The old adage “If it ain’t broke, don’t fix it” seems to target those who have a history of breaking things. Why play with it if you’re just going to make it worse? Sometimes changing something that works is a poor decision, but after a while technology can pass you by. Without continual improvement, your processes may be a bit behind the curve.

Documenting processes is key to keeping them running. Add on continual training, machine maintenance, and calibration, and your manufacturing line may keep pumping out consistence product. So, if it ain’t broke, why fix it?

Continual improvement keeps the company advantage above competitors. Without believing that there’s a better way to do everything, someone else will find a better way. And chances are, they work for another company. The lean philosophy, preempted by the Toyota Motor Corporation, has a lot more in its culture besides reversing the way you move product through an assembly line. They involve many employees, mostly line level technicians, to help improve their processes.

Implementing a change typically requires social thinking and some ownership for those who will embrace the changes. The best way to garner ownership is to have the idea originate from the process owners: the guys on the floor. Starting kaizen meetings (continuous improvement meetings) helps keep technicians in the loop and empower them to help improve their own work. After giving them a chance to contribute, remember to show your appreciation.