Kaizen

This is Arun Sudarman, founding editor at Earned First.

And we're joined today by Vineet Handa, who's the founder and CEO of Kaizen, a public relations firm that is headquartered in India.

Vineet, welcome to the podcast.

Hey, Arun.

Well, first of all, thank you for your support, which has been instrumental in our growth.

But I should hasten to point out that we have not captured anything and definitely not captured the globe.

But we have made some good progress, I think, in a few markets, particularly markets that Kaizen is involved in, including, of course, India and the Middle East, which we will talk about.

And you've been a presence at many of our events.

And then I would say, and Heather alluded to this with the construction company, was you want to start with a proof of concept.

Is it a small site inside of a plant, or is it a business within the business? So you start with a proof of concept to verify what works, and whether that's through a Kaizen event or whatever version of continuous improvement, that's where I would start.

Understanding whether a success is and isn't, then adjust from that point forward before pushing it out into a larger organization.

And then it's just a lot of those framework things.

Absolutely.

Any final thoughts that you'd like to add as we wrap up?

You know, Ryan actually mentioned Kaizen events at the end there, and I think that is a phenomenal way.

Like, I've been a part of a lot of ergonomic-focused Kaizen events, and they've been really a lot of fun, but also really effective.

Our records personnel.

participate in something called a Kaizen event which is a lean government efficiency ongoing process they don't have to do that they want to do that they instituted their own public records training curriculum cadence to stay at the top of the field Our planning and research went to the IACP or International Association Chiefs of Police to network with other planners and see what's the latest stuff.

You guys were just at public affairs training.

You don't have to do that.

And when it was agreed, the developers, along with the improvement manager, would go and work with that team that raised it.

And the first thing they do, they do what's called a Kaizen event.

Okay.

So map the process end to end and they would aim.

about software and apply all the ideas i was learning about deals and marketing and we start to apply apply them and kind of rigorously within the business because before that i had maybe just been like i haven't seen kind of awareness what possibility there is isn't it there are different ways you can learn to sell things and quite a bit game and everything And now it's pretty much every day I'd be learning something new and always trying to prove some aspect of the business for myself.

Yeah, our ethos within the brewery of Kaizen, trying to gain, you know, trying to become 1% better with every new day and having that sort of growth mindset that, you know, one day is never a back step, but always a step forward.

Yeah, that's right.

So that's a perfect example, actually.

There's so many things that you can do.

And much like, you know, you know, like lean manufacturing, like Kaizen activities where you pull people in and you have like assembly workers or supervisors, shift leaders, whoever involved in that Kaizen activity.

We do the same thing when we do workshops with these companies that are looking into finding the value from an RTLS standpoint or an RTLS system.

There was a company that we did an ROI workshop with a few years ago.

But that step one is to get ready, to get prepared, and that's to go through those steps right there so that I am queued up and ready to go.

Step two is I want to identify what I've kind of started to call my Kaizen activity for the week.

And my Kaizen activity, which I take five minutes on thinking about this and putting it in the calendar.

I don't always do it during the five minutes because it takes longer.

But what I want to do every single week is I want to identify something that makes my life run more efficiently or more smoothly.

And I want to do something that is a constant and never-ending improvement.

So the concept from Kaizen is a Japanese concept of small incremental improvements.

And so in this five minutes, the countdown timer is giving me the cue and what I need to be working on.

Do something right now and it starts the process.

Number three, which is important, is Kaizen.

You're gonna suck.

You should always suck and you should get 1% better every single day.

Two, take immediate decisive action.

Do one thing today to start to learn AI in your business.

Number three, right? Kaizen, you suck.

You don't know anything about it.