How can you develop a continuous improvement mindset at work?

Continuous improvement mindset at work can be reached : I.There are four mindsets that are crucial to continuous improvement: 1.Our purpose is to deliver value, which is established by the customer. 2.Waste is discovered through rigorous retrospective of our work in the context of customer value. 3.Waste is minimized by adhering to standard practices and continuously improving. 4.Improvement of the standard requires measurement and visualization of the work. Reference : Linkedin Article of Mr. "Matthew Kroll" II. ISO 9001:2015 , Clause : Continual Improvement III. ISO 10010:2022 ,Guidance to understand, evaluate and improve organizational quality culture , and consequently Building / Improving " Continuous Improvement Mindset" .

Antes de buscar qualquer melhoria, é preciso obter dados, pois "Sem dados você é apenas mais uma pessoa com uma opinião", como disse W. Edwards Deming. A metodologia lean 5G é essencial para isso, pois é uma abordagem que visa melhorar processos em uma organização, baseando-se na obtenção e análise de dados. Ela consiste em cinco etapas: definir os objetivos e indicadores-chave de desempenho, medir o desempenho atual por meio da coleta e análise de dados, analisar os dados para identificar as causas dos problemas, aprimorar o processo por meio da implementação de soluções e, por fim, controlar e monitorar continuamente o desempenho para garantir a sustentabilidade das melhorias.

The simplest way is to put yourself in your client's shoes. Basically if you think about how your clients can be more happy, you would be able to find more and more improvements.

Ensure that you are able to describe both current and future state in terms of customer and business. Ensure that the business is aligned to the future state and the definition of the current state. Defining the current state can be a challenge. Soliciting stakeholder feedback, user experience, available data are important to ensure that the state described is the "real one" not the state that is described in procedures/documents/process maps. It will be important to ensure that the business understands why the future state will be a good place to be but also why staying in the current state is not a good place to stay; some folk will need one or both of these

Several key aspects to this and all need to be in place in some form to make this work: 1) Leadership commitment - Leaders need to commit to the process of improvement and not just be a 'compliance' or ' in addition to' 2) 'Fail safe' culture - Employees need to be able to test and try things in an environment that allows mistakes and learning. Pivot, learn, try again. 3) Training and development of employees - Always learning. 4) Strong , visual systems that help to 'show the gap' - Show the gap and we can 'see' together how we can win. Measure leading indicators. 5) Reflect & Review - What went well and what could go better? Technology could be added to help but not take away from learning. Use wisely.

Feedback and data collection from different stakeholders and other industries provides a valuable insights into areas of a process that may require improvement. They help in identifying issues, bottlenecks and inefficiencies. Aside from those reasons, Data collection is measurable that provides baseline in assessing the current state of the process. Feedback and data collection cultivates a culture of improvement, fostering a sense of ownership and collaboration.

Ensure that you have measures and a measurement system capable of describing the impact of changes that have been made. This may require the development of new measures and systems.

Existem várias metodologias que podem ser utilizadas para implementar e testar os resultados, como PDCA (Plan, Do, Check, Act), A3, 8D e DMAIC. A escolha da metodologia depende da necessidade do problema a ser resolvido, sendo que essas metodologias podem ser utilizadas tanto para problemas mais simples quanto para problemas mais complexos.

PDCA is one of the tool that we can use from the data collected and gathered feedback. And one certification that is practising PDCA is ISO 9001. ISO defines - Plan: as establish the objective of the system and its processes and the resources. - Do: Implement what was planned -Check: monitor and measure the process -Act: take actions to improve performance

Regular reviews and reflection allow organisations to assess the performance of implemented improvements. This evaluation helps to determined whether the desired outcomes were achieved and identifies areas that may require further attention. Organisation can gauge whether the changes made positively impacted processes, efficiency and performance.

É essencial comemorar os resultados das melhorias realizadas, pois isso gera engajamento com a equipe. Nada é melhor do que ser reconhecido pelo que foi feito, e isso irá criar uma mentalidade de melhoria contínua no time.

Celebrating the success of continuous improvement projects is vital, acknowledging the team's dedication to embracing change. Change can be challenging, but recognizing and rewarding those who champion it, is transformative. In our workplace, we initiated a 'Weekly Rockstar' recognition during stand-in meetings, honoring change agents. Over weeks, we observed a notable increase in change agents on the shop floor, making change not only accepted but also a rewarding aspect of our work culture.

Leadership sets the tone with what they say, and what they do. Here are our goals and here’s how to get there. They lead, support and celebrate, continuous improvement personally, and through out their organization.

To cultivate a continuous improvement mindset at work, lead by example, openly communicate, and set clear goals. Foster a learning culture by supporting ongoing education and skill development. Embrace agile methodologies for adaptability, empower employees, and encourage problem-solving. Learn from failures, and implement lean principles to streamline processes. Promote cross-functional teamwork, and regularly review and optimize workflows. Create a supportive environment that values experimentation, and measure progress through established key performance indicators.

Continuous improvement starts with having the humility to understand that we cannot get everything right always. Active listening to customers as well as coworkers embedded in the processes helps identify gaps for improvement. Not all gaps can be filled at the same time. Constraints must be identified and periodic revisiting of goals and benchmarks should be part of the road map.

In my view, Leadership holds immense significance in molding this culture; they need to set a good example and communicate the expectations and requirements effectively. It is crucial to establish an atmosphere where team members feel at ease expressing themselves without the worry of facing repercussions or mockery. By incorporating performance metrics, team members can have a clear grasp of their progress, and principles like Kaizen can be put into practice. Acknowledging even the tiniest achievements and providing ample opportunities for learning are essential. Leaders should provide guidance and mentorship, along with regular feedback. Lastly, it is vital to ensure that all efforts towards improvement are recognized and fostered.

Focus on waterfall communication of the company's vision and quarterly, and yearly goals from the top management down. This will ensure a cohesive understanding of where everyone is going, and it will foster a more collaborative environment where ideas can grow. You must also ensure that you have a listening ear and you do not dismiss people's points of view just because they don't align with yours. You must embrace the fact that insights can come from anywhere and from anyone, some people might have difficulty expressing their ideas but if you pay close attention they might be into something. Hope it helps.