Although change can make some entrepreneurs uneasy, it can also be an extremely powerful and important aspect of growing a small business. Kaizen, a Japanese term meaning “change for the better,” is a concept of continuous improvement, and it is used by many successful companies such as Toyota. Implementing a culture of Kaizen in your small business will not only help make high-quality progress a priority, but it will also make change less intimidating for you and your employees. Review these key tenets of Kaizen and consider how to integrate them into your small business’ daily or weekly practices.

1. See It Yourself
Toyota’s senior executives
often exchange the boardroom
for on-site experiences to see
any inefficiency and waste
firsthand.
Hold one out of every three
meetings on-site to ensure
that you’re in tune with
everyday operations.
KAIZEN: COMMIT YOUR SMALL BUSINESS
TO CONTINUED PROGRESS
Kaizen is a Japanese term meaning continuous improvement. It utilizes
precision, standardization and innovation to manage quality, increase
output and nix waste. It’s also a key component of “The Toyota Way,” which
defines Toyota’s managerial approach and production system — and has
been integral to its success. Apply these kaizen tactics to your business to
make high-quality progress a core tenet of your company’s culture.
Think Small
In 2013, as a volunteer project, Toyota used kaizen to reduce
meal service wait times at a New York City food bank from
90 to 18 minutes through a series of minor changes.
In your own business, identify small, incremental
improvements that can be put into play immediately.
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Commit to Kaizen
Each year, Toyota produces
upward of 1 million process
improvement ideas — 90% of
which are implemented.
Commit 10% of your time
to kaizen, evaluating
systems, exploring new
methods and consulting
those on the front lines.
Empower Employees
Toyota line workers are
authorized to halt production
if a flaw in the process
is detected.
Encourage employees
to evolve processes
through open commu-
nication, incentives for
innovative thinking, and
ongoing training.
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Sources:
hbr.org/2008/06/the-contradictions-that-drive-toyotas-success
kaizen.com/about-us/definition-of-kaizen.html
nytimes.com/2013/07/27/nyregion/in-lieu-of-money-toyota-donates-efficiency-to-new-york-charity.html
reliableplant.com/Read/10817/toyota-continuous-improvement
toyota.com.au/toyota/company/operations/toyota-production-system