Kaizen

Kaizen means ‘good change’ in Japanese. When used in the business, kaizen refers to activities and procedures that (1) continually improve all corporate objects and processes, and (2) involve all employees from the CEO to the rank-and-file workers.

In the BDL paradigm, ‘improve’ means improving the aggregate corporate performance (measured by corporate KPI) and increasing the amount of financial value generated by your company (the power of your value-generating corporate machine).

Thus, ‘continuous improvement’ in BDL paradigm means ‘continuous reengineering’ (CBA + SCR). More specifically, kaizen process in BDL consists of three key steps:

1.      Analyze performance of corporate objects and processes in your responsibility areas. Using KPI values, CBA questions and all relevant corporate documents linked to these values and questions vial scorecards – APS and KPIS

2.      Develop ACRC (even inside your mind) – analysis, conclusions, recommendations (even if for yourself only) and comments

3.      Develop and implement improvement plans (again, even for yourself and ‘internally’)

Therefore, kaizen in BDL paradigm requires tools for (1) visualizing all corporate objects and processes in responsibility areas of the corporate employee in question; and (2) accessing KPI values, CBA questions and all relevant knowledge contained in object- or process-related corporate documents and queries.

In other words, the Corporate Cockpit.