, \u201cIf we didn\u2019t invest in the development of our professionals, it would be akin to a manufacturer not upgrading equipment, yet still expecting improved productivity.\u201d Develop your own talent to improve the collective value of your organization \u2014 your customers will thank you.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"Develop_Your_Own_Kata\"><\/span>Develop Your Own Kata<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>I first learned of the idea of katas when my children started learning TaeKwondo. They would work hard to learn the exact placement of their hands, their feet, when they kick, when they punch. Watching a well-rehearsed kata can be quite breathtaking. Everyone moves in unison from one movement to the next. Katas are patterns that anyone with discipline can learn. They are the same every time they are performed.<\/p>\n<p>Mike Rother wrote a book, Toyota Kata, that revolutionized the way I think about continuous improvement. He discusses the idea that the reason that Toyota has been leading the way in Lean is not just the visible aspects they do but the pattern (kata) of problem solving that they use. It boils down to setting targets and moving toward them everyday. Obstacles will arise, sure, but these obstacles turn into opportunities to improve.<\/p>\n<p>Implementing a kata of continuous improvement in Lean\u00a0is not difficult, but it requires discipline. It requires a mindset that growth is not optional. Each person sets objectives for how they can improve, then works fiercely towards those goals. Any bumps in the road are discussed not in the context of insurmountable mountains but occasions to shine when the answer is discovered. This makes an environment that breeds improvement \u2014 not for the sake of improvement, but for genuine ingenuity.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"Continuous_Improvement_in_Lean\"><\/span>Continuous Improvement in Lean<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>My first manager at Planview AgilePlace taught me not to say \u201cBest Practices\u201d anymore, because we\u2019ll never truly know the best way to do anything. Everything is open for improvement if we are open to the idea of making changes. Frankly, fear of beginning can oftentimes lead to being frozen in time, unable to compete with the more disruptive companies that are practicing Lean continuous improvement.<\/p>\n<p>As Shigeo Shingo said, \u201cThe most dangerous kind of waste is the waste we do not recognize.\u201d Use these techniques to guide your implementation of continuous improvement in Lean. Eliminate the wastes that might be keeping your organization from reaching its full potential.<\/p>\n<h2><span class=\"ez-toc-section\" id=\"Recommended_Reading\"><\/span>Recommended Reading<span class=\"ez-toc-section-end\"><\/span><\/h2>\n<p>To learn more about continuous improvement in Lean, we recommend consulting these resources:<\/p>\n<ul>\n<li><a href=\"https:\/\/blog.planview.com\/welcome-to-the-new-lean\/\" data-ol-has-click-handler=\"\">Welcome to the New Lean<\/a><\/li>\n<li><a title=\"\" href=\"\/lean-flow-priority-1-for-lean-executives\/\" target=\"_blank\" rel=\"noopener noreferrer\" data-ol-has-click-handler=\"\">The 2016 Lean Business Report<\/a><\/li>\n<li><a title=\"\" href=\"\/do-you-have-5-minutes-the-true-cost-of-context-switching\/\" target=\"_blank\" rel=\"noopener noreferrer\" data-ol-has-click-handler=\"\">Do You Have Five Minutes? The True Cost of Context Switching<\/a><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Continuous improvement is one of the pillars of a Lean environment. It sounds pretty lofty, doesn\u2019t it? \u201cI work for a company that\u2019s always evolving,\u201d is a great blurb for LinkedIn, but what does that even look like? How is a company sure that they\u2019re practicing continuous improvement in Lean ways? This article will discuss&#8230;<\/p>\n","protected":false},"author":162,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_editorskit_title_hidden":false,"_editorskit_reading_time":0,"_editorskit_is_block_options_detached":false,"_editorskit_block_options_position":"{}","footnotes":""},"categories":[38],"tags":[511],"class_list":["post-12415","post","type-post","status-publish","format-standard","hentry","category-work-collaboration","tag-leankit"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v26.8 (Yoast SEO v26.8) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Continuous Improvement in Lean - Blog | Planview<\/title>\n<meta name=\"description\" content=\"Continuous improvement is one of the pillars of a Lean environment.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Continuous Improvement in Lean\" \/>\n<meta property=\"og:description\" content=\"Continuous improvement is one of the pillars of a Lean environment.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/\" \/>\n<meta property=\"og:site_name\" content=\"Planview Blog\" \/>\n<meta property=\"article:publisher\" content=\"http:\/\/www.facebook.com\/pages\/Planview-Inc\/89422974772\" \/>\n<meta property=\"article:published_time\" content=\"2016-10-12T21:40:53+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2020-02-24T22:45:46+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/02\/Continuous-Improvement-Blog-Image-1024x614.jpg\" \/>\n<meta name=\"author\" content=\"Amber Estabrooks\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@Planview\" \/>\n<meta name=\"twitter:site\" content=\"@Planview\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Amber Estabrooks\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"7 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/\"},\"author\":{\"name\":\"Amber Estabrooks\",\"@id\":\"https:\/\/blog.planview.com\/#\/schema\/person\/8e2d4a5613f176fe1334927915edbf65\"},\"headline\":\"Continuous Improvement in Lean\",\"datePublished\":\"2016-10-12T21:40:53+00:00\",\"dateModified\":\"2020-02-24T22:45:46+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/\"},\"wordCount\":1320,\"publisher\":{\"@id\":\"https:\/\/blog.planview.com\/#organization\"},\"image\":{\"@id\":\"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/blog.planview.com\/wp-content\/uploads\/2020\/02\/Continuous-Improvement-Blog-Image-1024x614.jpg\",\"keywords\":[\"LeanKit\"],\"articleSection\":[\"Work Management for Teams\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/\",\"url\":\"https:\/\/blog.planview.com\/continuous-improvement-in-lean\/\",\"name\":\"Continuous Improvement in Lean - 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