When going far, one must always start from what is near.

“When going far, one must always start from what is near.”

遠きに行くに必ず邇きよりす

— The Doctrine of the Mean

I previously wrote about a similar proverb:

“A journey of a thousand miles begins with a single step.”

- Laozi

Although these two sayings appear to express the same idea, there is a subtle difference between them.

“A journey of a thousand miles begins with a single step” emphasizes the importance of taking action. No matter how ambitious the destination may be, we cannot make progress until we take the first step.

“When going far, one must always start from what is near,” however, directs our attention not only to action but also to where we should begin. It tells us to look at what is already close to us: our immediate surroundings, daily responsibilities, current abilities, and the small problems directly in front of us.

A Lesson from Haikyu!!

To be honest, I first encountered this phrase through the manga Haikyu!!. A teacher uses it while coaching the main character. What interested me most was not simply the phrase itself, but how the character responded to it.

He did not immediately begin practicing an advanced technique. Instead, he focused on ordinary tasks, such as collecting balls.

He also started observing the other players more carefully. Rather than thinking only about his own movements, he paid attention to what was happening around him.

Later, he began taking better care of his health and physical condition.

None of these actions seemed special.

Collecting balls was not an impressive skill. Observing others did not immediately produce a visible result. Taking care of his health may have seemed unrelated to improving his performance.

Yet these simple actions gradually changed him. They expanded his awareness, strengthened his foundation, and eventually had a significant impact on his development as a player.

He wanted to go far, but he began with what was near.

Kaizen Also Begins Nearby

The same principle applies to Kaizen.

When people think about improvement, they often imagine large projects, sophisticated methods, or innovative systems. They may spend a great deal of time discussing what should be changed, designing an ideal future state, or searching for an impressive solution.

However, Kaizen does not always begin with something advanced.

It often starts by carefully observing the workplace and asking simple questions:

Are tools kept in clearly defined locations?

Can materials be found without searching?

Are work standards easy to understand?

Is the workplace clean and safe?

Are abnormalities immediately visible?

Does everyone follow the same basic process?

These questions may appear too simple, especially when people are eager to introduce advanced improvement methods. For example, a team may want to build a clever Karakuri mechanism to automate movement or reduce manual work. Karakuri can certainly be valuable, but it should not become a substitute for addressing basic problems.

Before building a mechanism, it may be better to establish simple standards for the locations of tools and materials. Before automating a process, we should make sure the process itself is stable and clearly understood. Before pursuing a distant goal, we should improve what is directly in front of us.

Simple Does Not Mean Unimportant

One reason people overlook nearby improvements is that they seem too ordinary.

Organizing tools, cleaning a workspace, observing a process, or following a basic health routine does not feel dramatic. These actions may not attract attention, and their results may not be immediately visible.

But simple actions often create the foundation for greater achievements.

A well-organized workplace makes abnormalities easier to identify. Clear standards reduce variation and confusion. Careful observation reveals problems that would otherwise remain hidden. Good health supports consistent performance. Small disciplines prepare us for larger challenges.

The impact may be difficult to see at first, but it accumulates over time.

This is why Kaizen should not be judged only by the size of each individual improvement. A small change can develop people’s awareness, strengthen habits, and prepare an organization for more advanced improvements later.

Stop Discussing and Start Observing

It is easy to talk about improvement. It is much harder—and more valuable—to begin improving something.

Instead of discussing distant possibilities endlessly, look around you.

What is causing inconvenience today? What are people repeatedly searching for? Which task creates unnecessary movement? Where is confusion occurring? What simple standard is missing? What can be improved with the knowledge, time, and resources already available?

The first action does not need to be impressive. It only needs to be useful and close enough to begin now.

The lesson from Haikyu!! is powerful because the character’s growth did not begin with a spectacular breakthrough. It began with chores, observation, and personal discipline. Those nearby actions gradually changed how he understood the game and prepared him for future challenges.

Kaizen works in the same way.

If we want to go far, we should not begin by reaching for the most complicated solution. We should begin with what is near: the workplace in front of us, the process we perform every day, and the small problem we already understand.

Great progress often begins with something ordinary.

When going far, always start from what is near.