Photo by Dylan Gillis on Unsplash More than a decade ago, I had the opportunity to take a Total Quality Management (TQM) course by none other than Andrzej Blikle at ASBIRO, a unique Polish educational institution where only entrepreneurs teach entrepreneurship. Since then, I’ve been testing and refining various TQM techniques with my teams, especially in the startup world. I’m sharing some of my observations and ideas I’ve implemented, with a focus on weekly Kaizen-style sessions, which have proven effective in a variety of real-life scenarios within our teams. Andrzej Blikle is a prominent Polish entrepreneur, well-known for his work in quality management and as the leader of the Blikle family confectionery business, which is famous for creating iconic and irresistible Polish “A.Blikle donuts” (pączki!). He has expanded the company while preserving its legacy, transforming it into a modern, quality-driven organization. Total Quality Management (TQM) is a comprehensive, organization-wide approach focused on continuous improvement and long-term success, involving all members of the organization. Kaizen, on the other hand, is a specific technique within TQM that emphasizes making small, incremental improvements on a daily basis to enhance processes and eliminate inefficiencies. The key takeaway was that for any organization to thrive, it needs to evolve continuously with the contributions of all its members (management included). In the fast-paced world of tech startups, where ideas flood in and deadlines loom, it’s easy to lose sight of the bigger picture. When you’re buried in daily tasks like coding and designing, managing large-scale projects can feel overwhelming. With product teams often numbering in the dozens, it’s essential to have methods in place to maintain both product quality and an efficient software production process. It wasn’t until about 10 years ago that I introduced weekly Kaizen-format meetings to all my teams. I wanted something simple but impactful. These meetings became a cornerstone of our process improvement journey. Why? Because they allow for consistent feedback and provide a platform for team members to raise issues that, if left unchecked, might snowball into larger problems. Here’s how it works: every week, I bring together all members of my product and tech teams. No silos. The last day of the week usually works best. Developers, designers, product managers – everyone. The goal is to give them a space to vent, to share their frustrations, and to point out obstacles that hinder progress. And no, it’s not a “let’s complain about the boss” session. We focus on real, actionable issues. A simple question like “What are you complaining about this week?” opens the door for all kinds of insights. It’s the best way to start a conversation because it allows everyone to express their concerns, whether it’s about the process, communication issues, or even something as trivial as a lack of coffee in the office. I literally used to remind people every week: “We have a kaizen session on Friday, each of you – bring your complaints please!”. Why not just ask for improvement ideas first, right? Well, here’s where it gets a bit counterintuitive. Asking people to propose improvements can often lead to more question marks than solutions. From my experience, the ideas you get from this question tend to be more “nice-to-haves” rather than actual problems. It’s only after you’ve had a few months of these sessions with your team, and everyone is on the same page, that you can start throwing this question around. By then, people are already coming up with improvement ideas on their own – you don’t even need to ask. At first, convincing people to participate in candid discussions can be challenging, especially in cultures where openly pointing out problems, particularly with management, may feel uncomfortable. The key is to emphasize that these discussions aren’t about criticizing individuals but about improving processes. By focusing on solutions, the atmosphere becomes one of constructive feedback rather than blame. The “why” behind these sessions needs to be clearly explained from the start. Once we’ve discussed the issues, we assign tasks to be resolved before the next meeting. If a developer struggles with a tool, we’ll make sure they have the resources to get it right. If communication within the team is lacking, we’ll work on new strategies. The important thing is to keep the meetings action-oriented, with clear follow-up on the solutions. In the beginning, it was tough to convince people to share openly, but now, it’s an essential part of our culture. These meetings provide an opportunity for the team to breathe, to voice concerns, and, most importantly, to take ownership of the problems and their solutions. This simple but effective approach has led to long-term benefits, not only in productivity but also in team morale and cohesion. So, why do I swear by Kaizen meetings? They keep the momentum going. In a world full of deadlines and constant pressure, it’s easy to lose sight of the bigger picture. These small, regular adjustments keep us aligned, help us solve problems before they become roadblocks, and ensure we’re constantly improving. And let’s face it, a little bit of complaining now and then is the perfect way to stay connected and keep things moving forward. One unexpected benefit of these meetings is that they help raise awareness and address technical debt over time. By encouraging regular feedback and tackling issues as they arise, we can break down and resolve accumulated tech debt into smaller, more manageable pieces. As a CTO, I’ve found that Kaizen meetings are the best way to foster true ownership within each team member. When people feel they have a direct impact on the business, product and production process, they start to recognize that everyone faces challenges and that there’s always room to improve. These meetings send a clear message: as a team, we have the power to make our work-life less miserable every week. What steps are you taking to improve your team’s production process? I’d love to hear your approach. Photo by Dylan Gillis on Unsplash Photo by Dylan Gillis on Unsplash Dylan Gillis Unsplash More than a decade ago, I had the opportunity to take a Total Quality Management (TQM) course by none other than Andrzej Blikle at ASBIRO , a unique Polish educational institution where only entrepreneurs teach entrepreneurship. Total Quality Management (TQM) Andrzej Blikle ASBIRO Since then, I’ve been testing and refining various TQM techniques with my teams, especially in the startup world. I’m sharing some of my observations and ideas I’ve implemented, with a focus on weekly Kaizen-style sessions, which have proven effective in a variety of real-life scenarios within our teams. Andrzej Blikle is a prominent Polish entrepreneur, well-known for his work in quality management and as the leader of the Blikle family confectionery business, which is famous for creating iconic and irresistible Polish “ A.Blikle donuts ” (pączki!). He has expanded the company while preserving its legacy, transforming it into a modern, quality-driven organization. A.Blikle donuts Total Quality Management (TQM) is a comprehensive, organization-wide approach focused on continuous improvement and long-term success, involving all members of the organization. Kaizen, on the other hand, is a specific technique within TQM that emphasizes making small, incremental improvements on a daily basis to enhance processes and eliminate inefficiencies. The key takeaway was that for any organization to thrive, it needs to evolve continuously with the contributions of all its members (management included). In the fast-paced world of tech startups, where ideas flood in and deadlines loom, it’s easy to lose sight of the bigger picture. When you’re buried in daily tasks like coding and designing, managing large-scale projects can feel overwhelming. With product teams often numbering in the dozens, it’s essential to have methods in place to maintain both product quality and an efficient software production process. It wasn’t until about 10 years ago that I introduced weekly Kaizen-format meetings to all my teams. I wanted something simple but impactful. These meetings became a cornerstone of our process improvement journey. Why? Because they allow for consistent feedback and provide a platform for team members to raise issues that, if left unchecked, might snowball into larger problems. Here’s how it works: every week, I bring together all members of my product and tech teams. No silos. The last day of the week usually works best. Developers, designers, product managers – everyone. The goal is to give them a space to vent, to share their frustrations, and to point out obstacles that hinder progress. And no, it’s not a “let’s complain about the boss” session. We focus on real, actionable issues. No silos. A simple question like “What are you complaining about this week?” opens the door for all kinds of insights. It’s the best way to start a conversation because it allows everyone to express their concerns, whether it’s about the process, communication issues, or even something as trivial as a lack of coffee in the office. I literally used to remind people every week: “We have a kaizen session on Friday, each of you – bring your complaints please!”. “What are you complaining about this week?” “What are you complaining about this week?” Why not just ask for improvement ideas first, right? Well, here’s where it gets a bit counterintuitive. Asking people to propose improvements can often lead to more question marks than solutions. From my experience, the ideas you get from this question tend to be more “nice-to-haves” rather than actual problems. It’s only after you’ve had a few months of these sessions with your team, and everyone is on the same page, that you can start throwing this question around. By then, people are already coming up with improvement ideas on their own – you don’t even need to ask. At first, convincing people to participate in candid discussions can be challenging, especially in cultures where openly pointing out problems, particularly with management, may feel uncomfortable. The key is to emphasize that these discussions aren’t about criticizing individuals but about improving processes. By focusing on solutions, the atmosphere becomes one of constructive feedback rather than blame. The “ why ” behind these sessions needs to be clearly explained from the start. why why Once we’ve discussed the issues, we assign tasks to be resolved before the next meeting. If a developer struggles with a tool, we’ll make sure they have the resources to get it right. If communication within the team is lacking, we’ll work on new strategies. The important thing is to keep the meetings action-oriented, with clear follow-up on the solutions. In the beginning, it was tough to convince people to share openly, but now, it’s an essential part of our culture. These meetings provide an opportunity for the team to breathe, to voice concerns, and, most importantly, to take ownership of the problems and their solutions. This simple but effective approach has led to long-term benefits, not only in productivity but also in team morale and cohesion. So, why do I swear by Kaizen meetings? They keep the momentum going. In a world full of deadlines and constant pressure, it’s easy to lose sight of the bigger picture. These small, regular adjustments keep us aligned, help us solve problems before they become roadblocks, and ensure we’re constantly improving. And let’s face it, a little bit of complaining now and then is the perfect way to stay connected and keep things moving forward. One unexpected benefit of these meetings is that they help raise awareness and address technical debt over time. By encouraging regular feedback and tackling issues as they arise, we can break down and resolve accumulated tech debt into smaller, more manageable pieces. As a CTO, I’ve found that Kaizen meetings are the best way to foster true ownership within each team member. When people feel they have a direct impact on the business, product and production process, they start to recognize that everyone faces challenges and that there’s always room to improve. These meetings send a clear message: as a team, we have the power to make our work-life less miserable every week. What steps are you taking to improve your team’s production process? I’d love to hear your approach. What steps are you taking to improve your team’s production process? I’d love to hear your approach.

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I Told My Team to Complain Every Week—It Transformed Our Productivity

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