How do you involve customers and stakeholders in kaizen projects?

To involve customers and stakeholders in Kaizen projects, start by identifying their needs and expectations. Understand what they value and how they interact with your processes. This ensures that the improvements you make align with their requirements and enhance their experience. In a project I worked on, we involved customers by conducting surveys and interviews to understand their pain points. We then used this feedback to guide our Kaizen efforts, resulting in changes that directly addressed their needs. This involvement made the improvements more relevant and valuable, leading to higher satisfaction and better outcomes.

We involve customers and stakeholders early by seeking their input during problem identification and inviting them to co-design solutions when possible. Their insights help ensure improvements are not just efficient internally but also valuable externally. We also engage them in creative thinking sessions and brainstorming workshops to explore alternative ideas and uncover innovative solutions together.

Great insights on involving customers and stakeholders in kaizen projects! I’d like to emphasize the power of co-creation in this process. By inviting customers to participate in design thinking workshops, we can uncover innovative solutions that truly resonate with their needs. Additionally, utilizing digital platforms for real-time feedback can enhance engagement and streamline communication. It's also crucial to foster a culture of openness where stakeholders feel comfortable sharing their thoughts and experiences. Celebrating small wins along the way not only motivates participants but also reinforces their commitment to the process. Together, these strategies can lead to more impactful and sustainable improvements.

Para envolver clientes e partes interessadas em projetos Kaizen, é fundamental manter uma comunicação transparente e aberta, informando sobre objetivos e progressos. Incentive o feedback contínuo através de pesquisas e grupos focais, demonstrando que suas opiniões são valorizadas. Inclua as partes interessadas desde o planejamento, permitindo que contribuam com ideias e soluções. Realize *brainstormings* e workshops para promover a participação ativa. Por fim, delegue responsabilidades específicas para aumentar o sentimento de posse pelo projeto.

Uma vez ouvi uma frase no treinamento que me fez refletir bastante. Ao pensar no problema devemos nos perguntar "why should I care?". E a partir dessa pergunta é possível avaliar as dores dos clientes verdadeiramente, buscando dados que suportem essa dor e qual seria a solução que esse cliente espera. Após isso, traçar um plano de gemba, ir até o local, ou escutar o cliente relatar sua rotina, desenhá-la em fluxogramas, ou em SIPOCs e ir avaliando as oportunidades.

Identifying the needs and expectations of your stakeholders is crucial for building trust and ensuring successful outcomes. Start by mapping all relevant individuals or groups—customers, employees, partners, or investors. Use surveys, interviews, or feedback sessions to gather insights into what they value, require, or hope to achieve. Analyze this input to distinguish between essential needs and additional expectations. Consider both short-term demands and long-term goals. Regularly revisiting these insights ensures your strategies remain aligned. Meeting stakeholder needs effectively enhances satisfaction, strengthens relationships, and supports organizational success.

Gosto do “envolvimento”, ou seja, encontrar uma forma através de rodas de conversas, demonstração e indicação, de onde, como e porque os Kaizens serão um diferencial para todas as partes que estejam envolvidas.

Desde o inicio do projeto Kaizen temos que envolver todas as áreas e inclusive os clientes externos. Temos que mostrar os benefícios e como será o processo, passo a passo, do projeto. São projetos factíveis e com facilidade de alcançar. Mostre sempre o andamento e dê direcionamento. Mantenha o monitoramento.

Communicating your goals and plans effectively is crucial for alignment, motivation, and execution. Start by clearly defining your objectives, ensuring they are specific, measurable, and relevant to your audience. Use simple, direct language and share the "why" behind your goals to inspire engagement. Tailor your message to different stakeholders, and choose the right channels—meetings, emails, or presentations. Encourage questions and feedback to build trust and clarity. Consistent updates on progress keep everyone informed and accountable. Transparent communication ensures that everyone moves forward together with purpose and direction.

Ótima proposta, e acrescento o direcionamento dos dados, separadamente para cada parte interessada. Mostrando a evolução de cada parte, separadamente para que não haja exposição, indicando os avanços e oportunidades

Involving people in the process is essential for successful change and improvement. When team members, stakeholders, or customers are included from the start, they feel valued and are more likely to support new initiatives. Involvement encourages ownership, accountability, and collaboration, leading to better insights and more practical solutions. Encourage open communication, invite feedback, and consider their perspectives during planning and implementation. This inclusive approach not only strengthens trust but also reduces resistance and increases the chances of long-term success by ensuring the process meets real needs and expectations.

Aqui, na minha opinião, está o segredo da alavancagem dos resultados obtidos com Kaizens. Ir ao chão de fábrica, reconhecer o esforço e ação de cada integrante da equipe, mostrando e reconhecendo que “aquele Kaizen” tem feito diferença na vida de outras pessoas. Tentar materializar isso com dados

Temos que destacar também a importância de incluir o cliente na criação das melhorias, não só na validação. Usando técnicas como Design Thinking ou Mapa da Jornada do Cliente integradas ao Kaizen.

Recognition builds trust and trust builds teams. In cross-sector and international projects, celebrating contributions is not optional, it’s essential for sustainable engagement. Here are simple yet powerful ways I use in my work: 1️⃣ Mention partners in final reports or LinkedIn updates 2️⃣ Co-author short success stories or blog posts 3️⃣ Add stakeholder logos (with consent) in public presentations 4️⃣ Send a personal thank-you or small gift after milestones 5️⃣ Highlight feedback from participants during events 6️⃣ Offer speaking roles at public project events 🎯 Recognition = visibility + respect.

Recognizing and celebrating contributions boosts morale, strengthens engagement, and fosters a positive culture. Whether it’s a small task or a major achievement, acknowledging efforts shows appreciation and respect. Celebrate team wins publicly, offer sincere thanks, and provide rewards or recognition that align with individual preferences. Even simple gestures—like a shoutout in a meeting or a personalized note—can make a big impact. Recognizing contributions encourages continued excellence, builds loyalty, and motivates others to give their best. In any environment, appreciation is a powerful tool for strengthening connections and driving long-term success.

Cada avanço numérico, atrelado a indicação de qual foi a real contribuição, será uma forte alavanca. Aqui, reconhecer o esforço e ação de cada integrante retroalimenta o sistema

Here’s what else to consider: Successful Business Process Improvement (BPI) goes beyond tools and techniques—it requires a culture of continuous learning, collaboration, and adaptability. Consider the human side of change: communication, motivation, and leadership are critical to adoption. Align improvements with long-term strategy, not just short-term fixes. Monitor industry trends and competitor practices to stay ahead. Invest in the right technology and training to support your goals. Lastly, recognize that BPI is an ongoing journey—not a one-time event—requiring regular review and refinement to stay effective and relevant.

I believe it’s important to monitor the new process after Kaizen implementation. We have stablished new methods, new habits to be followed. And based in our human nature, we tend to come back to previous habits and behaviors, mainly if we face some issues during the new process (and they will come). This observation during the first weeks is benefical to fix some troubles and consolidate the new Operation and results.

Conscientização e envolvimento, serão as alavancas pra que cada área, cada parte do processo produtivo receba daqueles ali envolvidos as melhores contribuições através de Kaizens. E a liderança caberá além do convencimento e envolvimento direto, saber reconhecer e mostrar

Além de tudo que foi já mencionado no texto (engajamento, comunicação, mapeamento de entrega de valor, por exemplo), algo que funcionava bem em uma empresa que trabalhei eram premiações e muita divulgação. O Kaizen era sempre reforçado em reuniões do presidente e diretores, havia um portal específico para cadastro de projetos e mensalmente eram premiados os melhores projetos. Os fatores de sucesso que fizeram dar certo, foram o engajamento da alta liderança, comunicação e reconhecimento. Fatores que acabam estimulando todos nessa frente e que traziam resultados significativos para companhia.