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Kaizen: The Japanese Method for Transforming Habits, One Small Step at a Time

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The book showcases practical tips on how to start and adopt the system; regarding heath and how to improve it using such a system regarding exercises, sleep, diet, morning routine and some other basic things that are incorporated in our daily lives.

THE MAGIC OF KAIZEN - THE JAPANESE METHOD OF TAKING SMALL STEPS TO ACCOMPLISH HUGE GOALS - IS NOW HERE FOR EVERYONE. . . Brunet, A.P., New, S.: Kaizen in Japan: An empirical study. Int. J. Oper. Prod. Manag. 23(11–12), 1426–1446 (2003) The 5 Whys and 5 Hows – When Clarity Is Just Two Questions Away". Archived from the original on 14 February 2017 . Retrieved 13 February 2017. Imai, Masaaki (1997-03-01). Gemba Kaizen: A Commonsense, Low-Cost Approach to Management (1e.ed.). McGraw-Hill. ISBN 0-07-031446-2.The employee doing the job would know the best ways to improve how a job is done. Leaders should create an environment where people feel empowered to contribute so that suggestions for improvement can come from all levels and ranks. Encouraging workers to keep adding value to the organization not only boosts morale, it also gives everyone ownership of continuous improvement efforts, which contributes to the successful implementation of kaizen. Gemba Walk For example, in the first section of Kaizen, Blinkist uses this metaphor for how powerful the Japanese productivity philosophy can be. Graupp P., Wrona B. (2015). The TWI Workbook: Essential Skills for Supervisors. New York: Productivity Press. ISBN 9781498703963. Sanchez, L., Blanco, B.: Three decades of continuous improvement. Total Qual. Manag. Bus. Excell. 25(9–10), 986–101 (2014)

Choose Yourself takes you through some practical examples and anecdotes of kaizen in action; people who choose to get something more from life and going after it methodically, step by step, day after day, and eventually getting what they want.

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What is the root cause of the problem? If an ongoing change-resistant culture is bad, then investing resources in solving the wrong problem is worse. Leaders should deny their assumptions about what (or who) they think is wrong and dig deeper into the issue by practicing Gemba walk and root-cause analysis. Place yourself in a better position to identify quality gaps by personally communicating with employees and observing their work first-hand. Remember not to criticize, find faults, and blame people; instead, generously absorb everything that is currently happening because it is a more accurate reality of a typical day in operations. This book guides individuals to employ Kaizen’s principles– the famous Japanese philosophy of continuous improvement – in achieving personal success. It provides a step-by-step approach enabling you to start right away.

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