What is known today as lean management has its origins in the Toyota Production System of the 1950s. The challenge at the time was clearly formulated: How do we design processes so that they continuously improve – without exploiting people or wasting resources? Taiichi Ohno and Shigeo Shingo, two of the leading minds behind this system, came up with a revolutionary answer. They understood that continuous improvement (Kaizen) only works if all employees are involved. And not selectively, but permanently. In this blog post, we show you how kyro interprets continuous improvement and makes kaizen digitally possible.
Taiichi Ohno and Shigeo Shingo did not develop software or an analysis tool – but a system of thought. A system based on attitude:
- Respect for people
- Elimination of waste
- Simple, clear structures for problem solving
- Daily improvements by the employees themselves
These principles formed the basis for what we know today as lean management. And they are more relevant than ever.
Lean Is Not a Method. It Is a Culture.
And at the heart of lean culture is kaizen. Kaizen literally means “change for the better” and refers to the attitude of continuously implementing small improvements – preferably on a daily basis and by all employees.
Many companies today rely on tools, templates and dashboards when they talk about “lean”. They buy software, draw colorful value streams on brown paper or collect ideas with digital post-its. But one thing is often overlooked: A tool alone changes nothing.
Lean does not live from the surface – it lives from the attitude. The best tools are useless if nobody uses them with conviction. It’s not about documenting processes. It’s about improving them together.
This can also be seen in practice: where lean is successful, people think differently. They don’t see problems as disruptions – but as opportunities. They don’t look for culprits – they look for causes. And they don’t work side by side – they work together. They have internalized Kaizen – improvement in small steps.
What kyro Does – And What It Doesn’t Do
This is exactly where kyro comes in. kyro is not another tool that promises lean. But kyro supports lean – if you live it.
Because kyro is structured in such a way that it makes the basic principles of the Toyota system digitally accessible. It helps you:
- Analyze processes in a structured way, e.g. with digital value stream mapping including automatic time calculation
- make problems visible with a list of measures (OCL, Open Challenge List), digital A3 report)
- Promote collaboration, including across locations – in real time and traceable for all participants
- Involve employees, e.g. through photo uploads or voice-to-text in the mobile app
- Making changes measurable by collecting all data centrally and documenting developments in a traceable manner
Tools Require a Mindset
Whether whiteboard or software, brown paper or platform: A tool cannot introduce lean. It cannot automate kaizen. And it cannot motivate a team that does not understand the meaning behind it.
But: If the mindset is right, a good tool becomes a catalyst. It accelerates processes, brings transparency, facilitates communication and visibly demonstrates success.
An example: You analyze a process in kyro together with your team. You realize that one station is working at 140% capacity while another is below 60%. Instead of assigning blame, you have a constructive discussion. You adjust the process. After two weeks, throughput has increased measurably – and the team has learned together.
That is lean. And that’s exactly where kyro supports you.
The 5 Lean Principles – Kaizen Thought Digitally
Kaizen follows a clear rhythm. Observe. Understand. Improve. Stabilize. And then all over again. The following graphic shows the continuous improvement cycle as interpreted by kyro – based on the original from Toyota:
- Take the customer’s view
- Identify and analyze value streams
- Create flowing processes
- Live pull instead of push
- Striving for perfection – together, step by step
These five steps are at the heart of every lean initiative. kyro structures them. You shape them – with your team.
Conclusion: Technology Can Help. But People Bring Change.
Digital transformation creates new opportunities. It makes data available, processes visible and improvements measurable. But in the end, what counts is what Taiichi Ohno and Shigeo Shingo already knew: it’s the people who make the difference. kyro helps you to maintain an overview, achieve results faster, bring your lean initiative to life and live Kaizen digitally. But the most important resource remains – then as now – your team.
Are you ready for Kaizen digital? Would you like to try kyro without obligation?
