{"id":2666,"date":"2014-03-15T17:30:13","date_gmt":"2014-03-16T00:30:13","guid":{"rendered":"https:\/\/masonmyers.com\/?p=2666"},"modified":"2015-01-28T12:58:37","modified_gmt":"2015-01-28T20:58:37","slug":"kaizen-business-improvements","status":"publish","type":"post","link":"https:\/\/masonmyers.com\/kaizen-business-improvements\/","title":{"rendered":"Business Improvements in Marketing As Well As Factory"},"content":{"rendered":"

W. Edwards Deming went from the USA to Japan after World War II and his ideas about continuous business improvements came back to the USA from Japan as a business management tool — kaizen: daily small improvements building a better process over time. See Deming.<\/a>\u00a0 \"Kaizen<\/p>\n

As I learned about this, one thing seemed particularly counter-intuitive to me: the more standardized processes are, the easier it is to innovate.\u00a0 I used to think that standardization was boring and not innovative — in fact, it’s quite the opposite.\u00a0 If something is done consistently one way, it is easy to see if an experiment improved things.\u00a0 If everything is different all the time, one cannot tell which experiments are improvements and which are not.<\/p>\n

The idea of daily improvements first had an impact on the factory floor. Now, we’re learning how to apply kaizen to complex tasks like marketing and sales. The basic concept is to have the marketing and sales effort be as systematic and full of kaizen as what a good factory does in production.<\/p>\n

Kaizen Related Ideas That They Know in Factories:<\/h3>\n