Smart cell phones, the Internet of Things and drones are just a few examples of developments that have occurred in the last hundred years. New competitors, changing market conditions and new technologies create a complex environment that requires companies to be flexible enough to adapt to the world. It is not feasible that they can continue doing the same in the long term.
Resistance to change, people’s lack of motivation, low productivity, disorder and a culture of putting out fires are some of the most common problems that companies face when it comes to progress, according to Nicolás. “These are just some of the drawbacks that lead organizations down the path of continuous improvement. Companies must change their approach and create a culture where all people continuously identify and eliminate waste. That is Kaizen.”
Nicolás, why do you think companies should adopt this philosophy?
I am convinced that Kaizen is what we need in Latin America. In general, it is believed that turning a situation around requires radical change. Install a new technology, a new management system, some complex tool or a large capital investment. However, most of the great changes or inventions are the result of the accumulation of small improvements. It’s about improving 1% every day. That is the power of the continuous improvement philosophy.
Why do you think companies make a living putting out fires?
In many cases, companies want to solve their problems, but do exactly the opposite. At most, they generate superficial changes, when in reality they must generate profound change by investing in the right place: people. Working in different companies in different countries, I analyzed that many times, both demotivation and resistance to change are not factors inherent to people, but were developed by the company culture itself. People are not integrated day by day and this means that a few have to adopt the role of superheroes.
What does a company that implements the Kaizen methodology look like?
Continuous improvement provides a common cause and language across teams. It gives people autonomy to improve their work and the possibility of continuous development. This awakens intrinsic motivation. Everyone improving, every day, generates a snowball effect. It is the compound effect of continuous improvement. At first they are small changes and little by little big results appear, such as increased productivity, shorter delivery times, greater inventory turnover and better order and cleanliness conditions.
How were your beginnings in the field?
One of my first jobs was in the automotive industry. There I began to discover this world that is known as Lean Manufacturing. I had the opportunity to work in Brazil, Denmark, and live in Slovenia. The fact of having met multiple companies with different cultures around the world allowed me to see that there is a general problem that must be addressed in Latin America: the lack of total integration of people. This problem results in resistance, in which the changes do not occur or are not maintained over time.
What services do you provide?
My mission is to inspire people and companies to embrace continuous improvement, which brings them both personal and professional benefits.
Through trial and error I have developed a practical methodology with simple tools. I accompany companies during the process of implementing Kaizen in the culture. It is suitable for any type of company: both large and SMEs, manufacturing or services.
What is needed to start?
Commitment is undoubtedly the most important thing. Everything is born in leadership. To change the results, we must change something in the daily process. To achieve this, we must first change the way of thinking and be open to Kaizen thinking.
Contact information:
Mail: [email protected]
Web: www.all-lean.com
Instagram: https://www.instagram.com/nicorebozov/
LinkedIn: https://www.linkedin.com/in/nicolasrebozov/
by CEDOC