Early in my career, I was responsible for teaching frontline supervisors how to problem-solve and generate ideas for improvement in their work areas. At many of the companies I worked with, structured programs gave teams dedicated time for problem-solving, often requiring them to generate a set number of ideas per meeting. Some organizations even incentivized idea submission with rewards like movie tickets, while others participated in national competitions for the most ideas per employee. I was always amazed at how some companies generated three or four times more ideas than we did.
But what really changed my perspective was when we engaged with a global association and saw how companies in Japan—especially Toyota and Honda—operated. In the U.S., the most productive teams averaged around 50 ideas per employee per year, which seemed impressive. But in Japan, some companies averaged over 400 ideas per employee annually. That’s two ideas per day. It seemed impossible—until I saw their approach firsthand.
The key difference? They didn’t expect every idea to be a game-changer. They focused on a steady stream of small, incremental improvements rather than waiting for the occasional breakthrough. Simple adjustments—like changing the height of a workstation or improving lighting—often had a meaningful impact on productivity.
That experience reshaped how I thought about continuous improvement. Instead of emphasizing the activity of idea generation, I began focusing on building a culture of improvement. While I still believe leaders must structure for continuous improvement—and that teams should be generating ideas every day—I no longer think we need to document every single one to prove we have a culture of getting better.
That’s not to say I’m against formal idea programs. Engaging employees in improving their work is valuable. But in the end, the system itself isn’t what customers pay for. They pay for better. And the responsibility of every leader in every company is to drive better.
The best way to compete and win in today’s market is by fostering a culture where continuous improvement is second nature—where small, consistent refinements lead to lasting success.