fix: rename seed files and IDs to match cleaned titles

All 100 seed YAML files now have:
- Filenames that match their id field
- IDs that are slugs of their titles
- No cultural identifiers in titles or IDs

70 files renamed. e.g. quaker-meeting-for-worship.yaml -> meeting-for-worship.yaml,
moroccan-jmaa-village.yaml -> jmaa-village-assembly.yaml,
japanese-hansei.yaml -> hansei-reflection.yaml

seeds/kaizen-retrospective.yaml

@@ -0,0 +1,39 @@
+id: kaizen-retrospective
+title: Kaizen Retrospective
+description: >-
+  A continuous improvement meeting pattern from Japanese manufacturing
+  practice, used by teams to surface small changes that improve the work.
+  Originating in the Toyota Production System kaizen tradition.
+source: Toyota Production System / Lean Enterprise Institute
+source_url: https://www.lean.org/
+tags: [kaizen, retrospective, lean, teams]
+forked_from: null
+image: null
+steps:
+  - headline: Define the standard
+    description: >-
+      The team reviews the current standard work — what the process is
+      supposed to be — so everyone shares the baseline.
+  - headline: Find the gap
+    description: >-
+      Each member names one place where the actual work differs from the
+      standard, focusing on the work, not the worker.
+  - headline: Ask five whys
+    description: >-
+      For one chosen gap, the group asks "why?" repeatedly until they reach
+      a root cause, not just a symptom.
+  - headline: Propose a small change
+    description: >-
+      The team proposes the smallest possible change that addresses the root
+      cause, with an owner and a trial period.
+  - headline: Update the standard
+    description: >-
+      After the trial, the team decides whether to adopt the change and
+      updates the written standard work.
+outcome: >-
+  A specific, tested improvement is adopted and the standard work is updated;
+  the team builds a habit of continuous small improvements.
+practice: >-
+  Resist big redesigns. Kaizen favours many small changes over grand
+  overhauls. Keep the five whys honest — stop at the first answer the team
+  can act on.