Photography by Dylan Gillis on not
More than a decade ago, I had the opportunity to take a course in quality management (TQM) by the Androzage Pleakl in Aspero, a unique Polish educational institution where entrepreneurs only teach entrepreneurship.
Since then, I have been testing and refining many comprehensive quality management techniques with my band, especially in the start -up world. I share some of my notes and ideas that I have applied, focusing on weekly Kaizen weekly sessions, which have proven effective in a variety of real life scenarios within our teams.
Andrzej Blikle is a prominent Polish businessman, known for his business management and a leader of Blikle Family Confectione, which is famous for the creation of the famous Polish and non -resistance Polish “A.Blikle Donuts” (Pączki!). He expanded the company while maintaining its legacy, and turning it into a modern -quality organization.
Total Quality Management (TQM) is a comprehensive approach to the organization that focuses on continuous improvement and long -term success, including all members of the organization. Kaizen, on the other hand, is a specific technique within comprehensive quality management that emphasizes small and increasing improvements on a daily basis to enhance operations and eliminate shortcomings. The main meals were that for any organization that flourishes, it needs to develop continuously with the contributions of all its members (including management).
In the world of startups for fast technology, where ideas are overwhelmed and the timing dates are prolonged, it is easy to lose sight of the largest image. When you are buried in daily tasks such as coding and design, large -scale project management can feel magic. With the numbering teams often numbered in dozens, it is necessary that you have to have methods to maintain the quality of the product and the process of producing effective software.
It was not even about 10 years of weekly weekly meetings to coordinate Kaizen for all my teams. I wanted something simple but influential. These meetings have become a cornerstone of our process of improving our process. Why? Since it allows fixed comments and provides a platform for team members to raise problems that, if left without deterrent, the snowball may be in greater problems.
Here’s how it works: every week, I collect all members of technology producers and teams. No silos. On the last day of the week it usually works better. Developers, designers and product managers – everyone. The goal is to give them space to vent, exchange their frustrations, and indicate obstacles that hinder progress. Not, it is not a session “Let’s doubt the president.” We focus on real implemented issues.
A simple question like “What are you complaining about this week?” The door opens all types of ideas. It is the best way to start a conversation because it allows everyone to express their concerns, whether it is related to the process, communication problems, or even trivial, such as a lack of coffee in the office. I literally used to remind people every week: “We have a Kaizen session on Friday, each of you – bring your complaints please!”
Why not only ask for improvement ideas first, right? Well, here where he gets the opposite of some intuitive. Persons’ demand often suggests improvements to questioning signs more than solutions. From my experience, the ideas you get from this question tend to be “nice to problems” instead of actual problems. Only after a few months of these sessions with your team, and everyone on the same page, you can start following this question. By that time, people already come out with improvement ideas on their own – do not even need to ask.
Initially, persuading people to participate in explicit discussions may be difficult, especially in cultures in which problems publicly indicate, especially with the administration, to discomfort. The key is to emphasize that these discussions are not related to the criticism of individuals, but about improving processes. By focusing on solutions, the atmosphere becomes one of the constructive comments instead of blame. the “Why“Behind these sessions must be explained clearly from the beginning.
Once we discuss problems, we set the tasks that will be solved before the next meeting. If the developer is struggling with a tool, we will make sure they have the resources needed to obtain them properly. If communication within the team is not present, we will work on new strategies. The important thing is to maintain the meetings directed towards work, with a clear follow -up of solutions.
Initially, it was difficult to persuade people to publicly participate, but now, this is an essential part of our culture. These meetings provide an opportunity for the team to breathe, to express fears, and most importantly, to take the ownership and solutions of problems. This is the simple but effective approach to long -term benefits, not only in productivity but also in the team’s morale and cohesion.
So why do I swear Kaizen’s meetings? They keep momentum. In a world full of final dates and constant pressure, it is easy to lose sight of the largest image. These small regular adjustments keep us aligned, help us solve problems before road barriers become, and make sure that we are constantly improving. Let us face it, there is a little complaint from time to time is the ideal way to stay in contact and keep things moving forward.
One of the unexpected benefits of these meetings is that it helps in increasing awareness and treating technical debts over time. By encouraging regular comments and addressing problems with their appearance, we can destroy and solve accumulated technical debts into a smaller and more management pieces.
As CTO, I found that Kaizen’s meetings are the best way to enhance real ownership within each team member. When people feel that they have a direct influence on business, products and production, they start to realize that everyone is facing challenges and that there is always room for improvement. These meetings send a clear message: as one team, we have the ability to make our lives and life less miserable every week.
What steps do you take to improve your team’s production process? I would like to hear your approach.
