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Step up without wasting your mistakes.

"Use temporary failure as a source of future success." For example, in the article on 3/23, I introduced the case of a team that hit a wall. (This is the end of the article.)

Unless we recognize this as our failure/problem and do not repeat it next time, the habit of postponement will continue to be the corporate culture. It's a bad habit.

Taking what happened this time as a problem, it is essential to pursue the cause firmly and not repeat the same mistake next time.

Can failure be seen as a problem?

Can they find the cause of the problem?

If they can't do this, it will always be the same. Therefore, it cannot be used as food for the future.


They got over the wall brilliantly.

And they started to go to a higher level.

It is the actual PDCA cycle.

They were initially challenging development challenges.

At the development concept stage, they proceeded while verifying with the knowledge they had until then.

At the development concept stage, they could realize a new model by considering it with all their might.

However, unfortunately, a problem was discovered in the performance test, and they gathered in-house knowledge and further examined it. Still, it was not in time for the initial date of the project.

They consulted with the top management and officially decided to postpone it.

I thought they were at a significant crossroads from March to April.

So I said, "I want everyone to think carefully," and watched.


Can failure be seen as a problem?

Can they find the cause of the problem?

It was a big break.

I also felt they were a little relieved after deciding to postpone it from the top.

I waited, feeling, "If they notice here, it's real."

Let's take a look at this activity with PDCA.

Of course, the plan had the primary goal of when and what to develop.

It seems that it didn't seem like a big problem at first, considering their habits of ourselves about the postponement that "when".

This habit of thinking is Scotoma (psychological blind spot).

At the project's milestone, the time of "when" was precise, but they could not meet the delivery date due to the sticking of Scotoma could not be regarded as a problem.

However, after repeated discussions with the team members, Scotoma was removed.

They can now take the problem as a problem.

So two weeks later, I had a good news.

Could they see the failure as a problem? --Yes.

Now that they can recognize the problem,

There was a problem in the process of structural analysis at the concept stage; they can see it.

Did they find the cause of the problem? --Yes.

They were able to sort out the cause of the problem completely.

And they wre able to formulate improvement measures for the analysis method one by one.

Furthermore, they have incorporated it into a concrete action plan and proceeded in order.

In solving this problem, they also learned that there is a group with a reliable brain in the company, and now they were taking a lecture on the knowledge that they did not know, such as teaming up with teams to devise improvement measures.

The group is an in-house research department, so it's not that they didn't know it existed.

However, after realizing that they had the knowledge they lacked, people who had never been interested in it suddenly began to appear as big beings.

In their last project activity, they firmly created the process.

And after a discussion with everyone, they found a problem with part of the process.

And they were able to kaizen the problem of the process.

As a result, the development process has been refined.

As another factor, they also found that learning the knowledge they did not have before is necessary to run the post-KAIZEN process.

With the help of the development department, they are now learning that knowledge.

As they learned new knowledge, they began to see details that they had never noticed before, and they began to see new phenomena.

Taking this opportunity, they also realized that it was necessary to re-examine the knowledge necessary for our organization.

They decided to organize it as an educational program and create an education system for new employees and newcomers.

If they can do so far, they can take one step up by taking advantage of this failure.

This failure was not a waste.

The new value created by learning from this failure

  1. Establishing a development process as a valuable asset that is not listed on the balance sheet

  2. Discover and acquire new knowledge that they lacked

  3. Creating a human resources development system necessary for thier organization

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