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Office Kaizen

office kaizen

Amazon link: Office Kaizen: Transforming Office Operations into a Strategic Competitive Advantage

Many business functions have been significantly improved through the use of a variety of quality techniques, but for the most part office and administrative functions have not kept pace.

Most companies find it difficult to reduce costs in the office without noticeable sacrifices in performance.

Some progressive companies are seeing improvements in their office environments through the use of Office Kaizen™, which emphasizes making continuous improvements over the long haul.

"Office Kaizen: Transforming Office Operations Into a Strategic Competitive Advantage" presents a unified, consistent approach that enables businesses to establish a strategic competitive advantage by significantly improving the efficiency, quality and productivity of their office and administrative processes.


  • Acknowledgments
  • Introduction
    • Biginslow situation overview
    • Office performance improvements have not kept pace with improvements in other areas
    • Office Kaizen
  • What Is Office Kaizen and What Does It Do? A "Ten Thousand Foot" View
    • Office Kaizen Is Not a New Concept
    • Management's "Blind Spot"
    • Process Levels and Management Strategies: the Logic Behind Office Kaizen
    • The Parameters of Leadership and the Office Kaizen Cube
    • Office Kaizen and Slim-It
  • Surface Wastes … The Silent Killers
    • People Wastes
      • Goal Alignment Waste
      • Assignment Waste
      • Waiting Waste
      • Motion Waste
      • Processing Waste
    • Process Wastes
      • Control Waste
      • Variability Waste
      • Tampering Waste
      • Strategic Waste
      • Reliability Waste
      • Standardization Waste
      • Suboptimization Waste
      • Scheduling Waste
      • Work-Around Waste
      • Uneven Flow Waste
      • Checking Waste
      • Error Waste
    • Information Waste
      • Translation Waste
      • Missing Information Waste
      • Hand-Off Waste
      • Irrelevancy Waste
      • Inaccuracy Waste
    • Asset Waste
      • Inventory Waste
      • Work-in-Process Waste
      • Fixed Asset Waste
      • Moving Things Waste
    • Dealing With Surface Waste
  • Leadership Waste and the Executive Challenge
    • Office Kaizen rests upon the absolute, critical need to reduce leadership waste
    • Focus
      • Focus Waste
    • Structure
      • Structure Waste
    • Discipline
      • Discipline Waste
    • Ownership
      • Ownership Waste
    • Summary
  • Getting Human Nature on Your Side
    • Many change efforts fail because …
    • Organizational Culture and Individual Behavior
    • Control Theory: the Five Needs That Drive All Human Behavior
    • Involvement and Commitment
    • Small Group Formation
    • Conformity
    • Social Loafing
    • Authority and Status
    • Polarization
    • Cognitive Dissonance
    • What Do These Tendencies Create?
  • The Concept of SLIM-IT and the Structure of Change
    • The Concept of Slim-It
    • Structured Change Management
    • The Executive Steering Committee (ESC)
    • Change Teams
    • Champions
    • Charters
  • The Lean Daily Management System
    • The purpose and operation of the LDMS
    • Intact Work Groups: the Focus of the LDMS
    • Elements of the LDMS
      • Daily Work Group Meeting
        • Definition
        • Purpose
        • Operation
      • Primary Visual Display (PVD)
        • Definition
        • Purpose
        • Operation
      • Kaizen Action Sheet (KAS) System
        • Definition
        • Purpose
        • Operation
      • Short-Interval Leadership
        • Definition
        • Purpose
        • Operation
      • KCG 20 Keys Assessment and Long-Term Improvement Plan
        • Definition
  • Mentoring and Training
    • Why Is Mentoring Essential?
    • How Many Mentors?
    • What Must Be Mentored?
    • The Place of Training in Office Kaizen
    • Implementation Alternatives
      • 1. An earnest attempt by site management
      • 2. Site management "decree."
      • 3. Existing site trainers
      • 4. Site mentors are selected and "learn-as-you-go."
      • 5. Corporate "assistance."
      • 6. External resources implement Office Kaizen
      • 7. External resources "mentor the mentors and management."
    • Mentoring is not an easy task
  • The KCG 20 Keys Approach
    • Concepts
    • The general procedures for implementing and sustaining the KCG 20 Keys
    • Do not "stretch" the KCG 20 Keys beyond their design limits
    • There are several additional mistakes
      • 1. Applying the KCG 20 Keys to processes
      • 2. Applying the KCG 20 Keys to individuals
      • 3. Turning the KCG 20 Keys approach into a reporting requirement
      • 4. Computerizing the scoring and posting of results
      • 5. Weighing the KCG 20 Keys
    • Final Comment
  • How to Integrate Office Kaizen with "Big Name" Tools and Approaches
    • Overview
    • Balanced Scorecard
      • Strengths
      • Best Integration Approach
    • Value Stream Mapping
      • Strengths
      • Best Integration Approach
    • Reengineering/Continuous Improvement
      • Strengths
      • Best Integration Approach
    • Six Sigma
      • Strengths
      • Best Integration Approach
    • Lean Manufacturing
      • Strengths
      • Best Integration Appraoch
    • Project Management
      • Strengths
      • Best Integration Approach
    • ISO 9000/QS-9000
      • Strengths
      • Best Integration Approach
    • DOE/Shainin
      • Strengths
      • Best Integration Approach
    • Integrated Product Development (IPD)
      • Strengths
      • Best Integration Approach
    • Enterprise Software
      • Strengths
      • Best Integration Approach
    • Final Comments
  • The Lens for Focus: Metrics
    • Measurements vs. Metrics
    • The Place of Metrics in Slim-It
    • What Makes a Good Metric?
    • Leadership and Management Metrics
    • Costs Are Not Good Metrics
    • Internal and External Customers
    • Final Comments
  • The Realities of Implementation
    • Knowing what needs to be done is not the same as knowing how to do it
    • Each Site Stands Alone
    • The Role of Leadership at Various Levels
    • Mistakes to Avoid
    • Bringing It All Together
  • Epilogue Two Years Later …
  • Appendix A: KCG 20 Keys of Office Kaizen
    • Key 1-Leadership
    • Key 2-Documentation Management
    • Key 3-Deadlines and Commitments
    • Key 4-Competence
    • Key 5-Time Management
    • Key 6-Workplace Arrangement
    • Key 7-Skill Flexibility
    • Key 8-Roles and Responsibilities
    • Key 9-Ownership and Objectives
    • Key 10-Cleaning and Organizing
    • Key 11-Daily Work Group Meetings
    • Key 12-Problem Solving
    • Key 13-Internal Customer Service
    • Key 14-Priority Management
    • Key 15-Work Standards
    • Key 16-Primary Visual Display
    • Key 17-Time Control & Commitment
    • Key 18-Metrics & Measurement
    • Key 19-Budgets and Costs
    • Key 20-External Customer Service
    • Copyright © 1999 The Kaufman Consulting Group, LLC
  • Glossary of Important Terms


“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context




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