Design Manager Hub
Product Design Reference
  • Welcome
  • Leadership Foundations
    • Leadership Blueprint
    • Good Managers
    • Bad Managers
    • Change Management
    • Leadership Styles
  • Managing People
    • Roles
      • Design/UX
      • Engineering
      • Product & Agile
      • Management
      • Levels
      • Soft Skills
    • Hiring
    • Onboarding
    • Culture
    • Performance Management
    • Feedback
    • Retention
    • Employee Exits
    • Managing Up
  • Meetings
    • Overview
    • One-on-Ones
    • Agile Meetings
    • Design Critiques
    • Stakeholder Meetings
    • Retrospectives
    • Workshops
    • Performance Reviews
    • All-hands
    • Skip-level Meetings
    • PIP Meetings
    • Exit Interviews
    • Public Speaking
  • Strategy
    • Overview
    • Vision & Goals
      • Product Vision
      • Goal Setting
      • Big Hairy Audacious Goal (BHAG)
      • Product Innovation Charter (PIC)
      • Product Trio
    • Prioritisation
      • Reach, Impact, Confidence, and Effort (RICE)
      • ICE Scoring
      • MoSCoW
      • Impact-Effort Matrix
      • The Kano Model
    • General Analysis
      • Cost-Benefit Analysis (CBA)
      • SWOT Analysis
      • The 5 Whys
      • The Sunk Cost Fallacy
    • Market Analysis
      • Product-Market Fit (PMF)
      • PEST Analysis
      • Customer Acquisition Cost (CAC)
      • Customer Lifetime Value (CLTV)
      • 6 Forces
    • Canvases
      • Business Model Canvas
      • Value Proposition Canvas
      • Lean UX Canvas
      • UX Research Canvas
      • Product Canvas
    • Customer Insights
      • User Journey Mapping
      • Net Promoter Score (NPS)
      • Customer Satisfaction Score (CSAT)
      • A/B Testing
      • Funnel Analysis
      • Jobs-to-be-Done (JTBD)
    • Organisational Alignment
      • McKinsey 7S
      • Weisbord's 6 Box Model
      • Balanced Scorecard
  • Process
    • Overview
    • Agile
    • Waterfall
    • Lean UX
    • Design Thinking (DT)
    • Design Sprint
    • DevOps
    • Cross-Functional Teams
    • Double Diamond
    • Reverse Double Diamond
    • GTD Methodology
    • Jobs-to-be-Done (JTBD)
    • Kaizen
    • Object-Oriented UX
    • Responsible, Accountable, Consulted, Informed (RACI)
    • Six Sigma
    • Work Breakdown Structure (WBS)
  • Cognitive Toolkit
    • Overview
    • Prioritisation
      • 6 Box Framework
      • Eisenhower Matrix
      • Impact-Effort Matrix
      • The Pareto Principle
    • Problem Solving
      • First Principles Thinking
      • Systems Thinking
      • Inversion Thinking
      • Abstraction Laddering
      • Occam's Razor
      • Divergent & Convergent Thinking
    • Decision Making
      • The Map Is Not the Territory
      • The Cynefin Framework
      • Second-order Thinking
      • System 1 & System 2 Thinking
      • The Hard Choice Model
      • OODA Loop
    • Managing People
      • Skill-Will Matrix
      • The 4 Worker Types
      • The 9 Employee Types
      • Maslow's Hierarchy of Needs
      • The Peter Principle
      • Dunning-Kruger Effect
      • Circle of Competence
      • Hanlon's Razor
      • Johari Window
      • The Minto Pyramid
  • Insights
    • Insightful Articles
    • Research Foundations
    • Design Roles
  • Resources
    • Articles
    • Books
    • Templates
    • Education
    • Conferences
    • Video Hub
    • Quotes
    • Experts
    • Software
Powered by GitBook
On this page
  1. Process

Kaizen

Last updated 6 months ago

Kaizen, a Japanese philosophy, is a management approach focused on continuous improvement. It emphasises making small, incremental changes to processes over time, rather than large-scale overhauls. This approach fosters a culture of innovation, efficiency, and problem-solving within an organisation.

Key principles of Kaizen

  • Continuous Improvement: A never-ending process of seeking better ways to do things.

  • Involvement of Everyone: Encouraging all employees to contribute ideas and participate in the improvement process.

  • Elimination of Waste: Identifying and removing any activity that doesn't add value to the product or service.

  • Respect for People: Treating all employees with dignity and respect, fostering a positive work environment.

How Tech Companies Apply Kaizen

While Kaizen is often associated with manufacturing, its principles can be effectively applied to the tech industry. Specific examples of Kaizen implementation in tech companies might not always be explicitly labeled as such, the underlying principles are often at work. By fostering a culture of continuous improvement and empowering employees to contribute ideas, tech companies can drive innovation, enhance efficiency, and deliver better products and services.

Here are a few examples:

  • Agile Development: Agile methodologies, like Scrum and Kanban, incorporate Kaizen principles by emphasising iterative development, frequent feedback, and continuous improvement.

  • A/B Testing: Tech companies frequently use A/B testing to experiment with different design elements or features. By analysing the results, they can identify small improvements that lead to significant overall gains.

  • Continuous Integration and Continuous Delivery (CI/CD): CI/CD pipelines automate the building, testing, and deployment of software. By automating these processes, tech companies can reduce errors, accelerate delivery, and improve overall quality.

  • Employee Feedback and Suggestion Systems: Many tech companies have formal systems in place to gather employee feedback and suggestions. This allows for the identification of small, incremental improvements that can be implemented quickly.

Further Reading

LogoContinuous Improvement: The Kaizen Method in PracticeMedium
LogoKaizen: Understanding the Japanese Business PhilosophyInvestopedia